January 17, 2008

Second-Class Treatment of Law Firm Staff

12:00 am

Tom Collins and I were discussing the between and non- employees of . Following up our conversation he sent the comment to post:

I will never forget the time I spent on the site of a one law firm. The entire five-person accounting department shared one windowless office. Desks were pushed against one another. The accounting staff worked in chairs with missing arms, torn upholstery and busted springs. Their mismatched desks looked to be recovered salvage with missing drawers and loose veneer. This was an extreme case, but it is standard operating procedure for many firms to treat their non-professional staff as second-class citizens.

The non- support staff in a law firm has a lot of influence over the success of the firm's —they can spoil the soup. How they feel about the firm is reflected in how they deal with law firm clients and .

Excellence in client services starts with excellence in how the firm treats its own people.
 

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Filed under Firm Culture, HR by Brian J. Ritchey

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January 10, 2007

Choosing a New Law Firm Financial System

11:26 am

A law firm’s financial system involves more than a general ledger and financial statements – it includes the billing system, accounts receivable, cash receipts, disbursements, and trust accounting for client funds. The right will put more money in partner/shareholder pockets while making everyone’s job easier.

The system should provide clear and consistent audit trails with good security controls over who can see and do what. You want information to be directly accessible by those who use it: the front office of the law firm. For example, billing attorneys should be able to access all of the financial information related to a client or case. They should be able to access that information from their workstation without having to go through accounting or a secretary. From their workstation, they should be able to view bills previously sent to a client rather than wait for paper documents to be pulled from a file, copied, and routed to an attorney. The best systems take advantage of dashboard technology to provide instantly digestible information that provides working attorneys and those involved in management with situational awareness.

The system should make it easy for to track and record regardless of where they are working—in the office, from home, or on the road—including via PDA devices like the BlackBerry®. The best system will let the attorney track and record time through their preferred software or device—for example, while in Microsoft® Outlook® or using a specialized commercial case management system. In short, need a lot of flexibility because of the enormous diversity that exists in most . The best system will accommodate those diverse needs. The best system will connect to other software used by the law firm so information flows between the firm’s and those other systems.

On the billing side, it isn’t enough to just print a bill. Today, clients set the rules and have to comply with mandated requirements if they want the business. Pricing and bill format flexibility is a must. And the firm often has to provide the bill electronically in the client’s specified format. Usually it is the firm’s largest clients who mandate those requirements. Billing by e-mail is on the increase. Make sure the system you select provides for automatic bill presentation by e-mail. Automatic testing of time and expense entries against client engagement rules can eliminate rejected bills and reduce client adjustments, making a material difference in realization.

From an efficiency standpoint, transactions should be entered once and once only. Look for built-in wizards to perform tasks like payments to the bills being paid or performing complex tasks like voiding checks.

Once the basics are covered, what makes the difference between one system and another is the ability to use the information for ad hoc analysis and exception reporting. The best systems are proactive, alerting responsible individuals in the firm when certain exceptions occur—i.e., an account has exceeded or reached a certain level of budget, a check has been written for an unusual amount, is missing from a timekeeper, a client’s trust balance has dropped below the appropriate level, etc.

You don’t want a system that disrupts the normal routine of the office every month-end. You don’t want a system that will not share information with other systems used by the law firm. You don’t want a system that forfeits your opportunities to serve the nation’s largest consumers of legal services because it can not meet their mandated requirements. You do want a system from a vendor who backs up their software with a proven track record of services – conversion, training, and ongoing user support services. Check references before you write your check for new software.

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law and partner income, go to www.Juris.com.
 

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Filed under Technology by Tom Collins

January 4, 2007

An Organization for Law Firm Rainmakers

11:26 am

Did you know that there is an organization devoted to selling law firm services?  Not marketing, mind you, but sales—one-on-one …rainmaking!

 

LSSO, Legal Sales and Service Organization, was formed in 2003.  You can become a member for $595 with annual dues thereafter of $495. Members gain access to LSSO resources for who recognize that business and client development skills must be cultivated to successfully sell legal services and retain clients.  Its RainDance Conferences boast a stellar faculty of sales and services experts with the experience and to help develop competitive, effective sales and service strategies and tactics.  You can register for the June 12-14 conference being held at the Four Seasons Resort and Club in Dallas, Texas by going to the organization’s web site.

 

Morepartnerincome.com is sponsored by , Inc.  For information about ® products and services for increasing law and partner income, go to www.Juris.com.

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December 27, 2006

Law Firms Should Avoid the Tyranny of the OR

11:36 am

Dennis Kennedy in making his 2006 Blawggies Awards selected morepartnerincome.com as the Best Overall  Blog with 's Passion, People and Principles and 's Adam Smith, Esq as runner-ups.   To be selected as the best blows me away; just being in the company of Maister and MacEwen is an honor in and of itself!

 

While the name morepartnerincome attracts the attention of most , there are some who are put off by the name. What they miss is its core message. More partner income is the result of “doing the right things and doing them right”.

 

You do not have to make a choice between higher income and better client services.  Higher income is the result of better client services.  It is not a choice between placing the interest of clients first or driving income higher. Higher income is the reward for serving the client’s interest.  It is not a choice between higher and the proper concern for treatment of the firm’s talent.  Higher income comes from the quality of the team and their environment. 

 

To think of those alternative choices is to have fallen victim to what Jim Collins refers to as the “Tyranny of the OR”.  Excellent organizations practice “And Thinking” rather than “Or Thinking”.   For example, how do we provide exceptional services to our clients and exceptional compensation to our and employees?  These are not incompatible choices.  To the contrary, the very process of “And Thinking” leads to breakthrough innovations.  The genius of “And Thinking” is that greater success results from the effort to achieve both rather than limiting an organization’s efforts based on the belief that we could only have one or the other.

 

Morepartnerincome.com is sponsored by , Inc.  For information about ® products and services for increasing law and partner income, go to www.Juris.com.

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Filed under Firm Culture by Tom Collins

October 25, 2006

Off Shore Moves Open Opportunities for Midsized Law Firms

10:51 am

Recently Legalweek.com, among other news sources, disclosed that Clifford Chance was opening a service center in India to move 300 accounting and IT support jobs to India. The move is just the latest in Clifford Chance’s ongoing outsourcing initiative. When you look at the financial statements for of any size, salaries constitute the majority of operating cost. Accordingly, when an organization turns to cost cutting for improved , it is salaries that are in the gun site. Outsourcing can save big dollars, but it doesn’t come without risks.

Off shore moves aren’t automatically good or bad. Some may improve capability and service quality. However, I was impressed by a quotation attributed to Russell Lewin, former managing partner of Baker & McKenzie, which included the remark, “…you cannot underestimate the way hidden cultures impact upon your operation.” The person on the other end of the phone may be smart and eager to help, but it can be difficult to communicate effectively across cultures even when both parties are speaking a common language.

Relying on outsourced functions can negatively impact the firm’s , lowering their effectiveness and efficiency. If that happens, the move will prove penny-wise and pound-foolish. The biggest risk, however, is that outsourcing administrative and accounting functions will alter the client’s experience in dealing with the law firm. For the client, service quality involves more than just legal competence. For example, the timeliness, accuracy, and quality of billing procedures—including how questions and adjustments are handled—are an important reflection on the law firm.

In of service quality risks, the outsourcing trend continues in BigLaw circles and among the vendors and suppliers to those firms. According to one of the popular outsource companies, a leading U.S. provider of enterprise for major U.S. is in the process of outsourcing its support center to them.

Consolidations and acquisitions have reduced the number of and vendors serving them. Unfortunately, what usually comes next is higher prices and lower quality as fewer suppliers put their emphasis on cost reductions rather than market share increases for improved performance. Customers get less and pay more.

What does this mean for midsized ? While they are milking their cash cow, you have a rising star. Midsized that emphasize service quality and lower cost for the customer can take business away from their larger competitors.

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law and partner income, go to www.Juris.com.
 

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September 26, 2006

Reducing the Billable Time Leakage in Law Firms

10:51 am

Regardless of how you bill (hourly, contingent or fixed price), you need to know the invested time to measure profitability. Most firms measure relative profitability as “realization”. Overall realization is the percent collected divided by the value of the hours worked at standard value.

One of the problems, however, is that some of the time invested on a case or matter is never captured. That is leakage—time worked but not reported. It happens most frequently in firms that allow to track and report time after the fact. Some studies indicate that leakage is as high as 40 percent when timekeepers are reconstructing how they spend their time at the end of a week, for example. It stands to reason that those smaller slices of time worked will be lost to an imperfect memory.

Increased fee earner productivity for many firms is as simple as switching from after-the-fact time reporting to tracking time as worked. You can kick that up a notch with PDA devices like the BlackBerry® to provide your mobile professionals with anytime/anywhere capability. Time tracking software can also turn e-mail and phone messages into time entries with a simple click.

Check with your vendor for their time capturing options. There are some generic products that can be used across a number of time and billing systems. One of those is Carpe Diem from Sage Software. Another is DTE from Advanced Productivity Software, Inc. However, before you go the generic route, check with your time and billing software vendor to find out what options they offer for time tracking as you work. The law firm suite from Inc., for example, includes the MyJuris option for the legal professional. MyJuris not only equips the timekeeper for anytime/anywhere time recording, it provides continuous reporting back to the firm’s main system, providing and practice heads with current-to-moment information on billable and non-billable activity including both completed and in-process work. It uses dashboard technology to provide information that is both actionable and instantly digestible. The MyJuris option goes even further to improve law firm realization; time entries are automatically audited against engagement rules with feedback to the attorney. This eliminates rework. It also reduces client-initiated adjustments and eliminates rejected bills. Keeping current with time and expense activity coupled with engagement rule auditing means bills get out the door faster and money gets in the bank sooner. Faster billing and collections also reduces adjustments and bad debts. It all adds up to more partner income! For more information about MyJuris download the 6 page product brochure (PDF) available from , Inc.

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law and partner income, go to www.Juris.com.

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Filed under Technology by Tom Collins

August 18, 2006

Alternatives for Law Firm Remote Access

10:24 am

By Guest Author Barry Lancaster: , Inc. Senior Director of Client Services

Citrix® technology has been used by as an effective method of providing and with remote access. The question is, “Are newer technologies making Citrix obsolete?”

Virtual Private Networks, VPNs, now allow firms to set up secure direct access to their network over the Web. For “office-like performance,” VPNs require a broadband Internet connection. What is different today is that home Internet users and law firm branch offices now have broadband access. Likewise, most hotels offer broadband services. Many towns and coffee shops offer free broadband services. In addition to broadband access, dedicated phone line connections between law firm branches and the firm’s main office are now moderately priced and provide even better data transfer quality. Today, if you are working from home, on the road, or in a branch office, quality high-speed connections are now readily available and inexpensive. That high-speed accessibility for users outside the office has made the VPN approach an alternative to Citrix.

In addition to the direct network connection alternative using VPN technology, there are a growing number of developments making Citrix less essential. An increasing number of the applications used by now offer a browser version, for example. Smart Client technology (under Microsoft® .NET) and similar new technologies coming from the browser side of the fence are starting to show up in . These Smart Client products are designed for easy direct access over the Web. Smart Client applications (including, for example, the , Inc.’s attorney dashboard application, MyJuris®) use security services to protect data, providing full confidentiality over the Web.

There are advantages and disadvantages to the various technologies, including Citrix. However, changes in connection speeds and software designs make it appropriate for you to re-evaluate Citrix on a recurring basis. Depending on your particular circumstances, you may find that you can improve office-like performance for your traveling and remote team members while also lowering IT-related cost.

Lower cost is always nice, but it is the potential for productivity gains that should drive your decision.

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law and partner income, go to www.Juris.com.
 

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Filed under Expense Control, Technology by Tom Collins

July 25, 2006

Partner Income Will Depend on Women Lawyers

11:37 am

Following my post The Work/Life Balance Issue Continues to Damage the Legal Profession, Denise Howell of Bag and Baggage reminded me that accommodations extended to those with child care responsibilities should not be limited to just mothers:

“I know plenty of two-income families who have decided to have the father assume primary child care responsibilities due to pure economics — mom makes more. There could be a host of other reasons (dad gets primary custody in divorce proceedings, etc.) why this discussion cuts across the genders. I think it would be shortsighted (and possibly actionable) for a firm to treat the issue otherwise.”

I agree with Denise that any solution should include fathers who assume the primary child care responsibilities. However, from the perspective of a business enterprise, the main issue is how to provide an environment that makes a legal career friendlier for women attorneys who now represent at least 50 percent of legal graduates entering the workforce.

With women accounting for 50% of the new lawyers, the primary child care issue is clearly important and getting more important so it is time to invest in exploring new ideas and investigating best practices. Yesterday I ordered the book by Lauren Stiller Rikleen that addresses the issues of Women . Her book is titled Ending the Gauntlet: Removing Barriers to Women’s Success in the Law.

Partner incomes will increasingly depend on the talent of women in your firm. Thus for more partner income it is time to figure out not only how to attract women associates but how to hold on to those women as career members of the firm.

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law and partner income, go to www.Juris.com.
 

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Filed under HR by Tom Collins

July 17, 2006

The Law Firm Elevator Speech

10:04 am

When a new salesperson joins a well-run commercial enterprise, one of the first things the salesperson receives is a “sales toolbox.” Of course, “toolbox” is used figuratively. Today, that toolbox may include some printed materials, but most of the toolbox will be in the form of online resources, including documents and color promotional pieces that can be printed on demand.

One of the most important items in that toolbox is the Elevator Speech. Does your firm have one? Take a walk through the office and ask every attorney you find to imagine they are on an elevator and that they are asked, “Who do you work for and what do you do? The chances are that few can answer that question in 30 seconds. Even fewer will do so in plain English that clearly communicates what the firm does and why that should be important to the listener. When you add them all up, out of every 10 attorneys you are likely to get 10 very different answers.

don’t expect their to start each legal document as a blank sheet of paper. They do not expect the attorney to reinvent the solution to each new matter or case. They draw on the firm’s knowledge bank, including legal forms, documents, and prior experience. They take advantage of external resources as well. In effect, they have a professional toolbox for approaching each new matter or case.

Likewise, for efficient rainmaking, the legal professional needs a marketing and sales toolbox out of which he or she can pull the right tool to take advantage of a opportunity. The toolbox also keeps everyone on the same page. Being on the same page is essential for effective branding.

The Texas-based Fare Share Consulting, Inc. has a Web site called Elevator Speech. The consulting company uses videos to help companies develop an effective 30-second communication to convey exactly what the firm does and why the listener should care.

What are some of the other items, in addition to the Elevator Speech, that should be in your rainmaker’s toolbox?

 

  • Vision or strategic thrust statement
  • Key goals
  • Key strategies
  • Key tactics
  • Tag line (For example, Jones Days' “One Firm Worldwide”)
  • Standard directory listing narratives for varying word counts
  • Practice classes and products
  • Pricing information
  • Brochures
  • Proposal templates or samples
  • Ad samples
  • Newsletters
  • Direct mail pieces
  • News releases
  • Discount coupons (Don’t laugh—when tastefully done, they work!)
  • Referral cards
  • “Compliments of” cards
  • Note cards—for congratulatory, condolence, and special occasions
  • Sample or Letter templates:
  • Referral letters
    • Letters to current clients
    • Letters to former clients
    • Letters to prospective clients
    • Letters to referral sources
    • Letters to other attorneys
  • Proactive (outbound) calling reasons and example scripts

You don’t expect lawyers to without the right tools. Why should you expect them to bring in new business barehanded? Give your attorneys the right tools. Set expectations—a personal business development plan. Hold people accountable in terms of compensation and advancement. Do those things and they will bring in the business! That will put more partner income in your pockets.

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law and partner income, go to www.Juris.com.
 

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Filed under Marketing by Tom Collins

June 21, 2006

PDAs Make a Difference for Law Firms

10:35 am

If you haven’t gone mobile with a PDA, you’re behind the curve. With the BlackBerry® patent issue resolved BlackBerrys are the hot item again. We work with using a variety of PDAs, but there is no denying that the BlackBerry is currently the favorite choice in .

The BlackBerry Guy, Andy Bailey, is quick to remind me that studies show BlackBerry users gain 53 minutes per day in productive time–previous downtime that is recovered because of the anytime/anywhere convenience of going mobile with calls, emails, appointments, time tracking, etc.

Fifty three minutes, almost an hour, per day is big money. PDAs and mobile services pay for themselves, even if you only pick up an hour per month. And, what if your almost instantaneous response to a large prospective client wins a large book of business? Even casual use of a BlackBerry can increase and improve responsiveness to clients.

When you walk out of your office, your contacts and calendar can be in your pocket or purse. It doubles as your phone, tracks your time, and connects you to your e-mail and the internet. It even functions as a GPS so you can find your way. Why carry a five- to ten-pound computer with you when a few ounces keep you connected 100 percent of the time?

Andy reports that the in your office can go mobile with Blackberry for a one-time cost of about $200.00 per attorney and a monthly service cost of about $40.00. Don’t forget that cost can replace what you’re currently spending for cell phone services. The bottom line is that going mobile means more partner income.

Contact your Time and Billing or Case Management software vendor to find out about their PDA and mobile options. You can find out more about BlackBerry by going to www.blackberryguy.com.

Morepartnerincome.com is sponsored by , Inc. For information about ® products and services for increasing law and partner income, go to www.Juris.com.

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