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Shared Links (weekly) August 29, 2021
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How to create a positive and effective cybersecurity environment instead of a shame culture
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Who’s Worrying About the Mental Health of the Law Firm Leaders?
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Five Great Reads on Cyber, Data, and Legal Discovery for August 2021
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How Different Personality Types Cope with an Always-On Culture
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– You really should, it’s so much more than the standard Twitter interface.
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How to Reduce Your Law Firm’s Overhead Costs and Still Be Productive
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Why you and your boss should talk honestly about your mental health
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Linked: Workers Left Behind By the “Great Resignation”
This raises some interesting questions about wealth distribution among many other things. What does happen in service jobs, to the people left behind without other options?
From reading these stories, it’s clear that there is not always an appreciation for people who don’t leave, just an expectation that they will be taking advantage of more by employers, and treated worse by customers.
This makes me consider a couple of things:
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Shared Links (weekly) August 22, 2021
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Making the Case for Information Governance and Why You Should Address it Now
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Over Seven Years, Scant Progress in Law Firm Diversity, New Survey Shows
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The 3 Biggest Mistakes the Board can Make Around Cyber Security
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Bumble Gave Nearly Its Entire Staff a Week Off to Combat Burnout. Here’s What It Learned
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Shared Links (weekly) Aug. 1, 2021
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Even with Advanced Technology, You Still Need the Soft Skills of eDiscovery
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Five Great Reads on Cyber, Data, and Legal Discovery for July 2021
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How to Prepare Your Law Firm for Hurricanes and Other Natural Disasters
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16 alarming statistics on the hidden costs of mental illness for employers
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Instagram’s Shift in Focus Is a Reminder of the Risk in Building Businesses on Someone Else’s Land
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Why women need male allies in the workplace – and why fighting everyday sexism enriches men too
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An Example of the Complex Pressures Facing Law Firms
So, if you are a firm with Morgan Stanley as a client, maybe the easy thing is to just say “hey, our huge client wants us back in the office and wants to have in-person meetings, so you’ve got to come back”.
But it’s never really that simple, is it? What do you do if your staff and lawyers really don’t want to be in the office full-time? What if some of the same people who first attracted Morgan Stanley to your firm are willing to leave to work at a firm that is more flexible?
Now that you are only recruiting among the legal folks who want to be in the office five days a week, is your talent up to snuff to keep Morgan Stanley as a client?
