Stay informed with the latest insights and updates

In this article, the author has provided  some practical tips that they learned when attempting to craft their firm’s contingency plan as required by the Law Society of Ontario to ensure that it takes effect without issue.

Ready to invest in AI but unsure of where to invest or allocate resources? Tali Green offers her top tips for lawyers on how to find the tools that will alleviate pain-points, increase revenue, and make your team happier and more productive.

Agentic AI frameworks are increasingly being used in software development and customer service environments, but is there a place for them in law? OBA’s Innovator in Residence tackles that question with a look at a common law-firm scenario where the combined access, analytical and reasoning capabilities of these ‘agents’ could cultivate unexpected efficiencies and client satisfaction.

No firm is the same, but there are common keys to establishing a successful enterprise uniquely yours while building a solid reputation and stepping up client service. Sparing would-be sole and small-firm practitioners potential missteps or missed opportunities, OBA panelists (at a program co-presented by the Law Practice Management and Sole/Small Firm/General Practice sections) from a variety of practice areas shared what they wish they'd known before setting out on their own.

Find out what it takes to keep your newest problem-solving tools from collecting dust in a pile of promising but unused products.

What it means to use point-first writing, and why you should do it.

This article summarizes the current approach of Ontario Courts to administrative dismissals following the 2020 suspension due to the COVID-19 pandemic.

The law changes, and so do the tools and technologies we use to provide legal services. This article addresses the key concerns that lawyers, paralegals and legal professionals should consider when investing in new technology.

For many lawyers, time is everything. But time is hard to manage, particularly when you are busy dealing with a slew of phone calls, emails, invoices and document preparation, which, unfortunately, are not typically billable. In this article, I’ll be taking a look at 5 unique ways to manage your growth and expand your law firm while being cost effective and without, in fact, expanding the number of people working in your law firm.

In “The Litigator and Mental Health“, Chief Justice Strathy writes about mental health in our profession and what we can do to improve it. Unfortunately, practicing law can be damaging to one’s mental health. In fact, there is a strong correlation between traditional markers of success in the law and depression in lawyers.

The author shares three key things we can all do to help support our colleagues in developing career-essential skills and reducing the bias by which we judge competency and capability.

Deborah Glatter outlines factors that have led to the current dearth of mid-level and senior associates available for hire in law firms and offers suggestions for firms hiring in a depleted pipeline, including expanding your pool, changing your interview approach and identifying your candidates' 'must haves'.

Many law firms are currently experiencing challenges finding qualified associates. So what’s a law firm to do? I have five suggestions.

With COVID fatigue setting in, motivation to complete work may be in short supply. The Harvard Business Review recently released an article titled “Feeling Overwhelmed? Here’s How to Get through the Workday," in which author Alice Boyes offers the following tips for beating the blues and carrying on with work.

In the Harvard Business Review "10 Must Reads: On Emotional Intelligence", Daniel Goleman writes about what makes a good leader. He concludes that there are three crucial ingredients: technical skill, IQ, and emotional intelligence.