By Mark A. Bridgeman, CLM, and Tracey Reams, CLM

Oct. 6, 2010 – Many solo practitioners and attorneys in smaller firms face a balancing act when it comes to firm management. The practice of law obviously needs to be a lawyer’s priority, but the business of law also begs for resources—both time and money.

While most large firms have the luxury of a professional legal management team, attorneys from smaller firms have historically worn all the hats themselves. For the most part, lawyers recognize the importance of delegating legal management tasks to nonlawyer staff so they can focus on managing risk and firm growth, while staff focuses on the day-to-day operational and administrative matters.

To recognize those in legal management who contribute to law firm success, the Association of Legal Administrators designated Oct. 4 – 8 as Professional Legal Management Week. Law firm administrators in Wisconsin, through the Wisconsin Association of Legal Administrators (WALA), offer the following advice for Wisconsin lawyers:

Desktop scanners and dual monitors improve productivity

The business manager of Madison-based firm Neider & Boucher believes one of the best decisions her firm made was in the area of technology. Mickey Biedermann, who attained ALA’s Certified Legal Manager (CLM)^SM designation in 2005, said her firm purchased a fast, sheet-fed desktop scanner for each legal assistant. Having heard more than one consultant tout the benefits of Fujitzu ScanSnap scanners, the firm chose that model. The ease of use and reliability make the scanners one of the assistants’ favorite tools.

Biedermann also suggested dual computer monitors for attorneys. Designating one screen for email avoids having to close or minimize other programs throughout the day.

Use Excel to analyze firm data

Several administrators emphasize the importance of learning Excel on more than just a superficial level. While most professionals have some familiarity with Excel, few people invest the time to learn how to use it effectively. While it’s possible to take an entire college course on the subject, even attending a one-day advanced course and following up with self-study can reap big benefits for anyone in law firm management. Becoming proficient with Excel PivotCharts can eliminate the need to enter the same data in multiple places and provide superior data analysis capabilities.

Spend time up front with clients

On the finance side, one firm administrator promotes the importance of spending sufficient time with clients during the intake process. Carefully reviewing billing and payment terms with a client rather than simply inserting boilerplate language in the engagement letter can go a long way in fostering a positive client relationship. Attorneys need to be comfortable letting clients know they don’t work for free.

Use dedicated billing software

Specialized legal billing software can help attorneys capture and bill their most valuable commodity—their time. In addition, according to Laurie Dey-Canales, firm administrator at Halling & Cayo in Milwaukee, “Having billing software that integrates with trust accounting is probably one of the easiest ways to comply with the rules and regulations surrounding attorney trust accounts,” as most law firm billing software allows users to run the necessary reports and separate client ledgers required.  Attorneys should consider hiring a knowledgeable independent consultant to assist in selecting specialized software.

Marketing is a daily activity

The CEO of a Milwaukee-area firm points out the importance of marketing, saying that in order for the process to yield results, “it must be something that’s done every day.” She also indicated that marketing efforts should remain focused, by first identifying target clients, individuals or niche markets.

Before developing marketing materials, invest the time beforehand to determine what makes the firm or practice unique. The answer to that question becomes the firm’s marketing focus. Instead of touting the usual attributes (in business for x years, licensed to practice in x states), attorneys should figure out what makes them special, e.g., be able to answer a potential client’s question, “Why should I bring my legal work to you?” Answering this question on the firm website and in marketing materials makes it easier for potential clients to find the right legal fit.

Summary

We’ve all heard over and over that “the bottom line is what is important.” While very true, the backbone of every law firm is the leadership of the management team, whatever that team looks like within your firm. Providing the necessary technology, training, and communication for law firm employees can keep the rainmakers on the front line, doing what they do best.

Resources

• Wisconsin Association of Legal Administrators/State Bar of Wisconsin PINNACLE 60-minute webcast series (marketing ethics (Oct. 12), associates and profitability (Nov. 2), managing accounts receivable (Nov. 9), attorney management skills (Nov. 30), and small firms strategic planning (Dec. 7))
• State Bar of Wisconsin’s Practice411 Law Office Management Assistance Program (Call: 800-444-9404, ext. 6012; email: PracticeHelp@wisbar.org; online resources: www.wisbar.org/Practice411)
• Wisconsin Solo and Small Firm Conference, Oct. 28 – 30, Wisconsin Dells
• Association of Legal Administrators Legal Management Resource Center, accessible through WisBar.org
• Association of Legal Administrators Region 3 Conference and Expo, Oct. 15-16, Drake Hotel, Chicago, Ill.

About the authors

Tracey L. Reams, CLM, is president of the Wisconsin Association of Legal Administrators (WALA). She is office administrator for Melli Law S.C., Madison. Mark Bridgeman, CLM, is chief operating officer for Stahl Cowen LLC, Chicago. He is vice president of WALA.