Category: Archives

Matching your negotiating strategies to  your negotiating personality is as critical to client development as it is making a deal or winning a case. There are four basic negotiating strategies.

They can be likened to poker principles; betting with  the goods (“the nuts”) a hammer, betting with comparative strength  (value betting),  betting with potential (a semi-bluff), and betting with maximum information (in position).  Depending upon life environment, experience, and activities you are likely to adopt one or two strategies as your favorites, and the others will take more thoughtful consideration.  Wendeen Eolis Enterprises now offers innovative coaching techniques designed to define your negotiating DNA with a view toward exponential results in client marketing efforts.

For further information, please contact emead@eolis.com or call (1) 212-472-4000

NEW YORK (December 2013) Results of EOLIS’ survey of senior partners (over the age of 60) at New York law firms indicates a large scale schism with law firm management over the time table for compulsory retirement of partners. One of the harshest criticisms leveled at law firms in their responses is firm failures to provide transition service’s funding and/or in-house programs to assist these lawyers in exit strategies that will allow them to pursue new adventures (productively). A follow-up survey is in progress. It solicits a senior lawyer’s top frustrations in looking for new positions with a view toward making a major report on recommendations to law firm clients. If you are a lawyer over 60 in an Am Law 200 law firm or a specialist in mid-size boutique, we are eager to obtain your views. Your comments will be maintained confidentially and included in our January report. Please contact A. Minster to provide information for this important survey, if you have not been contacted, already, by our office.

Eolis analyzes and commentates on the likely trajectory of the most recent online gaming bill introduced by Congressman Joe Barton—H.R. 2666 dated July 12, 2013. Obama might be willing to sign a bill with a revenue component.

The challenge is getting the Congress on board to pass legislation favorable to such gaming..  Meanwhile,The growing opportunity for gaming law practice is clear, as states continue to pursue gaming options in the face of floundering efforts to move federal legislation.  Click here to read the article.

(NEW YORK, NEW YORK  April 18, 2013)  With increasing frequency, law firm partnerships are pondering  protocols applied to the departures of highly productive partners-especially rainmakers.  Last week, Weil Gotshal and Manges faced the planned defection of two of its partners quite differently from the norm.

Traditional wisdom has been to circulate a memo wishing such partners well with implicit gratitude for the Firm’s greater strength without them.  WGM’s managing partner, Barry Wolf employed a harder nosed strategy—calling out two partners who are en route to Quinn Emmanuel as disloyal, as if they were traitors and proceeding with a strategy designed to compromise their expectations of a quick and easy transition.

The vast majority of major law firms  have traditionally waived whatever requirements of notice that have existed  their partnerships,   However, in the past several months, numerous partners at other firms have suggested  this is a bubbling issue.

A few have reported  partnership agreement amendments that call for  longer notice, notably  including Greenberg Traurig which changed its rules late last year according to one partner who is  quietly exploring greener pastures.

There is also an increasing focus on integrating the practices of incoming lateral partners with a view toward holding business relationships that arrive with them in the event that they depart once more.

It is undeniably good business for both firm and client to widen and deepen the access points for suitable talent. It is generally unrealistic for a Firm to presume that the Firm is more important to clients than the lawyers they have come to count on as their point persons for their legal matters.

And, it is folly for a Firm to make the sacrifice that is caused by restraining a partner, or even allowing a partner to leave on a delayed timetable.  Almost inevitably, to do so is to poison the environment and dissipate morale instantaneously.

Gaming lawyers with regulatory experience are in unprecedented demand in the Middle Atlantic States with New York, New Jersey Pennsylvania Delaware and West Virginia scrambling  to bring about legislation to legalize online poker and more gambling fare.

The black sheep of online gambling  companies are the off-shore enterprises that operated after enactment of the Unlawful Internet Gambling Enforcement Act of 2006 which prohibited online bets in America.  Is there a morality play underway or just economic warfare?  “A bit of both,” says Wendeen Eolis about the  the ongoing  ruckus in New Jersey that has pitted the American Gaming Association against PokerStars.

In an article titled “American Gaming Association v PokerStars; PokerStars Strikes Back–Especially at Caesars,” Ms. Eolis sums up the questions and listens to lawyers opine on the AGA’s bid to participate in  the PokerStars  New Jersey casino license hearing.  See the full article online.

No matter the improved fortunes of companies and law firms this past year, pruning, streamlining and all around tough love continue to mark the management style of modern day employers. Security is nonexistent, gratitude for prior good deed are irrelevant, and financial pressures of employees summarily sacked figure less and less into today’s business equations.

Where are we going from here? Such gloomy thoughts are best overcome by acts of kindness. This is my New Year’s resolution, I’m keeping a diary and plan to report come Christmas time next year.

As  law firms have made more definitive transitions to operations as big businesses, they have become increasingly receptive to adopting a celebrity and worker bee mentality with much wider gap sin compensation between the chief rainmakers and service partners.

An evolving trend is significant  effort on the part of highly regarded service partners is to pressure their clients–partners with huge books of business–to share more graciously in origination fees they generate for new matters

Bottom line: lawyers in today’s legal marketplace need clients outside or inside their firms to prosper.

EOLIS offers one-on-one coaching to partners who seek to amp up their “sales” skills.

At the annual cornerstone meeting of the International Women’s Forum in Morocco last week, corporate, civic and political leaders from thirty countries convened to assess the state of affairs in the Arab world.

Morocco sees itself as setting a valuable example, exempting itself from the Arab Spring.  With considerable pride, our Moroccan sisters praise their enlightened king who saw the need to modernize and adopt a process which led to elections and newly bifurcated power between the king and a newly elected prime minister.

That said, there remains in Morocco a continuing but slow evolution of respect for women.  An invitation from His Majesty King Mohammed VI of Morocco to visit his palace morphed into a grand and beautiful reception at one of his palaces outside the capitol.  His wife, Princess Lalla Salma, presided without the king at her side.  Her Serene Highness is the first wife of a Moroccan ruler to have a royal title conferred.

The esteemed women speakers from around the world were gracious in recognizing Morocco’s forward thinking accomplishments, while direct about all that is left to do in bringing true equality to women in Arab countries—Morocco included.

More than 25 percent of the firms’ New York partners (as of January 2012), have bolted from its ranks, many with hair-raising stories of a firm in all manner of disarray. This sad state of affairs is a bonanza for recruiters and trade journalists.

The firm’s misfortunes become opportunities, gossip is easily treated as gospel. For all of us who are in the legal community, it is worth noting that hundreds, if not thousands of lawyers and staff remain uncertain as to their work and/or economic future.

Maximizing one’s chances of landing a dream position requires plenty of skill and an undeniable element of good luck–for lawyers in any form of transition. Make that luck quotient higher if you are seeking a position as a business executive after 20 years as a partner with a blue-chip law firm.