The following are chapters in Lawyers' Professional Development

Part I: Establishing the Foundations for Effective Professional Development

• The Professional Development Imperative
  • Today's Practice Environment
  • Why Professional Development Is Essential
  • What Goes into a Professional Development Program?
• Designing a Professional Development Program
  • Approaching Professional Development Strategically
  • Leading the Strategy Development Process
  • Developing a Strategy
  • How Will the Parts Fit Together?
  • Continuous Reassessment
• Leading the Professional Development Program
  • The Training Partner
  • Professional Development Committee
  • Professional Development Specialists: Responsibilities
  • Professional Development Specialists: Qualifications
  • Finding Professional Development Specialists
  • Reporting Relationship of Professional Development Specialists
  • Practical Suggestions for Professional Development Specialists
• How Legal Employers Help Lawyers Learn and Develop
  • Adult Learning
  • How Lawyers Learn
  • Informal and Formal Learning
  • Creating a Learning Environment
  • References Related to How Professionals Learn

Part II: Four Essential Components of a Professional Development Program

• Work Assignments: The Core of Learning
  • Developmental Work Assignments
  • Allocating Work Assignments
  • Monitoring Associates' Work: Productivity, Progress, and Human Resource Management
  • Components of an Effective Work Allocation System
  • Specialization and Practice Group Assignments
  • Creating Learning Opportunities
  • Pro Bono Assignments as Learning Opportunities
• Mentoring: Promoting Development Through Relationships
  • The Influence of Mentors
  • Enhancing Informal Mentoring
  • Establishing a Mentoring Program
  • Mentoring Program Elements
• Using Evaluations to Promote Lawyer Development
  • Informal Feedback and Formal Evaluations
  • Basing Evaluations on Explicit Performance Standards
  • Adopting and Implementing an Evaluation System
• Training
  • Needs Analysis
  • Curriculum Considerations
  • In-House Training or Outside CLE?
  • Technology in Training
  • Course Design for In-House Programs
  • Faculty
  • Instructional Materials
  • Time and Place
  • Administrative Support
  • Technology
  • Program Costs
  • Evaluating Training Programs
  • Measuring Investment in Training
  • The Law Firm as an Accredited CLE Provider
  • Multi-Office Firms: Special Training Considerations
  • Common Training Questions

Part III: Knowledge Management

• Knowledge Management: Harnessing Information and Expertise
  • How Does Knowledge Management Work?
• How Does Knowledge Management Benefit Lawyers and Firms?
• Knowledge Management and Professional Development
• Obstacles to Knowledge Management
• Making Knowledge Management Work to Support Learning

Part IV: Budgeting

• Budgeting for a Professional Development Program
  • The Budgeting Process
  • Special Budgeting Issues for the Professional Development Director

Part V: Coordinating Professional Development Efforts with Recruiting, Summer Programs and Orientation

• Associate Recruiting and Summer Programs
  • Associate Recruiting
  • Summer Programs
• Orientation Programs
  • Content and Format of Orientation Programs
  • Organizing an Orientation Program

Part VI: Special Issues Related to Professional Development

• Women and Minority Lawyers
  • Diversity Training
  • Training for Practice Development
  • Work Assignments
  • Evaluations
  • Mentoring
  • Culture Change
  • Useful References on Diversity and Work-Life Balance
• Associate Participation on Committees
  • Associate Committees
  • Associate Selection for Firm Committees
• Career Guidance
• Succession Planning
• The Role of the Ombudsperson

Part VII: Professional Development In Corporate and Government Settings

• Corporate Law Departments
  • Career Advancement and Development
  • Orientation
  • Work Assignments
  • Evaluations
  • Mentoring
  • Training
• Lawyers in the Public Sector

The following are chapters in Developing Legal Talent

• Building Trust in the Law Firm
• Talk About Training
• Can Lawyers Learn to Lead
• The Law Is Not Enough: Business Training for Lawyers
• Getting Along to Get Ahead: Improving Lawyers’ Interpersonal Skills
• How Am I Doing? Feedback for Lawyers
• Evaluating Your Evaluations
• Lawyer Maintenance: Protecting the Firm's Principal Assets
• New Approaches to Mentoring
• Mentoring Plays a Key Role in Retaining Attorneys of Color
• Increasing Associate Retention Through Professional Development
• Bridging Today's Generation Gap: How Law Firms Can Keep Talented Associates
• Money Can’t Buy Commitment
• Integrating Lateral Attorneys
• Achieving Parity: Women's Self-help Efforts
• Getting Connected: Networking for Lawyers
• "Happy Lawyer" is Not an Oxymoron