About
Greater rewards mean greater risks...
Don't jeopardize your firm's future
As the law firm market grows more and more profitable-and competitive-the
stakes and risks rise, too. Big profits make a law firm a lucrative target
for malpractice claims brought by dissatisfied clients. And increased attention
from government regulators toward various corporate activities can drag law
firms into the fray. Plus, the drive to expand and globalize can expose a firm
to greater risks-especially with regard to conflicts of interest. So it's now
more important than ever that firms establish risk management policies and
procedures to protect themselves from costly and potentially devastating effects
of civil, criminal, and disciplinary actions-and the public relations black
eye that can follow, regardless of the outcome.
The publication for the American Conference Institute's Law Firm Risk Management
Summit provides
you with insight into the myriad of potential risks to your firm. Read presentations from our outstanding
faculty-comprised of legal malpractice attorneys from top firms, insurance
companies, and consultants-will offer solutions and strategies on how to sidestep
these risks and, when necessary, mitigate damages. Plus, general counsel and
partners responsible for risk management and ethics at firms that have successfully
implemented risk management procedures will provide you with first-hand information
on:
- Uncovering potential conflicts of interest resulting from lateral recruiting
and firm mergers
- Defining Attorney-Client relationships
- Effectively using technology to mitigate your malpractice liability
- Creating internal procedures and training programs to help reduce the
risk of employee claims
- Catching conflicts during lateral recruiting and firm mergers
Contents & Contributors
EFFECTIVLEY PREVENTING CONFLICTS OF INTERESTS
Pamela Bresnahan, Partner, Vorys, Sater, Seymour & Pease LLP
SELECTED MODEL RULES OF PROFESSIONAL CONDUCT RELATING TO CONFLICTS
J. Charles Mokriski, Day, Berry & Howard LLP
CATCHING CONFLICTS DURING LATERAL RECRUITING AND FIRM MERGERS
Ronald Minkoff, Frankfurt Kurnit Klein & SeLZ PC
AVOIDING ACCESSORIAL LIABILITY IN LATERAL PARTNER RECRUITING
Steven Krane, Proskauer Rose LLP
INTERNAL CONTROLS FOR LAW FIRMS
Martin W. Terpstra, Blackman Kallick
DEFINING ATTORNEY-CLIENT RELATIONSHIPS
Mark K. Anesh, Wilson, Elser, Moskowitz, Edelman & Dicker LLP
OVERCOMING THE ETHICAL CHALLENGES WITHIN THE MARKETING AND BUSINESS OF YOUR FIRM
Deborah Jeffrey, Zuckerman Spaeder LLP
ETHICAL CHALLENGES IN A HIGH SPEED, PROFIT DRIVEN WORLD
Robert M. Rolfe, Hunton & Williams LLP
Stacy M. Colvin, Hunton & Williams LLP
OUTSOURCING THE BUSINESS OF LAW-PRACTICAL AND ETHICAL IMPLICATIONS
John Tredennick Catalyst Repository Systems, Inc.
BECOMING A PAPERLESS FIRM: MAXIMIZING THE BENEFITS AND MINIMIZING THE RISKS OF NEW TECHNOLOGY
Gail McMonagle, Perkins Coie LLP
MANAGEMENT LIABILITY INSURANCE: GUARDING AGAINST A NEW RISK OF EXPOSURE TO THE FIRM
Laurie J. Sablak, JD, Chubb & Son
Jonathan Kurens, Esq., Aon Risk Services of New York, Inc
TACKLING THE UNIQUE RISKS THAT ARISE IN A MULTI-JURISDICTIONAL OR MULTI-NATIONAL LAW FIRM
John Steele, Fish & Richardson PC
James Paul, Clifford Chance US LLP
DEVELOPING A FIRM CULTURE OF RISK MANAGEMENT
Patrick Fischer, Keating, Muething & Klekamp PLL
ATTORNEY-CLIENT PRIVILEGE: IN HOUSE COUNSEL'S COMMUNICATIONS WITH LAW FIRM PERSONNEL
John Summers, Hangley Aronchick Segal & Pudlin
John Shutkin, Shearman & Sterling LLP
Maranda Fritz, Hinshaw & Culbertson LLP
Publication Details