ABSTRACT
Many of us may have felt a little alienated by all of this and some may have taken refuge from it by determining to be good lawyers and leaving management to those who want to do it. But for those of us who have stayed at the coalface of client work and have left others to devise more efficient management machines and to find new seams before the current ones run out, cannot escape the need to provide a valued service to clients. Client management must be the concern not only of the managing partner who will see service as a means of improving turnover, profitability and reducing costs, but also of those ‘real’ lawyers in the firm at the coalface of client work who are working harder and often with smaller returns and less job satisfaction than ever before.
