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June 2009 • Volume 33, Issue 6 |
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Features
| Big BD |
| Online or face-to-face, relationship building is the key to enhancing business development. | |
By Glenn Kauth | Publication Date: June 2009
A lawyer with a small Victoria firm, Erik Magraken doesn’t have the luxury of a business development department to help him drum up clients. His firm still does lots of marketing, but Magraken has also taken it upon himself to do some of the work on his own, much of it from home. “What I’ve done is I try to commit one to two hours a day, usually in the evening, for business development and law firm marketing,” says Magraken, a 32-year-old partner practising personal injury law at MacIsaac & Co.
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| Cashing in on insolvency |
| One lawyer describes the number of credit default swaps out there as 'the real evil.' |
By Mark Cardwell | Publication Date: June 2009
Insolvency lawyer Sylvain Vauclair likes to compare the negotiations that take place between creditors of big corporate debtors before they go into proceedings to implement a restructuring plan to a high-stakes poker game. “The premise of the whole solvency thing is that there’s never enough money for everybody,” says Vauclair. “People struggle to get the biggest piece of the pie.”
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Departments/Columns
By Gail Cohen | Publication Date: Monday, June 29, 2009
 Canada has made great strides in the fight for equality rights for gays and lesbians but as a Law Society of Upper Canada panel heard last week, the battle continues for others in the LGBT community.
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By Richard Elliott | Publication Date: Monday, June 29, 2009
Canada’s government keeps missing the mark when it comes to dealing with drugs.
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By Patrick D. Kelly | Publication Date: Monday, June 22, 2009
The following is an excerpt from Patrick D. Kelly’s new book Rainmaking 101: How to Grow Your Client Base & Maximize Your Income: Millions of people embark on professional careers as CPAs, engineers, insurance agents, financial advisers, bankers, lawyers, and corporate managers only to discover that being technically proficient is just one element of being successful. Few receive any formal training in selling their services and themselves. For most, developing business is a sink-or-swim proposition.
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By Gail J. Cohen | Publication Date: June 2009
For years, law firms have relied on a few rainmakers to bring in business to keep a slew of other lawyers working. Even in small firms, there’s often one lawyer who spends much of their time out there going to events, meeting people, and generally being the face of the firm in order to bring in new clients. But it seems the time has passed for firms to rely on these old ways.
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By Philip Slayton | Publication Date: June 2009
Contracts are sacrosanct. This principle has been pounded into law students’ heads since legal education began. Professors pontificate as follows: provided certain formalities are met, and public policy is not offended, individuals (including juridical persons, corporations being the most important of these) are free to create private law between themselves. If necessary, courts will enforce this private law. Our freedom, our economy — gosh, our very way of life — depend upon this being so. (Full disclosure: I taught the law of contracts over many years in several law schools, and always toed this traditional line.)
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By Luis Millan | Publication Date: June 2009
When Ishwar Sharma, a Toronto criminal and immigration lawyer practising in the heart of Little India, received a phone call from a practice management reviewer from the Law Society of Upper Canada to schedule an appointment, his heart began thumping. Sharma had misgivings and was filled with apprehension over the notion that an outsider working for the profession’s regulatory body was going to spend a day at his office, asking questions and sifting through books, files, and records to ensure his practice management was in compliance with established standards. “And there you are standing exposed,” says Sharma wryly.
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