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5 Tips that revolve around 2 words: Roles and Responsibilities.
In a perfect world, you get plenty of advanced notice. Hand-offs are planned. Caseloads are balanced. A partner’s departure from your legal team is unfortunate, but it doesn’t create chaos.
We don’t live in a perfect world. Often, there’s little notice. Opportunities come quickly, and people have to act fast. Or, it’s an unplanned, abrupt termination. In either case, your best bet is proactive planning so you can compensate for these sudden absences. Follow these 5 tips.
1. Keep a company voicemail login information sheet
The confidential nature of client information means that much of it may be exchanged using the phone. You’ll want to make sure you have access to a departing partner’s voicemail to access the messages and their chronology.
2. Have your IT department clone their email
Back to that perfect world scenario. Malice and professionalism are mutually exclusive in the legal field—so it’s unlikely that it’s much of a concern. It’s more likely that a departing colleague accidentally deletes important email content with the intent of getting rid of clutter.
It’s in your firm’s best interests to decide which email messages are important and necessary, as you’ll be taking over for the person who’s moving on.
3. Ask them to list usernames and passwords for any external sites where case and workload information is stored
Your firm may already have policies in place that determine the allowable places where partners can keep digital storage. It also means your IT department should be able to access these files if necessary. Make sure, however, that your departing colleague shares any and all sources where they may have stored client- or case-related information.
This includes popular commercial sites, such as Dropbox. Don’t forget to ask them if they’ve stored any voice memos or notes on their mobile devices.
4. Ask them to or have your IT department delegate control of their docket calendar
There are discovery deadlines, depositions, closings, and all kinds of client meetings—and many have been on the schedule for months. They can’t be missed, so you’ll need to make sure they’re assigned to other partners.
5. Make delegated roles and responsibilities clear to those who assume them
Partners are busy, and assuming the caseload of a departing colleague only adds more tasks. It’s wise not to assume that someone should know the peripherals of what’s landing on their plate—especially if your firm decides to reassign responsibilities instead of entire cases.
You’ll also want to clarify what’s allowable or permissible with ongoing communications after this partner has left the firm. Most firms opt to continue those communications only if it’s vital, and they use the ex-partner’s personal contact information. Otherwise, there can be a conflict of interest if the new firm practices similar law.
Consider giving this responsibility to a senior office administrator, or to one of the firm’s partners. It’s something that should be handled firmly and with authority.
Someone leaving your firm shouldn’t be the cause of confusion and lost revenue. If your firm doesn’t experience a regular turnover of partners, you may not have a comprehensive procedure in place. When the time comes, it ends up being hit-and-miss, rather than a comfortable rollover.
Boss Certified Real-Time Reporting provides court reporting services for everything from trials and mediations, to dispositions and conferences. We’re accurate, fast, and in your corner! For more information call us at 954-467-6867, or connect with us online today!
They don’t know what they don’t know. Maybe they just need to learn how lawyers charge for their services—and why.
Is there ever just a single way to do something? It may seem that way if it’s the way things have been done since anybody can remember, but seldom are you required to keep on doing it in the same fashion.
This is particularly true if you discover that it’s just not in the best interest of your customers. As long as anybody can remember, law firms have billed clients using the format of the billable hour. There was no a la carte ordering possible. It was like going to a fast food franchise. Sorry, no substitutions allowed. You can have whatever you want, as long as it’s up on the menu board. That works fine for a burger and fry combo with a large soda, but not so well for the often-unpredictable nature of legal proceedings.
Is it a cost, or an investment?
We live in the age of the empowered consumer. While they don’t necessarily expect to tell you how to run your business, today’s clients will press you for an explanation on why your fees are structured the way they are. Take the concept of the billable hour.
How is it possible for them to understand and appreciate the cost of services if they’re focused on the amount of time you’re putting in for them rather than the value you’re creating? What’s more, the rest of the world has become far more transparent, offering customer-centric pricing.
Is it less expensive pricing? Are businesses sacrificing income in order to acquire and retain customers? The answer is a resounding no. All these businesses have done is to set and manage their customers’ expectations.
And that’s important for a law firm. Unless you’re someone who has a constant or ongoing need for legal services, an understanding of how lawyers charge for their services—and why—is a totally foreign concept.
All a new client might truly know is that they should have the right to easily calculate how much this is going to cost them.
The default mode
Like any professional, we have a tendency to immediately launch into doing what we are trained to provide for clients when they seek us out for our services. In doing so, we often skip a crucial aspect that sets the stage of what a client should expect from us.
Do they know?
Are they fully aware of what you will provide for their investment in your firm’s services? You know your full range and capacity. They, however, do not. And often, the only certainty they have is the established billable hour price they will contract to pay.
This sets up a lopsided dynamic. Both you and your client need an atmosphere of complete transparency—but what you may have instead is an unspoken distrust. They might show a tendency to be unwilling to interact with you because as far as they know, every minute is going toward that (not fully understood) billable hour.
There’s a simple solution, and it can go a long way toward establishing your firm’s value proposition. Manage their expectations. Set their mind at ease by taking a zero-based assumption approach. It’s human nature to question and dispute what we don’t know. Often, though, it’s simply because no one took the time to explain it to us.
Your clients may not necessarily be looking for ways to dictate how your firm charges them for services. They could simply be searching for clarification and understanding.
Transform toxic and turbulent to inspiring and inclusive!
What would your employees say if they were asked about the culture of your law firm? If you’re cringing at the thought of their feedback, perhaps it’s time to examine what life is like for your team. Lawyers everywhere, especially those who are just starting out, will tell you that between the endless hours at the office, the drudgery and an adverse ambiance, their firm is not only unpleasant, it’s downright soul-sucking.
If it comes as any comfort to you to know that yours isn’t the only company with this issue, great! Admitting there’s a problem is the first step to solving it. And if you’d like to come up with ways to elevate the mood among your crew and to transform your company culture, then read on!
“What am I doing here?” is one of those questions that creeps into everyone’s mind time and again. Employees who don’t have a clearly defined purpose are less engaged, less happy, and less productive. As management, it’s your job to define the missions and goals of the firm and to communicate these to your team. But it goes even a step further when you’re faced with a culture clash and that’s ensuring that employees understand their part in the mission and why what they do every day is important. Without this, there’s no purpose and without purpose, there’s no passion.
Recognition and reward
Employees who are recognized for a job well done feel happier and more appreciated which always translates into the motivation to work harder. It’s common sense really, but sometimes people get so busy and distracted with the daily grind that they forget that a little appreciation goes a long way. Law firms that implement an employee recognition and reward program see immediate improvement in their culture. Not only are team members inspired to work harder to earn rewards, they’re more likely to appreciate and recognize their co-workers. These are also key elements that go back to how valued they feel and why their role is an important part of your overall mission.
Room to grow
We can all agree that stagnancy stinks. Nobody likes immobility, especially when it comes to their career. Law firms that offer learning and development opportunities for their staff reap the rewards in various ways. First, they have team members that are learning new skills and advancing their knowledge that they can apply to their job and second, these people feel happier and more empowered to perform. Workshops, webinars, industry events, and other similar activities are key ways to provide growth opportunities to your team. Remember, the more they know, the better they can do their jobs all of which has a direct and positive reflection on your firm.
Positive company culture doesn’t always occur naturally. Consider your turnover rate. If you have employees consistently strategizing their exit, it’s time to take a new approach. At a time where companies like Google, LinkedIn, and Facebook set the standard for a progressive, innovative, and open-approach to culture, it doesn’t matter what industry you’re in, you’ve got to keep up. Follow these tips to get started in a new, more positive direction.
Boss Reporting Proudly Sponsors the Florida Court Reporters Association Information Exchange.
Boss Reporting is honored to have sponsored the FCRA (Florida Court Reporters Association) Membership Information Exchange at the Tropical Acres Restaurant in Ft. Lauderdale on April 30, 2014. The Information Exchange is an event for attendees to network and hear about issues affecting the court reporting profession today such as e-filing of transcripts and possible certification of reporters.
The Florida Court Reporters Association is a non-profit corporation which aims at advancing and perfecting the science of shorthand verbatim reporting in all its facets, phases, and aspects. They hope to foster and maintain the honor and integrity of the court reporting profession, while actively serving the public and judicial system of the State of Florida.
Check out photos from the FCRA Membership Information Exchange below
Boss Reporting Proudly Sponsors the SBBA 2014 Installation Dinner
Boss Reporting was a proud sponsor of the South Broward Bar Association’s 2014 Installation Dinner on March 14, 2014, an amazing event with Justice R. Fred Lewis as the keynote speaker. Congratulations to our friend Ken Hassett on all your hard work making the SBBA as successful as it is!
Check out all the photos from the South Broward Bar Association’s 2014 Installation Dinner
About South Broward Bar Association:
The South Broward Bar Association (SBBA) is a voluntary bar association revived in January 2008, after a thirteen year hiatus, by Kenneth P. Hassett (Past-President, 2008-2010). They welcome attorneys, judges, paralegals, law students, and businesses affiliated with the legal profession to join their organization, and they have had numerous county, circuit, and appellate judges, along with several prominent members from the local legal community, as their monthly guest speakers. The SBBA’s mission is to further the common business interests of members by promoting interest in the practice of law within the state of Florida, seeking improvement to the administration of legal justice in Broward County, Florida, and providing a forum for members to discuss, review, and analyze legal trends, decisions, rulings, and other issues affecting the legal industry.