Law is famously known to those who practice as the "jealous mistress" (I'm not sure how well this analogy works with the growing number of women attorneys).  The phrase adds a new dimension when used in association with virtual reality.   Davis, LLP, a Canadian firm made the focus of the cover story in the March 2008 Canadian Lawyer (New Frontiers), has set up real estate in a virtual world called Second Life.  Second Life, an online place where, according to the article, over nine million people live.  Second Life's own website claims the number is closer to thirteen million.  Thirteen million!  From there, two resident Davis, LLP attorneys can talk to prospective clients and recruit new lawyers. 

Says Pablo Guzman (PabloGuzman Little, for those reading this in a virtual coffee shop), an attorney with Davis:  "Lawyers go where their clients are or where they think they can get clients.  For us, Second Life is a great marketing tool and a recruitment tool." 

Thirteen million people.  I wonder if there are internet cafes in this place?  Would logging into the internet there peek back into reality, or look into infinity?

The world within the web doesn't end with Second Life.  Besides this blog, myriads of other lawyers are following Kevin O'Keefe's lead in starting blogs (www.lexblog.com). Vendors such as LexisNexis (Martindale Hubbell's blog) and Thomson West (westblog.net) have taken advantage of the running online dialogue.  And now a consortium of marketing consultants and lawyers have created the webspace known as JDSupra.com, where attorneys can share work product (documents) and market their services.  And, of course, there is Facebook.

But what is this "Web 2.0" anyway?  According to Tim O'Reilly, the term was coined at a conference brainstorming session after the dot.com crash.  Contemplating the future of the internet, the name was given as a way to mark the next generation of tools on the web.  For example, Web 1.0 used Brittanica Online for encyclopedic information; Web 2.0 uses Wikipedia.  Web 1.0 used personal websites for running online dialogue; Web 2.0 uses blogs.  Web 1.0 used creepy AOL Chatrooms; Web 2.0 uses creepy virtual worlds ("creepy" in a mystifying sense).

Thirteen million people.  In one large online world.  Can you afford to avoid real estate in this vast empty space?  I have not visited this world of Second Life, but I can only expect that there is no housing market crash or credit tightening going on - but then, I am probably wrong.  Surely virtual life imitates "real" life?

According to Mr. Guzman, Second Life "is not necessarily somewhere were we can practise law, because we do not practise law in cyberspace".   Perhaps not now.  But with thirteen million people walking like virtual zombies in a world conceived by code sentries, it surely is only a matter of time when independence is claimed, wars are fought, and lawyers are brought in to restore justice. 

The IRS isn't waiting for attorneys to set up shop.  Accoring to a May, 2007 CNN story, the IRS wants to tax profits made while inside Second Life.  The currency , the Linden, has an exchange rate and can be converted to US Dollars.  Where there is money, there is potential for disagreement.  And need for contracts.  And perhaps a lawsuit ensues.  

The pieces are there for the ability (dare I say need?) to practice law.  Maybe that comes with Web 3.0.

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We often take for granted that everyone is on the same page when it comes to how clients and prospective clients are to be treated. Unfortunately, life just isn’t that simple. The leadership of the law firm has to communicate service standards—the firm’s expectations about how every member of the firm will treat clients and prospects. Law firms are in a constant state of change. People come and go. For services standards to become institutionalized, to become a integral part of the firm’s culture, the standards must be formalized, communicated frequently, and the leadership must hold people accountable for honoring those standards—they must be job requirements!

 

Janet Ellen Raasch has penned an excellent paper dealing with implementing a formal client service standard in the law firm. Her paper,Set Your Law Firm Apart with a Formal Client Service Standard Policy, appears on CBA PracticeLink, and the site also includes an online or downloadable presentation on the subject. The Canadian Bar Association puts out a wealth of top quality practice management material on their web site. Add it to your favorites list as a source of ideas for continuous improvement.

 

In her paper, Raasch includes the following sample list of client service standards which she complied from a variety of Canadian and U. S. sources:

 

We will put clients first – on our premises

• We will be welcoming – the client will be greeted by name first by a professional receptionist and later by attorneys and staff.
• We will be punctual – so the client will not have to wait.
• We will make an unavoidable wait pleasant – offering a beverage, a comfortable waiting area, entertainment (television or print materials), directions to the restroom or coat closet, and access to the phone and Internet. We will apologize for any delay.
• We will not make negative comments or discuss any client’s business in a public place (hallway, elevator, or snack room) where it might be overheard by a visiting client.
• We will keep the files of other clients out of the view of visiting clients.
• We will give a visiting client our undivided attention – putting other calls and distractions on hold until after the meeting.
• We will introduce the visiting client to other attorneys and staff – especially those on the client team.
• When we see an unfamiliar person in a hallway, we will ask “Can I help you?” and then stay with the visitor until the visitor’s need is met.
• When a client sees our office space or our print and electronic materials, the design will convey the message that we place clients first.

We will put clients first – by being accessible

• We will provide clients with our office, cell, and home phone numbers as well as e-mail addresses.
• When out of the office, we will carry BlackBerries, cell phones, and laptop computers with remote access to firm resources.
• We will provide clients with extranet sites where they can access information about their matter 24/7.
• We will answer our own phones. When this is not possible, the client will have a choice of phone mail or talking to a real person.
• We will train all attorneys and staff (especially switchboard personnel) in professional communication protocols.

We will put clients first – by being responsive

• We will check for phone and e-mail messages regularly and return them within a set period of time – no longer than 24 hours, and preferably much less.
• If we can’t respond to a message personally, we will make sure someone else who is familiar with the client’s case or matter returns the call.
• We will check for and acknowledge the receipt of all faxes.
• We will let clients know when we will be out of reach and give them the contact information of the person who can answer their questions in our absence.
• We will make sure that each client has multiple contacts at the firm, and that the client’s staff has contacts among parallel members of the law firm’s staff.
• We will learn and use the names of a client’s staff; we will be courteous and respectful at all times.
• We will respond to any complaints, fix them, and let the client know how the problem has been fixed.

We will put clients first – by understanding their needs

• We will ask clients about their service preferences before, during, and after each engagement.
• We will create a client service ombudsman – and encourage clients to contact this person if they are less than perfectly satisfied.
• We will listen more than we talk. We will never give the impression that we are too busy to give a client our complete attention.
• We will visit each client on their premises at least once a year – off the clock – to ask about client satisfaction. We will ask for a tour to learn more about their business.
• We will take a hard look at our own interpersonal skills – and ask for professional development assistance if necessary.
• We will keep current with developments in our client’s industry, reading industry publications and participating in industry organizations. We will keep track of and congratulate clients on their industry successes.
• When appropriate, we will co-locate a lawyer on the client’s premises.
• To respect the client’s financial needs, we will staff each matter in a way that provides the best value for the service provided.

We will put clients first – by continuously improving our procedures

• We will manage client expectations through clear client intake procedures.
• We will communicate clearly regarding fees, costs, team members, deadlines, risks and outcomes.
• We will hold a team meeting with the client at the start of any engagement.
• We will avoid surprises.
• We will discuss a proposed action with a client before we incur any fees.
• We will provide clients with copies of documents – in the format they prefer.
• We will review documents carefully for typos, misspelled names, or missing pages.
• We will meet or exceed our deadlines. If we cannot, we will let the client know well in advance.
• We will handle client correspondence promptly upon receipt, using a routing system.
• Our bills will be clear, correct, prompt, and in a format that meets the client’s needs.
• We will review the first bill with the client and resolve any questions promptly.
• We will provide a status update monthly, even if there are no billed hours.
• We will accept responsibility for any mistakes, apologize, and provide a solution.
• At the end of any engagement, we will send a thank you note. We will survey to find out how we could have provided better service. We will make changes to our procedures based on what we learn from our clients.

Sample Client Service Standards

Janet Ellen Raasch is a writer and ghostwriter who works closely with lawyers, law firms and other professional services providers – helping establish these clients as thought leaders within a targeted market through publication of articles and books for print and rich content for the Internet. She can be reached at (303) 399-5041 or jeraasch@msn.com.

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

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The Harvard Business Review’s February 2007 issue included a scholarly article dealing with protecting a business’ reputation. The authors noted that firms with a strong positive reputation attract better people, can charge a premium for their services and products, and enjoy greater client loyalty. 

 

The Catch 22 is that the more important your reputation is, the more vulnerable it is to anything that damages that reputation.  So what proactive measures can you take to protect this extraordinarily valuable firm asset?  After-the-fact crisis management is not the answer.  Actions taken at that point are attempts to minimize the damage already underway. 

 

Start by assigning someone the responsibility for managing the risk. It starts by monitoring and intellectually questioning three important aspects of the risk and then mobilizing coordinated efforts through the firm leadership to head off threats that appear on the horizon.

 

We are always judged by others—clients, vendors, employees, peers, competitors, etc.  What we are is determined through their eyes and not our own. The responsible individual should take steps to track through various means the three aspects of reputation risk listed below.  Report to the leadership and recommend prophylactic measures where appropriate.  The three areas are:

 

Reputation Gap: How are we perceived by those who judge us versus our reality?  The greater this gap, the greater the risk.  Action is needed to change the perception or the reality to close the gap. A failure to live up to inappropriate reputation can be as costly to the firm as a failure to live up to the reputation you previously earned. Likewise, the failure of the public to give the firm due credit and market position means it will not get the business it should have and is likely to attract the wrong prospective clients.

 

Changing Expectations: How are the standards of those who judge you (and enterprises like you) changing?  Are tastes, ethics or values changing?  Are clients changing what they look for in terms of how they relate to their providers?  What about the things they value most? Is it loyalty, responsiveness, friendliness, or other things?  Do they want to socialize or get right to business? Do they value gray hair or youth?  Do they want to do business by phone, email, or in person?  Do they expect a center city premium location?  Is convenience or prestige more important? Failure to see changing preferences in our fast-paced times can erode your reputation in a few short years.  How quickly did your law firm embrace e-mail or the growing expectations for law firm web sites?  Do your attorneys understand the expectations of the Generation X and Generation Y clients that will replace your baby boomer clients as they leave the scene?

 

Organization-Wide Coordination: Once we understand the reputation we have and want, the next question has to be, are we acting in accord with that reputation? Is every department and every individual aware of our reputation goal and performing accordingly?   Do our phone handling practices reinforce our image or bring it into question?  How about how we receive visitors to the office?  Are our communications with clients consistent with our image? Do our couriers represent us consistent with our reputation?  Do we have partners, associates, or others who aren’t on board?

 

In most firms, risk to reputation is not currently managed.  Responsibly has not been assigned.  Those who enjoy a stellar reputation should take note: their most valuable asset will always be a risk.  The first step in managing that risk is to put someone in charge.

 

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

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Rosemary Frenza’s article on The Law Marketing Portal reports on Larry Bodine’s internet seminar “How In-House Counsel Evaluate Law Firm Web Sites”. Participating in the seminar with Bodine were two notables in the corporate law department world.

• Jeffrey Carr, the Vice President, General Counsel and Secretary of FMC Technologies.
• Tom Aldrich, The former Chief Litigation Counsel at Baxter International, Inc.

Frenza's article makes for some enlightening reading and provides a useful guide for designing a law firm’s web site.

I was struck by the fact that both Jeff Carr and Tom Aldrich indicated that they do not value client testimonials because no potentially negative information is revealed. On the other hand, both found a list of clients extremely useful. Tom Aldrich explained that client lists “tell me what kind of clients and what particular clients [a firm] represents, which says something about the nature of their practice as well as their expertise.”

A law firm that understands the power of their client list is the Nashville firm of Bass, Berry & Sim. The firm publishes Momentum, a magazine that features their clients. The publication is not a beauty piece about the firm. In fact, it isn’t focused inward on the law firm at all. It is all about the law firm’s clients and their stories. It is about visions, objectives, issues, challenges, strategies, people and accomplishments. It demonstrates Bass, Berry & Sims’ understanding of the industries in which those clients compete. By showcasing their clients, Momemtum tells prospective clients a lot about the law firm.

Consider the following closing paragraph of the signed letter from Keith B Simmons, managing partner of Bass, Berry & Sims, that appears on the inside cover of the just-issued 2007 edition of Momentum.

“It is said that we are all known by the company we keep. We here at Bass, Berry & Sims PLC are blessed to keep company with an abundance of outstanding clients and friends who have made us successful over the years. Hopefully, we have contributed measurably to their successes as well. Momentum focuses on our clients and their stories. In putting the magazine together, we have found no shortage of interesting tales to tell. We are honored to witness our clients’ successes and celebrate their accomplishments with you. Enjoy the read.”

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

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Some of the transformations in the operating environment that give rise to the Long Tail economic theory have already begun to change the prospects of small and midsized firms.

• Law departments know the economic and service quality benefits of using midsized law firms versus the usual mega firm suspects.
• The traditional barrier to using midsized firms has to do with demographics. There are only 250 BigLaw firms, but how can a law department know anything about the next 10,000 or 30,000 law firms, let alone the 300,000 below that?
• While midsized and small firms have traditionally been thought to represent individuals and small to midsized businesses, the Corporate Counsel® publication reports that 25 percent of surveyed Fortune 250 corporations had law firms of 40 or less attorneys on their “go to” law firms list.
• Make the right moves and prospective clients worldwide can now find you easily; even large corporations are starting to shop the Internet for niche players in legal specialties. A survey by Alyn-Weiss & Associates, Inc. disclosed that law firm web sites are now the single most effective marketing tool employed by law firms engaged in corporate, transactional, and defense work. The Alyn-Weiss report surmised “that purchase patterns for legal services are clearly shifting, [and] Internet inquiry and research, whether a personal referral occurred or not, is increasingly commonplace for counsel and executives.” The survey found that 82 percent of surveyed law firms now get business over the Web. In the June 2006 issue of Law Office Management & Administration Report, IOMA noted that the data suggests the shift toward the growing importance of the Internet, and the firm’s visibility on it will only continue.

The times favor new law firm start-ups. But make no mistake; leaving a large firm environment to do so is a risky business. Don’t expect all your clients to follow you. They never do. You have to transition from a lawyer to a business person or, as some put it, from being a grinder to being a finder and minder. Succeeding takes time and you need the financial reserves to stay the course. If you or your “to be” partners don’t have the interest or disposition to be a business manager, you best stay put where you are. Second, if you can’t bring in new business, you will be spiraling down rather than up.

If you do start your own law firm, look for vendors like Juris who offer start-up packages to work with young and growing firms.

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

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JD Hull’s post Do BigClients Need BigLaw More Than 10% of the Time might have been titled “In Praise of Mega Firms", for he points out that their reservoir of people and expansive geographic coverage is needed by clients—but only for about 10 percent of their legal needs. It is the largest 250 law firms, varying in size from 150 lawyers to 3200 lawyers that he includes in the mega firm category.

Or his post could have been titled “The BigClient Opportunity for UnBigLaw” since 90 percent of the legal needs of those clients can be fulfilled as effectively and certainly more economically by smaller firms (say 5 attorneys to 150 attorneys).  That is the zone I call midsized and to which this blog is targeted.

Hull is right on target. Law departments know the economic and service quality benefits of using midsized law firms versus the usual mega firm suspects.  The barrier to using midsized firms has to do with demographics. There are only 250 law firms that Hull includes in the BigLaw list. General Counsels know who they are.  It has not been as easy for the corporate law departments to know who the 10,000 midsized firms are. But that barrier is becoming smaller. 

The barrier that has kept a majority of big company business in the hands of BigLaw is crumbling against an onslaught of technology and transformations in how we communicate. Those same transformations of the business environment have given rise to a new economic reality—one Chris Anderson calls the Long Tail. These changes in our environment have already begun to alter the prospects of midsized firms when it comes to BigClient business. Technology, communications, and the Web are weakening the big firm hold on BigClient business. This is especially true when it comes to high-valued specialties. Make the right moves and prospective clients worldwide can now find you easily; even large corporations are starting to shop the internet for niche players in legal specialties.

Given changes afoot, the savvy law firm will increase its efforts to become more visible to BigClient law departments.  Start increasing the firm’s annual expenditure on efforts to become more visible on the Web. A survey by Alyn-Weiss & Associates, Inc. disclosed that law firm web sites are now the single, most effective marketing tool employed by law firms engaged in corporate, transactional, and defense work.  The Alyn-Weiss report surmised “that purchase patterns for legal services are clearly shifting, [and] Internet inquiry and research, whether a personal referral occurred or not, is increasingly commonplace for counsel and executives.” The survey found that 82 percent of surveyed law firms now get business over the Web. In the June 2006 issue of Law Office Management & Administration Report, IOMA noted that the data suggests the shift toward the growing importance of the Internet, and the firm’s visibility on it will only continue. 

For more about the Long Tail theory or to purchase Anderson’s book of the same name, visit his web site, thelongtail.com.

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

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I finished reading Chris Anderson’s The Long Tail while flying to ILTA’06 this past weekend. I have to admit that I apparently don’t have the imagination to envision how the Long Tail theory will ultimately transform the business of legal services or even to conclude that it will.

 

Nevertheless, some of the transformations in the operating environment that give rise to the Long Tail economic theory have already begun to change the prospects of small and midsized firms.

 

Consider Carolyn Elefant’s recent post on MYShingle, You Can Take It [Biglaw Practice] With You. Elefant’s post signals a shift. Technology, communications and the Web are weakening the big firm hold on high-valued specialties. Because prospective clients (worldwide) can now find you easily, even large corporations are starting to shop for niche players in legal specialties.

 

For more about the Long Tail theory or to purchase Anderson’s book, visit his Web site, thelongtail.com.

 

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

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We have thought of the firm’s receptionist as the manager of first impressions. Not any more. Times have changed and now prospective clients and job candidates first visit the firm's Web site. Today you may have clients who have never visited your office but who do go to your Web site.

I had the occasion yesterday to again visit a number of law firm Web sites. There must be a super law firm Web site designer somewhere who has decreed that all law firm sites must look alike. Most do include their areas of practice and serve as a "who’s who" list if you need to spell a non-letterhead partner’s name. Many law firms have a Web site for the sole reason that everyone has one. “We have a Web site. That job is done. Now let’s get back to lawyering”. If that sounds like your law firm, you haven’t been listening. Web sites are now the No.1 marketing tool for law firms.

Increasingly, prospective clients go to your Web site first and, depending on their experience, you may never hear them. Where do you think prospective new hires and prospective laterals go first? When is the last time you spent time surfing your own Web site? What would your reaction be if you were a prospective client or a talent candidate? Suppose you were looking for a new law firm. Does your firm show up in a Google search? Try it! Search using search words that a prospective client might use.

Law firms aren’t alone. Michelle Golden noted that business-to-business blogs are far behind the marketing Web sites of business-to-consumer sites. As she noted in the post on her blog Golden Practices, law firms can learn a lot from business-to-consumer sites. Her post is worth your attention.

Law firm Web sites warrant more investment. They need more depth and richness. Most of all, they need the constant attention of someone in the law firm. Law firms spend a lot on their facilities to convey the firm’s desired image. Today, it’s the Web site that greets visitors first.

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

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Guest author: John Remsen, Jr., jremsen@theremsengroup.com.

After ten years of experience marketing legal services, I have developed some strong views on marketing gone wrong in most law firms. I’m not talking about bad marketing. I’m referring to the dollars being wasted on ineffective marketing—dollars that, if used wisely, would increase per-partner income rather than waste it. Here are my big ten money wasters.

#10 - Random Acts of Golf and Lunch

Playing golf with an endless array of acquaintances that don’t have the ability to hire or refer you is hardly an effective use of your marketing time.

 

#9 - The “Really Big Show”

Grand events lack the well-aimed focus and relationship-building environment that leads to a continuing conversation (follow-up) with new business prospects.

 

#8 –One-Shot Wonders

Seminars, opens houses, holiday parties and the like buy the firm little or nothing unless they are part of a marketing continuum. All the marketing events should be part of a planned and coordinated market plan integrated with personal follow-up that “continues the conversation” with clients and prospects. Without the personal follow-up, you should keep the money.

 

#7 – Brochures and Newsletters That Cure Insomnia

Who wants to read mind-numbing tomes about the history of your firm and its 14 practice areas? Not me, and not your prospective clients either. Keep the copy concise and easy-to-read. Use bullet points whenever possible. Hire a talented graphic designer who will produce sharp, attention-grabbing marketing material.

 

#6 – Invisible Advertising

Traditional “tombstone” ads and “one-time” ads in a newspaper or magazine are practically worthless. Studies show that it takes 7-11 impressions before somebody will recall seeing your ad. Consistency and frequency are essential.

 

#5 - Holiday Chochkes

The holidays are far too busy a time for your cards, parties, and gifts to be fully appreciated.

 

#4 – Directories, Directories and More Directories!

Most have little marketing value. Decision-makers simply don’t use them. The Bottom Line: With the exception of a few directories, such as LawOffice.com, Martindale-Hubbell and Best’s (for insurance defense counsel), hold on to your cash.

 

#3 – Vanity Letterhead

Most firms have abandoned the practice of listing every lawyer’s name on the masthead, and yours should, too. Consider adding a snappy firm logo and/or a splash of color. Those that continue the practice toss out more letterhead than they use as each expensive printing becomes outdated.

 

#2 - PPPPs (Powerful Partner’s Pet Projects)

Those tables purchased at the partner’s favorite charity or social event are rarely budgeted and are hardly ever consistent with firm-wide marketing objectives. They tend to consume vast quantities of money and staff time.

 

#1 – Consultants Who Don’t Know—About Law Firms

It takes someone who’s been there to make it happen. If you decide to hire a consultant, hire somebody who has a successful track record working with law firms like yours. When it comes to using your marketing dollars wisely, my best advice: develop a proactive, firm-wide marketing plan.

###

About the author: John Remsen, Jr. and I both serve on the editorial board of the Managing Partner Advocate. He is the principal of The Remsen Group, a marketing consulting firm that works exclusively with law firms. John is the Past President of the Southeastern Chapter of the Legal Marketing Association and has served on its national Board of Directors. I have leaned on John to periodically share his market knowledge and experience with morepartnerincome readers.

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

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On Wednesday of this week I traveled to East Tennessee to speak to the Knoxville chapter of the ALA. I shared with the group the concerns of their managing partners. See the October 10, 2005, post, Law Firm Managing Partner Concerns.

One of those concerns is client service quality. We know from surveys that when clients consider service, it isn’t the quality of the lawyer’s work they talk about. They talk about poor billing practices, unreturned phone calls and their experience when visiting or calling the firm.

The firm administrator can have a big impact in these areas of client contact. If they do, it will put more income in the pockets of the owner/partners. It will improve client retention and development. Referrals will increase. The emphasis on quality will give the firm a competitive edge with prospective clients. Improved billing procedures will mean attorneys have to spend less time resolving billing issues and that means fewer adjustments and less rework. In short, quality service pays!

An increasing number of firms have a published Client Bill of Rights or an internal Client Service Quality Standard. Preparing either and communicating it to everyone in the firm will make a difference. But for the best immediate impact, have the team prepare it. Depending on the size of your firm, bring together the entire staff or a quality committee. Their mission is to spell out standards for delivering quality service to the firm’s clients and that includes addressing the little things that make a big difference. However, don’t get lost in the details. The standard itself should communicate the firm’s philosophy. Individual areas of the firm can develop tactics or detail protocols for implementing the philosophy where doing so is necessary in order to accomplish the quality goal. The standard, for example, should address the philosophy for such areas as:

o Handling of incoming calls

o How visitors to the office should be addressed and treated

o How quickly phone calls or e-mails should be returned

o Billing-appearance, content, accuracy, etc.

o Office appearance standards

o Periodic client communications-how are we doing and what else do you need

o Etc.

If your firm has a quality standard and you are willing to share it, you can send me a copy at morepartnerincome@juris.com. I did a quick Google search and the Missouri Bar Web site has an article by Linda Oligschlaeger that includes a “getting started” sample Quality Standard. For Ms. Oligschlaeger’s article, go to http://mobar.org/lpmonline/standard.htm.

 

 

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