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work type this means the difference between shallow change and true innovation.
Lawyers must be deliberate and diligent about using and organizing every available tool virtual
assistants, floating paralegals, contract counsel, etc. to maximize the value of different skill sets. For
example, you wouldnt ask a contract counsel to draft a full pleading or go to a key deposition. However,
you might want him or her to research a particular area of law in which he or she has expertise and draft
just that section of the pleading. Taking it a step further, if your contract counsels area of expertise is
critical to your case, then he or she could serve as second chair or maybe even conduct the
examination or cross-examination of witnesses related to his or her field.
Relationships between lawyers have been cutthroat since the inception of the legal field. While that
wont change overnight, adjusting the focus of that competition is good for all involved. Lawyers dont
have to share clients indiscriminately, but finding attorneys who supplement your skills (as well as
working alongside of them) can benefit both businesses as more esteemed clients appreciate the wealth
of expertise they can access by working with your firm.
Collect Data to Improve Outcomes
To create the best possible relationships with other lawyers after every case you work on with another
attorney, answer these questions: How much did you make? How much did he or she make? Who
brought the client in? Once you answer these questions, devise a system for digesting and interpreting
this data to help inform your decisions about who to work with (and also to improve future outcomes).
Be proactive in applying the results of this data. For instance, say you work with someone whose
knowledge you respect, but, in the end, youve brought that person $400,000 in fees and you havent
profited its time to find a different partner.
Business partnerships should be reciprocal. Lawyers today have the tools and the industry knowledge
they need to hold each other accountable. When building a relationship with co-counsel, tracking data
and running reports to clarify those numbers and facts will benefit both sides. A symbiotic relationship
with another business or colleague offers numerous advantages, so dont be afraid to demand
excellence from the people you work with.
Finally, remember that the advent of cloud solutions and online collaboration tools has made it easier
than ever to work with firms all over the world. If the best potential business partners are halfway
across the globe, keep in mind that working with them is often no more challenging, logistically
speaking, than partnering with a lawyer down the street. Take advantage of todays abundance of
convenient communication tools and resources to diversify your offerings and create the best situation
for your firm and its clients.
Build a Better Staff
The concept of specialized outsourcing applies not only to other lawyers, but also to staff. Because the
value of lawyers lies in their ability to advocate and counsel, other staff members should be responsible
for tasks unrelated to those activities as often as possible.
As technology advances, so do lawyers responsibilities to use their time wisely. Soon, it will be
considered borderline unethical to waste clients money by charging them for time spent on outdated
practices that could be expedited simply by adopting more modern business practices. Until that day,
lawyers should use virtual assistants to do anything that doesnt require skills directly related to legal
advocacy or counseling. Outsourced staff can coordinate with clients while producing documents or
other discoveries. An executive assistant (virtual or otherwise) can screen calls and emails and keep
mundane things organized so lawyers can keep their most critical responsibilities in the forefront of
their minds.
Lawyers workflows tend to bottleneck, partly through their own arrogance and partly because of the
systemic burden they carry per the occupation and their clients. Proper delegation is not an admission
of incompetence; on the contrary, lawyers who learn to let go and develop processes built on trust will
find more success than their micromanaging counterparts who insist on overseeing every tiny detail.
When it comes to paralegals, the standard has always been to match a paralegal to an attorney and
have that person tackle a certain volume of work. This is the same mistake discussed previously:
reducing work by 10 percent without any consideration of what that work entails. Rather than pairing
up, try letting one paralegal do only what he or she does best for multiple attorneys or attorney groups.
If one paralegal excels at drafting, and another is adept at client relations, why make both perform both
tasks for different lawyers? Forward-thinking professionals need to move away from the constraints of
tradition. Encouraging your staff to perform tasks in areas where they shine helps to diminish the
chance that their performances will reflect poorly on the firm. It also helps staff members appear more
professional to outsiders, thereby increasing their confidence.
Setting protocols tailored around the strengths and weaknesses of outsourced labor takes time at the
outset, but things will run far more smoothly than they would with an overstressed lawyer at the helm
trying to do absolutely everything.
Document every process in enough detail so that someone whos never done it before could step in and
do a perfect job. To improve quality by using outside help, you must first invest in an infrastructure to
train and hold staff accountable to the same standards to which lawyers hold themselves.
Create a Useful Structure
It takes more than lawyers to run a law firm, and you must demand the best when it comes to business
and technology professionals. Dont shy away from affording them the power they need to do their jobs.
As Nelsons article mentions, the legal field has a huge problem with the corporate structure of its law
firms.
Yes, I said corporate structure and law firms in the same sentence.
Although law firms are corporations, few operate as such. A law firm should have a CEO, COO, CTO and
a board of directors, and those executives should have power to influence the lawyers. This may sound
like blasphemy, but its the best way to ensure a firms success.
Imagine Steve Jobs and Steve Wozniak of Apple running a law firm. Do you think they would sit back and
allow archaic software or project-management platforms anywhere near the firm? Would their
documentation be lost in crammed file cabinets or easily accessible via the cloud? Would they even own
a fax machine?
Lawyers dont possess the same acumen as business professionals, but if you want your firm to succeed,
you must cede power to those who understand how to implement the needed technology, run a
The opinions expressed are those of the author(s) and do not necessarily reflect the views of the firm, its
clients, or Portfolio Media Inc., or any of its or their respective affiliates. This article is for general
information purposes and is not intended to be and should not be taken as legal advice.