PerformLaw

09/25/2026

Feel like you're still the one bringing in most of your practice's business and waiting for junior partners to step up?

A lot of law firms are feeling this frustration.

Simply telling attorneys to “network more” or “bring in business” rarely moves things forward. They usually need more specific direction, support, and opportunities to build those skills.

That means getting them to focus on:
• where new business could realistically come from
• what each attorney wants to become known for
• which relationships are worth developing
• what is getting in the way
• and what support from the firm could actually help

Hope Brusstar’s latest article, "Build the Next Generation of Rainmakers", gets into practical ways firms can do this.

She also included a short Business Development Check-In that law firm leaders can copy and paste directly into an email to their attorneys to help start the conversation.

If this is an issue your firm is dealing with, it’s worth a read:

Learn how law firms can develop future rainmakers by giving attorneys clearer business development structure to build relationships and originate work.

09/09/2026

Build the Next Generation of Rainmakers

Learn how law firms can develop future rainmakers by giving attorneys clearer business development structure to build relationships and originate work.

07/23/2026

Should partner compensation be based on numbers, judgment, or both?

If compensation is based only on opinions, partners may question whether the system is fair. If it's based only on numbers, important contributions like leadership, mentoring, and firm management can be overlooked.

Many successful firms find the best approach is a balance of both.

Learn more about how PerformLaw structures compensation systems that reward financial performance while recognizing the contributions that help a firm succeed over the long term. https://hubs.li/Q04ppZbb0

07/21/2026

Is your law firm's approach to setting and raising billing rates based on strategy?

Many firms increase billing rates by a specific percentage every year simply because that's how they've always done it.

But pricing decisions should reflect more than inflation.

Before changing your rates, ask questions like:
• Is the work being handled by the right mix of partners, associates, and paralegals?
• Do your current rates reflect the true cost of delivering the work?
• Are write-offs and discounts reducing the value of your rate increases?

The answers can have a significant impact on your firm's profitability.

Take a look through these slides for a few ideas to consider.
Download our free guide, Client Profitability: Analysis to Action, here:
https://hubs.li/Q04ppdFn0

07/16/2026

Could your biggest client actually be hurting your firm's profitability?

Not every high-revenue client is a high-profit client.

If one of your largest accounts keeps your attorneys busy but isn't improving your bottom line, it's worth asking a few questions:

* Are partners doing work that could be handled by associates or paralegals?
* Is the way your firm allocates overhead making the client appear more—or less—profitable than they really are?
* Are frequent write-offs or discounts reducing what the work is actually worth to the firm?
Understanding client profitability can help you make better decisions about staffing, pricing, and long-term growth.

Here's a short video that explains how it works: https://hubs.li/Q04pMRfl0

07/14/2026

Does your firm's profit on paper match the cash in the bank?

If you've ever looked at your year-end financials and wondered, "Where did all the money go?" you're not alone.

The way your firm allocates overhead can have a big impact on how profitable your clients and matters really are.

This short video explains one change that can give you a much clearer picture of your firm's financial performance. Watch here: https://bit.ly/3RzpgAX

07/10/2026

Most firms charge different rates for partners, associates, and paralegals. But overhead? That still gets split the same way across everyone.

When a new associate absorbs the same overhead share as an equity partner, they look more expensive on paper than they actually are and gives every partner a quiet reason to avoid staffing them.

A graduated overhead model can fix this:
- Equity Partner: 1.0 full share
- Non-Equity Partner: 0.75
- Associate: 0.50
- Paralegal: 0.25

That one change removes the fear of high overhead on lower-rate files and stops passing the cost of inefficiency down to the associates.

Client Profitability: Analysis to Action: https://bit.ly/3SRSyva

07/01/2026

Many law firms look healthy on paper. The firm's attorneys are busy, and revenue is coming in. But when you dig into the numbers, the picture gets more complicated. Some clients that look large are actually barely profitable. Some attorneys who look productive are generating most of their billing at a level that doesn't cover their real cost.

Doing a client profitability analysis can answer the question many managing partners have: where is the money actually coming from, and where is it going?

This short video explains how it works:

Do you know which of your clients are actually the most profitable?...

06/09/2026

A client relationship can last decades. The origination policy that worked when the client first arrived may not work as well ten years later. The relationship has expanded. More partners are involved. A different attorney is now the main contact. Retirement for a key partner is approaching.

Eventually, the firm has to answer a difficult question: who should receive credit?

Our latest article discusses one approach to addressing that question.

Read the article: https://bit.ly/49NLAwG

06/05/2026

A partner brings in a client. Years later, another partner may be managing the relationship, handling most of the work, and expanding the client into new practice areas.

Who should receive origination credit?

It's a question many law firms eventually face, especially as they grow and begin planning for the next generation of leaders.

Our latest article explores a practical approach to origination credit and client transitions.

Read the article here: https://bit.ly/4ud0MuB