Changing The Way Law Is Practiced

A year ago, I really believed that the most dramatic change that I would implement as a new law firm would be on the billing side. Clearly, we have been innovators on that front and have been rewarded with tremendous growth as a result. But sitting here today, I have to believe that our task and priority based internal process have even more wide ranging implications for law firms. Sure, most every lawyer law firm has a task list. But how many law firms make that task list available to their clients? Sure, most law firms try to prioritize items which need to get done. But how many law firms have created an internal process which is priority—centric, and where multiple staff members can handle a priority item on the fly?

Most law firms have a structure that goes something like this. Every lawyer has one secretary (or perhaps shares a secretary with another lawyer) and a number of associates and paralegals whom are shared across the firm. Staff members are constantly stressed out because they have multiple superiors placing items on their desk with very little process in place to ensure priorities are allocated appropriate. Yes, lawyers tell their staff "I need this immediately." But what about the other items on the staff members desk? How important is each one of those items and what is the system for ear-marking that item in a priority scheme? And what if the "I need this right away" task is a major brief which will take that staff member the entire day; Will the other priority items get out the door stuck on that same persons desk?

By routing paper and tasks into boxes labeled priority 1, 2, 3 and 4 and training multiple staff to handle those items, the most important tasks always get handled immediately.

And the task list that lawyers keep. How much attention does each team pay to those tasks? Are they managed on a daily basis? Or, as I suspect, are lawyers just focused in on what to do tomorrow (or today) and barely keep their chin above water in their list. One of the benefits of our virtual program is that the lawyer becomes more involved in task management, strategy and client relationships. The workers become the quarterback, the linebackers, the wide receivers and the running backs. In too many firms, the partners are too far removed from the day to day happenings on a case and the workers are too far removed from the strategy developed to accomplish client goals.

So as we move head first into our second year, I encourage lawyers to review their internal processes. Are you simply practicing law the way you were taught? Are your internal processes the same as used by most firms across your city? Stop and think. Is the way in which you are practicing law really the best way for you and your client? Please consider innovating, experimenting and exploring the wide variety of ways in which you might enhance and increase the value for your clients. Let value drive your internal processes rather than capturing every possible billable hour. You’ll be shocked and surprised how quickly you stand out in your legal community and how quickly clients tell their friends and business associates about your unique and innovative approach to the practice of law. If you "change the way law is practiced" you will no longer be a stuffed suit in a sea of power ties and power lunches. People will talk about you and the business which comes through your front door will increase.