The cloud has become a standard part of our lives. From streaming video platforms to smartphones and smart home devices, we rely on cloud computing to make our days exponentially more convenient. But individuals are not the only benefactors of cloud computing. Over the last 10 years, business leaders around the world have incorporated cloud-based technologies, recognizing their greater efficiency and cost savings potential. Though it has taken a little longer, the legal industry has also started embracing the cloud.

As reported by the American Bar Association’s 2018 Legal Technology Survey Report, less than 55% of all surveyed law firms utilized some aspect of cloud computing. The hesitation among law firms typically stems from three main reasons: worries about security, limited understanding about how the cloud operates, and ties to traditional methods of practice management. Many of these law firms still rely on filing cabinets and in-office servers, but the disruption of service that took place over the last couple of years made the drawbacks of this decision painfully clear.

Legal Practice Management Meets the Cloud

Legal practice management software helps law firms keep all aspects of their practice organized and running efficiently. Firms have been using them for years to handle such needs as document storage, contact management, calendaring, and task management. They become the backbone of a practice, and when they are not available – whether due to a server crash or office inaccessibility - firms can experience debilitating process failures. After all, practice management software is only beneficial if a law firm can actually use it.

With in-office options, the practice management software is installed on a local computer or server located within the physical office space. Those servers are usually only accessible from computers also located within the same space, which limits the capabilities of the practice management software.

Cloud-based legal practice management software is not installed locally on your office server. Instead, it is web-based, using a remote server maintained by the software provider. Access occurs through the internet, which makes the software convenient and virtually 100% available for use.

If you are a law firm leader or administrator who is frustrated with the inconvenience of premise-based software, this post is for you. It will explore 4 reasons why your law firm needs cloud-based legal practice management.

1. Consistent Availability

With cloud-based legal practice management software, law firms can access all of their data at any time and on any device. This includes everything from documents and emails to time tracking tools and invoices. It eliminates the need to be located within the physical office because all data is stored in the cloud, which can be accessed remotely with the right credentials.

Even when a firm member makes changes to a client file or administrative document, other firm members maintain access to the most recent version. Working with a cloud-based legal practice management software gives attorneys and legal support staff the ability to retrieve case data and work on matters in a secure environment without the need for those antiquated network connections that confine them to the four walls of the office. Remote work becomes easier, with greater efficiency, productivity, and accountability.

2. Decreased Downtime and IT Issues

Law firms need an IT infrastructure that they can consistently rely on to meet their practice management needs. Recurring problems and excessive downtime limit productivity. They can also threaten a firm’s ability to maintain confidential client data in an adequately secure environment.

In-office servers are notorious for their unreliability. They break down often, especially without regular maintenance and updates. They are also known to be extremely glitchy which frustrates firm members as they try to complete time-sensitive tasks.

Firm administrators that choose an on-premise legal practice management software must prepare for continuous maintenance needs and repairs. Many firms find these tasks so challenging that they either keep an IT expert on staff to address server problems, or they contract with an outside IT consultant. Yet, even with the most proactive measures in place, servers can still go down, leaving firm members unable to use them.

Cloud-based practice management platforms obviate all of these headaches. There is no requirement to manage expensive servers because the software provider automatically performs all necessary updates, regular maintenance, and backups. They also quickly address any repair needs, often before firm members even recognize that a problem occurred. Every technical task related to cloud-based practice management software is supported by one centralized team solely dedicated to its performance.

3. The Right Tools for Internal Changes

Changes within a law firm require a practice management system that is flexible and quick to adapt. Whether you are the administrator of a mid-sized firm that is scaling up or you are downsizing your firm’s physical office space, cloud-based legal practice management software adjusts with the changing landscape of your law firm.

Cloud-based practice management software offers a variety of modules and features, and many providers allow administrators to choose which options best meet the needs of the firm. This means that as the firm grows, so can its practice management software. There is no need to start from scratch with a new system when you can easily make adjustments to what already works.

It’s no secret that office relocation can be a pain in the neck. But it’s even more challenging with an on-premise server. Moving the server from one location to the next will likely require the assistance of an IT technician. It can also result in a period of inaccessibility to important firm and client data.

With a cloud-based system, your firm’s practice management software remains intact and ready to access throughout the entire move. Unlimited storage capabilities alleviate the need for heavy file cabinets and multiple servers. With everything stored in the cloud, firm members can settle into their new digs and get right to work without costly interruption.

4. Improved Security

Many lawyers still doubt that cloud technologies can offer the level of security that they are ethically obligated to provide their clients. Yet, the real dangers of theft and security breaches are much more prevalent with in-office systems. A single fire or natural disaster can decimate physical documents in a matter of seconds. In addition, the responsibility to protect an on-premise server from cyberattacks falls on the firm, and that can prove very expensive. Cyber experts and server updates cost money, but law firms must take on these costs to keep their physical servers secure.

When using cloud-based legal practice management, data is continuously saved and stored within the cloud, protecting it from physical threats like fire or natural disasters. Law firm leaders also control which members of the firm have access to the software. Some systems even offer security measures that limit the accessibility of induvial cases or firm records.

Cloud providers maintain a team of security experts who are on constant guard against cyber threats and attacks. They take on this expensive responsibility so that law firm administrators feel comfortable trusting them with their law firm data.

Law Firms Need the Power of the Cloud

Law firm administrators that understand the power of cloud-based legal project management provide their firms with a valuable resource that streamlines and protects numerous aspects of legal practice. When choosing the right cloud-based option, look for features like:

• Firmwide calendaring
• Unlimited document storage capacity
• Document automation
• Client communication management
• Automated software updates
• Reporting
• Useful integrations
• Top-notch security technologies

As your law firm evolves, cloud-based legal practice management software can provide the continuous support and stability that your firm needs.

As law firms prepare to turn the corner and head back to normalcy, flexibility is playing a major role in the execution of their plans. Return-to-office announcements from the nation’s largest law firms range from a 100% workforce return to continued remote working arrangements, but they all include a higher level of flexibility than traditionally seen within the legal community.

Over the last decade, remote working arrangements became quite commonplace within corporate America. A growing number of companies began offering their workers the opportunity to work from home, recognizing the financial savings and employee satisfaction that resulted from these arrangements. Even federal and state government agencies made significant strides towards remote work in recent years. Yet, even as these changes took hold, many members of the legal community routinely resisted the widespread move to remote work preferring a more traditional view of the legal practice.

While recent changes are partially driven by the pandemic, they also stem from evolving attitudes about what law firm offices should look like. An increasing number of law firm leaders and administrators have recognized the value in accommodating at least some level of flexibility within the workplace. They found that productivity actually increased instead of the decline that they anticipated. For years, law firm leaders centered their objections to remote work on declined productivity assumptions, but for some, seeing it in practice debunked that theory.

In addition, a growing number of law firm employees feel more comfortable voicing their preferences for flexible working conditions. With negative views that clouded remote working arrangements, many firm members felt it best not to make these requests, even though they wanted these options. Now that real-world experiences have changed leadership attitudes, attorneys and support staff feel empowered to request and advocate for greater flexibility.

Lastly, many law firms have enjoyed the overhead savings that resulted from reduced in-office use. Leaders are increasingly questioning whether, and to what extent, physical office space will be necessary for their firms to sustain going forward.

In a recently published email sent to employees by one of the Am Law 100 ranking law firms, a co-managing partner stated, “A key takeaway from the survey we conducted last year is that you want flexibility in where you work. We are working on the parameters and protocols for our return, including developing a flexible work policy that will address the expected number of days in the office per week and many other details. We are planning for our attorneys to be able to work some days in the office and some days remotely on average each week. Where roles and responsibilities permit for our staff, we are also developing flexibility arrangements.”

This sentiment echoes across the legal industry, indicating a major shift from traditional law firm standards. The following are direct quotes from return-to-office policies being put forth by some of the largest law firms in the country:

• Remote work from home is still on the table at the firm, but in-person interaction will be highlighted
• The firm will be taking a flexible approach to working from our offices, and does not expect the five-day, in-office workweek to return; lawyers are encouraged to be in the office at least three days per week
• The ultimate goal of having as many offices as possible return to normal occupancy levels, with appropriate flexibility, and office as the primary workspace
• A hybrid work model that will include at least three days of in-office work, but remote work flexibility will be part of our work routine going forward
• The firm will not require its attorneys to return to the office in 2021

From the minimization of in-person interaction to the continuation of 100% remote work, these variations exemplify the different perspectives and interests of law firm leaders. The traditional law office environment will continue to look very different over the coming months.

Law Firm Administrators Need Practice Management Tools in A Flexible Work Environment

Law firm administrators will most certainly bear the lion’s share of responsibility as firms implement these flexible work arrangements. To do this in an effective manner, they need technologies that support firm members, promote consistency in the face of transformation, and ensure the uninterrupted continuance of client services.

Practice management software offers law firms the resources and capabilities they need to continue operating at a high level in spite of various phases of office returns. As many firms moved to remote work arrangements in 2020, cloud computing and storage were integral tools for the continuation of business through these transitions. These same technologies will also drive firms into their new normal in the months and years to come.

Here are some ways that legal practice management will help law firm administrators meet the needs of a flexible work environment:

• Greater Accessibility – Cloud-based legal practice management allows firm members to access necessary files and data from wherever they choose to work. This is extremely important for arrangements where firm members will work from the office on some days of the week and remotely on others.

Many of these cloud-based technologies include document storage, which minimizes the need to transport physical files back and forth between work locations. It also makes remote collaboration seamless, which is especially useful with firm members working staggered in-office schedules.

• Matter Management – Some legal practice management platforms include matter management tools to organize and streamline the countless details related to a single matter. These resources help law firm administrators and members maintain client information, case documents, call logs, task lists, and notes in one structured system.

With custom, real-time dashboards, firm administrators and members can quickly view a variety of case details. From matter ledgers with complete billing histories to matter budgets with customizable budget alerts, these tools help law firms stay on top of client matter details even in the midst of transitioning back to the office.

• Calendaring – Even under the most ideal circumstances, calendar errors can cause serious problems for law firms. With these pending flexibilities, administrators need to implement calendaring systems that keep the entire firm organized and on track to handle matters in a timely manner.

With court rule and deadline management tools, firm members no longer have to rely on the manual calculation of court rules and deadlines. Court date calendaring systems calculate litigation, transaction, or administrative deadlines and automatically add them to the firm calendar. This promotes greater organization, planning, and accountability throughout the entire firm.

The Takeaway

As law firms announce their respective return-to-office strategies, flexibility appears to be a common theme. To best handle these transitions, law firm administrators and members need a comprehensive practice management system that promotes consistency while minimizing potential roadblocks.

Staying current with technology can be an expensive undertaking. Software is constantly improving, and firms that continue to use server-based software are finding it impossible to keep up with advancing technology. If a firm wants to take advantage of the latest and greatest, it must be willing to adopt a cloud-based system. By asking the right questions on the front end, your firm can rest assured that a cloud-based system is a safe and viable option.

Advantages of Cloud-Based Systems

There are innumerable advantages to a cloud-based system that goes above and beyond the fact that you will always have the most updated version of the software you select. It is impossible to list all of the advantages here, but below are a few:

Economical

The use of a cloud-based system allows the firm to pay-per-user fees in a monthly fashion – there is no longer the need to shell out tens of thousands of dollars in order to purchase a server-based software that will soon be outdated. There is also no need to pay for IT support to maintain servers, address security concerns, and stay on top of software updates.

Low Risk

With server-based software, the firm spends an enormous amount of financial resources to put the software in place. While it certainly performs its due diligence before making a software selection, firms are still faced with holding their breath and hoping for the best, sometimes finding that once the software is in place it does not perform as the firm had hoped. While no one wants to make a change once a decision has been made, with a cloud-based system where the firm is paying for the system in small monthly increments, if the software does not meet the firm’s needs as expected or the firm outgrows the software sooner than expected, there is the ability to pivot if necessary.

Scalability

Cloud-based systems can expand as the demand increases, so as the firm grows, it only has to pay for an additional user license. There is no need for the firm to purchase additional servers, etc. to accommodate growth.

Increased Flexibility

As we all learned this past year, the ability to access our files from any location is imperative to today’s practice. By having all file information hosted in the cloud, firm attorneys and staff can access the files from any location. Firms that were paperless before the pandemic were able to continue their practices without missing a beat. This advantage is valuable even outside of a pandemic, though. The mobility of your case files allows your attorneys to access the entire file wherever they are – in court, in a client’s office, etc. In addition, multiple individuals can be working on a client file at the same time. In the old practice of paper files, only one person could have access to the file at one time.

Increased Efficiency and Productivity

One of the most valuable advantages of using current technology is your ability to perform some tasks faster. Good case management software can lay out the steps of certain types of cases, provide you with the status of a case at a glance, and provide a list of follow-up items and checklists. The billing side of your software can make it easy for your attorneys to enter their time, encouraging concurrent timekeeping, which will always be more accurate and prevent lost time.

Asking the Right Questions

It was not that long ago that many law firms were leery of taking their technology to the cloud. Despite Ethics Opinions of the American Bar Association and many state bars that approved the use of SaaS systems in law firms, firms were hesitant to move in this direction. There were many concerns that contributed to this hesitation to jump on board with other industries, but with the appropriate due diligence on the front end, firm partners can rest assured that they can take advantage of cloud-based systems and their many advantages. Here are some questions you should ask:

Who Owns the Servers that Will House Your Data?

Does the provider own or lease the servers? The more companies that are involved in the storage of your data, the greater the risk that security may be compromised.

Where Will Your Data Be Located?

It is important that your data does not leave the United States. Otherwise, you run the potential risk of your data being held “hostage” in the EU.

How Is Your Data Backed Up?

What is the frequency of backups? Where are the backups stored? Are there multiple locations? (If a natural disaster occurs at the location of a backup supply, is it geographically distant from another location so that the data is not lost?) Are there redundant power supplies?

How Is Your Data Encrypted?

The provider should use SSL encryption to ensure that communications between your computer and the cloud server are secure.

Who Owns the Data?

Your agreement should clearly state that the firm owns the data. You will want to know how the data can be extracted should you decide to change services in the future. In what format will the data be provided? Will it be readable by other programs?

The Takeaway

It is not as foreign for law firms to use cloud-based software today as it was even five years ago. By asking the right questions, you can ensure that you are confident in the security of the software you choose and take advantage of the many benefits of having a cloud-based system.

Law firms are entities built on tradition, where the experience that comes with aging is revered and often celebrated at the highest levels of the firm. But in today’s legal environment, technology and innovation rank just as high as maturity. Change has become a constant within the industry and law firms must keep up in order to remain relevant.

Unfortunately, getting every member of the firm on board with tech changes can be challenging for firm administrators. Some more seasoned employees may resist new ways of handling business, or they may find it difficult to grasp unfamiliar technologies.

But these difficulties don’t mean that administrators must abandon the firm’s technology plans. It also doesn’t mean that seasoned members of the firm will be left behind. With the following tips and strategies, law firm administrators can get all members of the firm onboard the technology train.

Why the Pushback

Legal technology is transforming every segment of the legal community, including the workforce, the delegation of tasks, economics, skillsets, and client expectations. Many attorneys don’t like these tech advances because they recognize their effect on the traditional roles of practicing law. As new legal technologies emerge, the profession transitions from its lawyer-centric traditions into a more tech-driven competitive marketplace. And it's not attorneys who are pushing these changes. Clients are also consumers and they bring their consumer-driven expectations with them when seeking legal representation.

Law firm administrators must also consider the generation gap that may be at play within the firm. Young legal professionals cannot imagine a workplace without technology, so they often welcome and adapt quickly to new innovations. Their other colleagues remember, and may even long for, a time when the only technology an attorney needed was a telephone and a typewriter. When this is your perspective, the prospect of new technologies can be terrifying.

Put Away the Misconceptions

To start promoting the use of technology among more seasoned members of the firm, administrators must first put aside misconceptions about this segment of their workforce. Preconceived doubts about their abilities and willingness can disadvantage the firm as a whole. The truth is that most baby boomers don’t fear tech, they just see it differently than younger workers do.

Here are some additional misconceptions that law firm administrators may have about seasoned workers:

• Resistant to all workplace changes – Change is hard for anyone, especially when established procedures have worked thus far. But show a worker how technology will make their life easier, and you will have a worker willing to change.
• They need too much guidance – While more seasoned workers may prefer one-on-one instruction, as opposed to “figuring things out” on their own, there is another way to look at this dynamic. Unlike their less-experienced colleagues, some law firm members may see the trial-and-error aspect of “figuring things out” as a waste of valuable time. They prefer to learn things correctly the first time, which may take more hand-holding but will prove worthwhile in the end.
• All seasoned firm members feel the same about technology – It’s easy to generalize, but this assumption is wrong. Teach savvy individuals come in all ages, just as tech-phobic individuals come in all ages. Just because more seasoned employees did not grow up surrounded by technology, it doesn’t mean that they don’t have any tech skills. Several studies have demonstrated that seasoned workers are just as likely to use as much technology as their younger peers.

Law firm administrators must have honest discussions with the hesitant members of the firm so that they understand the value of new technologies. Help them understand how they can benefit from new innovations. Then, provide them with the type of training they need to actually learn.

Use Various Training Options to Bridge the Gap

One training method may not fit all. Firm administrators should think outside the box and consider alternative training methods like online tutorials and mentorships. Mentoring can consist of formal partnerships or informal training between members of the firm who are more tech-savvy and members of the firm who are tech-challenged.

The most effective strategy will look at training options from different perspectives to consider what works best for individual members of the firm. For example, human resources can craft individual tech development plans for each stage of the firm’s career cycle.

When workers are approached from a perspective of productivity and skill-building, they will see the firm as being supportive of their growth instead of forcing them to make changes. That type of motivation drives success. When seasoned members have a reason to change, along with real encouragement, they will be more willing to embrace new technologies.

Show Partners the “Cents” of Innovation

If the firm members who resist technology are members of law firm leadership, the financial benefits of technology can be real incentives. For example, in this age of technology law firms are experiencing competition from some new kids on the legal block. Alternative Legal Service Providers (ALSPs) have made gains within such technology-driven market segments as e-discovery or legal research. These providers are taking business away from traditional law firms by offering specific legal services in a more efficient and cost-effective manner. For this reason, law firms must implement new technologies in order to stay competitive and relevant.

A lack of technology skillsets will place lawyers and law firms at a significant disadvantage moving forward. For example, e-discovery has completely transformed the task of discovery over the last decade. Using artificial technology, firms can now search through voluminous documents in a fraction of the time it used to take.

In addition, courts and legal service clients have come to expect certain tech advances from law firms. Courts have increasingly turned to electronic filings and applications over the last few years. In addition, judges are starting to expect the use of technology when reviewing the reasonableness of legal fees. If law firms do not voluntarily implement these changes among their members, outside influences will force them to evolve.

The demand for traditional legal practice is diminishing, while the demand for tech-based legal service delivery continuously grows. Law firm administrators must communicate to their leaders that resisting these changes can have lasting negative effects in the years to come.

Call-Upon the ABA

While the American Bar Association (ABA) has been slow to implement technical training at the law school level, they have addressed the expectation for tech skills and knowledge among practicing attorneys and law firms. In 2012, the ABA modified the Model Rules to extend a lawyer's duty of competence to keep "abreast of changes in the law and its practice," to include knowing "the benefits and risks and associated with relevant technology." A number of state bars have followed, modifying their rules to include technological competence within attorney competence.

These changes are not limited to law firms. Corporate legal departments have been experiencing similar enhancements. The Corporate Legal Operations Consortium, as well as the ACC Legal Operations Group, has designated technology as a multidisciplinary competency optimizing the delivery of legal services.

The Future Success of Law Firms Hinges on the Acceptance of Technology by All Members

As law firm administrators seek to introduce new technologies into their firms, they may find that some more seasoned members resist the changes. But the legal industry is quickly changing, and innovative technologies must be a part of that transition. By implementing these strategies, law firm administrators can encourage older members of the firm to embrace tech advances.

Bottlenecks commonly occur within the law firm environment, but certain pain points are specific to attorneys as they provide legal services to firm clients. A single client matter can encompass numerous steps, from developing a strategy and managing client expectations to implementing the plan and bringing the matter to a close. At every stage of that process lies an opportunity for obstacles, especially when lawyers lack the technology they need to handle their cases efficiently and effectively. Add in the unique challenges of remote work arrangements, and the potential for bottlenecks looms even larger.

The following bottlenecks represent some of the challenges that attorneys face in the regular course of serving law firm clients:

Document Access Delays

Paperwork and the practice of law go hand in hand, so attorneys need immediate access to necessary case documents. Bottlenecks in this aspect of legal practice can occur for a number of reasons. For example, editing delays can leave an entire team of lawyers waiting for one party to make changes to a contract or other document. This can be especially problematic if the editing is being completed by more than one person.

Fortunately, several legal software options streamline the editing process, making it easier and far less time-consuming. With these technologies, all credentialed parties can work within one file instead of repeatedly emailing the latest edited versions of documents back and forth between one another. Some of these tech options also allow for comments and controls on who can edit documents and when.

Remote working arrangements also affect document accessibility. Let’s say a group of four lawyers are working on a client matter, but each of these lawyers works from a different location. Creating multiple paper copies of the client file is not an efficient and effective option. In addition, what happens if one of the attorneys forgets to bring an important document when they come together and work in person?

With a cloud-based document management system, every member of that team has access to all of the case file documents from any place they choose to work, and at any time of the day or night.

These convenient options allow lawyers to store files and documents in a secure cloud-based environment. They also have easy-to-use search options, so time isn’t wasted combing through pages and pages of documents. Some also offer version management, so that attorneys can easily see what changes have been made since they last accessed the file.

Document management is an essential part of collaboration. Attorneys need the ability to access, edit, and store files without the bottlenecks that can get in the way and impede the progress of a client matter.

Internal Communication Strains

When working within an office setting, it’s easy for attorneys to simply walk into a colleague’s office and confer about a case. Whether asking a simple question, soliciting advice, or collaborating on a project, the camaraderie that an in-person work environment provides can prove extremely beneficial to attorney productivity.

But for firms that operate among different locations, whether by choice or in response to the pandemic, the benefits of regular communication can become lost without the right strategies and systems in place.

It is not uncommon for attorneys in different physical locations to work on firm matters collaboratively as part of a team. When the communication between team members becomes strained, various problems can result, including miscommunications and missed deadlines.

For attorneys working remotely, feelings of isolation may result from their inability to have those valuable impromptu conversations with their fellow attorneys as the need arises. In addition, they may find it challenging to reach support staff when needed, which can also lead to incomplete tasks and process inefficiencies.

In today’s remote working environment, lawyers need communication plans that include useful tech innovations. Regularly scheduled team meetings and check-ins help firm members ask questions, solicit help, and feel connected to the firm as a whole. Additionally, having the ability to chat directly within a matter and track your conversations and directed references will not only keep you organized, but it will also reduce the number of emails flooding your inbox. Bring you internal conversations to chat from wherever you are regarding whatever matter you may be working on.

Tools like Zoom and Cisco WebEx can also help facilitate these regular meetings, while resources like Slack make quick interactions easier to manage and document.

Client Management Challenges

The practice of law is largely about the management of client relationships. After all, attorneys work to further their clients’ interests when taking on a matter, so it follows that managing the client relationships must be an integral part of the process.

As attorneys establish and maintain their positive reputations, they need to build positive relationships with their clients. They can achieve this goal by doing the following:

• Understanding the client’s needs by asking questions and actually taking the time to listen to their responses. Attorneys need to be active listeners in and out of the courtroom. When an attorney fully understands the client’s needs, they can better manage expectations and prevent miscommunications.
• Demonstrating empathy for clients. Clients want to feel that they are not just a number or a vehicle for a law firm’s billable hours. A little compassion can go a long way in gaining a client’s trust.
• Consistent communication also helps to build and strengthen the trust that a client has for their attorney. Clients need to know that work is being completed on their matter, otherwise, they start to question their attorney’s ethics and legal abilities. The best way to meet this need is to provide regular communications and updates. Even if no new developments have occurred, a brief status report can calm fears and worries.
• Attorneys should be truthful and transparent about fees and costs right from the very first meeting. Nothing ruins an attorney-client relationship faster than unexpected costs in the middle of a case. Lawyers need to keep clients updated about their financial responsibilities, and even if something unexpected does arise, clients should be notified as quickly as possible.
• Client expectations can be managed by setting boundaries and knowing when it’s time to say “no.” Attorneys are the legal professionals in an attorney-client relationship, so they should always rely on their skills and judgment. They should not be swayed to set unrealistic goals or unattainable outcomes. Honesty is the only option when it comes to the merits of a case.

Legal technology, like CRM, also helps attorneys establish and maintain client relationships. With CRM, lawyers can securely store client contact information and document previous interactions. It offers a quick and easy reference when specific client information is needed. Some CRM software options can also be programmed to provide reminders for client follow-ups and important deadlines.

Client portals also promote positive client relationships. With these tools, attorneys can quickly provide clients with updates on their matters, as well as timely invoices. Clients can independently log into their secure accounts to view notes and review their firm bills. With a client portal, attorneys can efficiently keep clients informed.

Happy clients become repeat clients who refer new clients. By placing the focus on client relations, attorneys can avoid the bottlenecks that arise from unrealistic expectations and poor client relationships.

Legal Case Management Software is the Best Solution to Alleviate Attorney Bottlenecks

Legal case management software offers viable solutions to many of the bottlenecks that attorneys contend with on a daily basis. These platforms often include tools that promote internal communications among members of the firm while also keeping clients adequately informed and up to date.

Case management software may also offer some document management features so that attorneys can quickly and easily edit, access, and store client files in a secure environment. For attorneys that find themselves interrupted by the pain points of practicing law, the right case management software can be the solution to their bottleneck problem.

Law firm administrators wear all types of hats on any given day of the week. Their work impacts the financial health of the firm, while also promoting the efficient provision of legal services. As the link between the legal and business sides of a firm, these professionals need a strong grasp on a variety of organizational concepts. From human resources to accounting responsibilities, administrators handle a wide range of duties as they seek to maintain and grow their law firms.

Some of the most common responsibilities of a law firm administrator include:

• Gathering and analyzing firm financial data
• Handling human resources processes
• Managing and coordinating firm support staff
• Automating law firm processes
• Coordinating law firm operations
• Crafting and implementing firm marketing procedures

Decisions made by law firm administrators greatly impact the financial and operational wellbeing of a law firm. Firm leaders count on administrators to identify existing and potential problems, then implement strategies to properly address them. When the administrator’s efforts result in greater profitability and enhanced productivity, the law firm benefits overall.

5 Administrative Bottlenecks

With so many processes taking place under the umbrella of law firm administration, numerous opportunities for bottlenecks exist. Bottlenecks occur when procedural inefficiencies prevent firm processes from progressing effectively. These inefficiencies may arise for a variety of reasons, including but not limited to staffing issues or procedural deficiencies. Inadequate technology is another common cause for law firm administrative bottlenecks, but with so many tech advances happening within the legal community, these problems should be easily addressed.

Let’s look at some of the bottlenecks that law firm administrators commonly deal with when working to maximize firm productivity:

1. Calendaring

About one quarter of legal malpractice claims directly relate to calendaring failures. Issues such as forgotten deadlines, late filings, and missed appearances can lead to serious consequences for law firms. Judges don’t have much compassion for firms that miss important case events, and many won’t hesitate to dismiss cases when lawyers fail to meet deadlines.

Particularly within larger firms, maintaining an adequate calendaring system can prove challenging. They have significantly more dates and matters to coordinate between a larger number of lawyers. They may also handle a wider variety of practice areas across multiple jurisdictions.

Paper calendaring simply does not offer a sufficient solution, so legal calendaring technology needs to play a central role in any law firm administration strategy. These systems offer numerous alternatives for law practices, including:

• Rules-based calendaring that includes court rules databases and holiday tables for the accurate calculation of court dates.
• Online date calculation services where firm members log into a website and enter a few pieces of information to receive an automatically generated listing of all relevant court deadlines.
• A firm-wide calendar system that promotes consistency and productivity firm-wide, while also offering various viewing formats for specific offices and practice groups.

2. Document Management

Unfortunately, most law firms have experienced the obstructive delays that accompany missing files and data. Firm administrators recognize that the lack of document management hurts client relationships, damages cases, and leads to potential malpractice claims. Firm attorneys and paralegals need access to necessary case files, but the manual access of physical documents is inconvenient and inefficient.

With cloud-based document storage, firm members have the ability to access necessary documents from anywhere. These platforms use the cloud to offer law firms a secure, orderly, and highly available tool for data storage. Platforms, like NetDocuments, offer a cloud-based document management system that keeps law firms organized and productive.

3. Client Communications

Inadequate client communications also commonly lead to legal malpractice claims. Whether it’s miscommunication, negligible communication, or a lack of any communication at all, law firm administrators must understand the potential consequences of failing to make communication a priority.

Law firm communication problems can cause external and internal issues, and they stem from various sources. Externally, an overwhelming number of incoming calls may result in overflowing voicemail boxes and unanswered messages. Internally, the challenges of remote work may cause barriers to communication between firm members.

Technology provides a solution for both internal and external law firm communication challenges. Law firm administrators should choose software systems that include such coordinated communication tools as:

• The ability for lawyers to privately send and receive texts from clients.
• A client portal that provides clients with access to information specific to their matter any time of day or night.
• Collaboration tools that help various law firm members easily communicate with one another and efficiently work together on client matters.

4. Timely Invoicing

Many law firm administrators identify billing processes as an area ripe for bottlenecks within a law firm. This is partly due to the numerous steps that go into crafting and sending client bills for legal services. For example, the billing process actually begins with time tracking completed tasks. When timekeepers fail to keep accurate records, they risk overbilling clients or shorting the firm of billed hours.

Delayed timekeeping negatively impacts the invoicing process, and delayed invoices mean that clients can’t pay their bills on time, decreasing the firm’s cash flow. Billing inaccuracies also result in delayed payments and strained relationships as clients question the integrity of the firm.

Law firm administrators need to invest in legal billing software options that promote improved invoicing practices. These systems speed up the legal billing process so that law firms get paid faster. With the right platform, law firm administrators can streamline the markups, billing edits, and the approval process. The firm also benefits from e-billing and billing portals that allow clients to quickly view and pay their invoices with ease.

5. Information Systems

The lack of effective technologies causes major bottlenecks in various areas of law firm administration. For this reason, the administrator needs to consistently evaluate and manage all of the firm’s operating and information systems. Administrators need to understand the hardware and software commonly used within law firm environments.

When managing computer systems, law firm administrators should do the following to avoid bottlenecks:

• Periodically evaluate the effectiveness of all hardware and software used by the firm to identify what changes are needed to increase efficiency and promote cost savings.
• Regularly review maintenance contracts to ensure that hardware and software and kept up-to-date and in working order.

The most valuable computer system that a law firm can implement is practice management software. With it, law firms have a tool that efficiently maintains, organizes, and tracks case information related to client matters. By building case files directly into practice management software, firms can more efficiently update and complete tasks. These tools also help prevent other bottlenecks through document management, calendaring systems, contact management, and billing capabilities.

Successful Law Firm Administration Requires Legal Technology

The law firm administrator keeps the entire firm running with productivity and efficiency. A huge part of that responsibility involves identifying bottlenecks and implementing solutions to address them. The latest technology offers the features that law firm administrators need to address the many inefficiencies that hamper law firm processes.

Over the past few years, automation and technological advancements have been making headlines. Publications from the National Law Review regarding lawyers’ ethical obligation to technology, to articles from Above The Law about how technology can make you a better lawyer, there is no escaping it! Even the New York Times has contributed their thoughts on A.I. and its impacts on our industry. The news of legal technology and its prevalence throughout the industry is becoming more and more ubiquitous every year and there’s a reason why.

Hesitant eyebrows have been raised surrounding automation and A.I., but the consensus remains that human experience is what clients are looking for and willing to pay for. However, what they do not want to pay for is the routine and administrative work. 

So with this in mind, how can you eliminate the need to bill clients at a high rate for routine work? Is it even possible? Let’s find out.

23% of a lawyer’s job can be automated with existing technology. So let’s think about this... if you’re not automating almost ⅓ of your workload right now, you may have some work to do. Throughout this blog, we will be discussing some ideas and tools that will allow you to assess what you’re doing with your practice and how you can get better and be more efficient. 

Automation and Productivity go hand-in-hand. What this means is there will still be a human element to everything we discuss. So while some of the aspects of what we go over today might not be true automation, they will without question speed up your processes and enable you to deliver on your client’s expectations. You are also giving yourself a competitive advantage and in fact, most clients today will demand that their lawyers practice efficiently. On the flip side, if they are not demanding this level of efficiency, this could be a great opportunity to market your service and differentiate yourself. The idea is to allocate the most amount of your time to the tasks that only you, the attorney, can complete. At the end of the day, your job is to use the law to bring a successful outcome for your clients, however, that work is dependent on the backend business and administrative tasks that have to be taken care of.  

Getting Things Done

Attorneys time is their most important asset. It’s what they use and it’s what they bill for. Anything they can do to take that time, preserve it, and use it effectively, and furthermore bill for it, is going to go a long way in making their firm more efficient, more profitable.  

When you think about getting things done, what you should be doing is finding ways to make the mundane or repetitive tasks, be it emails or document creation, and simplify or automate them so they take less of your time.

How Do You Know What to Automate? 

Technology is in no doubt becoming more and more pervasive, and in many cases, it can be overwhelming. It is important to be able to discern what you do and don’t need and educate yourself on all the resources and advancements out there, because as they say, you don’t know what you don’t know.        

To help you with this process, start keeping a log of your firm’s daily activities for one week. This can be done by you, or a paralegal, or any associate you may have. Ideally, it is best to have everyone participate and take note of what they do during the week. This should include everything from standing at the printer making copies, stuffing envelopes, and sticking stamps on, to going back and forth with a client about scheduling a meeting. Everything you do, big or small, should be logged. 

Once you have recorded all those activities, you organize them into areas of work. Areas of work simply mean categories that you can compile each of your recorded tasks into. Then, address each area of work with ideas of improved processes. So if you notice in each area you’re creating the same document 5 times in a week, or you’re spending 20% of your week scheduling phone calls, you may have just identified an area that can benefit from an improved process or automation.

Your next step should be to research technology tools that may ease the administrative burden of each area of work. There are a ton of tools out there that you can evaluate and see if they could be good solutions for your firm. If you need a place to start, check out our Legal Tech Buyers Guide!

While you do this preliminary research, you should consider the costs associated and decide how many resources you’re willing to allocate to improve the areas you’ve identified. Those resources encompass the capital, manpower, and time you have available to spend researching and investing in tools. 

The last step is to set realistic goals for implementation and give each project an owner and a deadline.

Going through this process will help you identify tasks and areas within your firm that you can automate. Improved processes in your firm really do mean more profitability at the end of the day. Not to mention more peace of mind. Work-life balance is crucial and having the ability to get back the wasted time from daily monotonous tasks is the best place to start.  

Areas You Can Easily Automate

Let’s dive into some of the most easily automated areas within your firm and discuss what processes you could put in place to make each of these categories more manageable and efficient. 

Document Generation

Beyond basic drafting, document generation takes up a large part of most law practices. Hopefully, you have already started to build a document database for your practice where you have quick and easy access to commonly used templates. These templates could consist of letters to opposing counsel, intake forms, contracts, estate planning documents, you name it. 

Consider the things you do repeatedly, the documents you’re touching all the time like pleadings, collection letters, and letters to clients. Think about what you’re using most often and why you’re using it so frequently. Another thing to think about are commonalities, things you’re doing over and over again, or bits of information that you’re repeatedly using. Begin gathering these things electronically in word documents or notes, and file them accordingly into folders that your staff can access. These files should denote to your team which documents your firm could benefit from if they were automated.

For documents specifically, one of the huge benefits of automation that is definitely worth mentioning is that this streamlined process helps eliminate human errors. Human errors happen, but in your line of work, it is crucial that they are made very infrequently. Automation removes typos and it eliminates missed elements or pieces of a document that you may have merged into another. These mistakes reflect poorly on you and your firm, and if you’re on the receiving end of a document that has the wrong party name on it, you know that someone was not thinking very clearly or proofreading. These simple mistakes can be the difference between a client staying with your firm or moving over to a competitor.  

Now, in some cloud-based systems, you can open and save documents directly in your software from within Microsoft Word and create document templates by merging information stored within your matters. To go even one step further, some platforms even allow you to create time entries in Word as you’re working on documents. So not only can you more effectively manage and log your time, you can do it all concurrently without having to create make a mental note to record your time later on in the week. 

Checklists and Workflows

Do you have a checklist to maintain the organization of your matters or a systematic process that you use to move through new client intake? If the answer is yes, then keep reading because we’re about to go through some tips as to how you can tackle streamlining and automating your checklists.

Gather your paper checklists, or if you don’t have any, think of case types that you handle often and think about everything you need to do to bring a case to a certain point. This could be every checkpoint, every due date, or every reminder needed to propel your work forward. These steps are right for automation, why? Because it is a repeated process. It is a process that you work through for every matter and for every client that walks through your door. 

Once you have this in place, standardize the data fields and each step you take to bring each matter to a successful conclusion. What do those steps look like for your firm? What are you going to call them? Standardizing your data fields are important because in order to pull in data from your matters into your documents (like discussed in the previous section) you have to have a uniform way of identifying what you want to be merged and auto-populated and what you do not. 

Some case management software on the market today will allow you to automate your checklists and create workflows for calendaring, tasks, and matter templates (to name a few). For example, you can build your case flow directly into your case management system and automatically assign or complete tasks for you. Keeping information on a matter up to date is a lot of work, but you can keep matters updated with a workflow system that automatically updates information for your team, freeing up your staff for billable activities. Not to mention, you can keep your clients in the loop by automatically sending update emails to your client as a matter reaches different stages.   

Today’s modern software and technology have really revolutionized the way firms practice. It’s because of this continual innovation and sustained progression that we are able to see the transformation of how the best attorneys in the world capture more billable time. And for those people who are wary of technology, don’t view it as an unconquerable behemoth, view simply as a way to help your firm make more money.    

Billing Procedures

What are some ways you can think about tightening up your billing processes and automating them? 

Let’s do a little exercise…  

Consider optimizing your billing if any of these subsequent points ring true to you:

• You spend more than a few days getting your monthly billing in order   
• You have to piece together your billing at the end of the month
• You don’t bill as you work or you don’t keep track of time as you go
• You currently use snail mail to send out your bills
• You have ever sent out an inaccurate invoice
• You have clients who pay you the same amount every month (think retainers or flat fees)

Automate and Optimize Your Billing

Use your time and billing software to its fullest potential. 

What does that mean exactly? 

If you have a standard rate that you use no matter what that’s fine! You can still use your billing software to send out all of your bills expeditiously. However, if you’re in a situation where you bill different clients at different rates or different matters for the same client at different rates, things get a little more complicated. In these instances, it will be significantly harder to keep track of if you're accurately billing each client.

Your practice management software makes it so much easier for you to plug in those billing rates when they become effective. By doing this you open the door to batch billing which will significantly speed up the rate at which you get bills out the door. Batch billing will allow you to run all your invoices at once, not to mention you can set qualifications on any open matter that is above a certain dollar amount for a specific time period (since you last ran bills) and will allow you to create invoices for them.

And if you’re not billing as you work you should be. And what we mean by that is if you’re not assigning time to everything you do, whether it’s sending client emails, or working on documents, you’re losing money. Some software will give you the ability to run timers while you work. So you don’t have to worry about tracking your time, it will automatically be captured for you and go straight back to that matter. 

A big bear for firms is the pre-bill approval process. In many cases, this is the step that significantly decreases efficiency and timeliness. What happens is firm admins or the billing team print a zillion copies of every bill, distribute them to timekeepers, and wait for them to be edited. Once they're returned (which sometimes takes longer than anticipated), those notes, sometimes legible, sometimes not, have to be retyped and saved as a new bill before getting the final stamp of approval to disperse to clients. Clients or more willing to pay while they feel like their matter is still being worked on. The longer you wait, the more time and distance the client puts between the work you did for them and the close of their case. The solution to this? Get your pre-bill process done faster! And how do you do this? Through solutions like ePre-bill that let you electronically edit a pre-bill! A solution like this will let you flow a bill up a chain of approval, see all previous markups, and get insight into all the previous changes. If you want to keep printing bills that is fine! But now you have an option not to that will save you more time and get you paid faster. That is the beauty of automation and technology!

Ultimately, the goal is to avoid having to piece together everything you’ve done over the course of the month because you have utilized technology that has kept track of it for you.

Let's look at a different example... if you are dealing with a client who pays you a $2,000 retainer every month for access to your services for 10 hours a month, you can set that up so your client is automatically receiving that bill or auto drafting from their account at the end of every month. Setting up this consistency will create a level of expectancy from your client, trust, and reliability. Now, what if you have clients that say hey, I can’t pay this entire invoice right now, I can pay you incrementally over time. Normally, you would have to remember every month that your client promised you a reduced amount, but with payment plans, you can set that up automatically to send the new invoice with designated payment reminders until that bill is paid off.

These are just two examples of how you can utilize automated billing, the possibilities are endless. If you're curious to read more, check out: Staying Ahead of the Curve: Bolstering Efficiency Through Automation.

The Takeaway

If you’re using a practice management system, it cannot be stressed enough how much time you will be putting back into your day. For decades, attorneys would keep time by hand on a piece of paper, or retype every single document that had one small change to it. And many still do that today, but the reason why this technology was created is that it helps you do your job faster, in fewer bottlenecks, and with more accuracy. Sure, adopting this technology is a change in mindset, but once you can get there mentally, you will realize the benefits of utilizing today’s technology far outweigh the initial uncomfortableness of breaking old habits. 

What if I told you about a technology that would relieve 50% of the administrative burden from your job…would you be interested in hearing what I had to say?

Of course you would!

And that’s why many in the legal tech community have become fascinated by workflow technology. For many attorneys, finding tools to free up more time to bill is essential to growing their practice. Based on a recent report, law offices surveyed responded that they spent 40% of their time on administrative or manual tasks.

In this article, I will introduce you to workflow, explaining what workflow is, some of its benefits and the different workflow tools available in legal practice management software.

1. What is legal workflow?

If we go back to the basics, workflow itself is defined as the sequence of industrial, administrative, or other processes through which a piece of work passes from initiation to completion (thanks Google).

2. Process vs. automation vs. workflow

Process, automation and workflow are terms you’ll hear people refer to as synonyms or married together such as “workflow automation” or “process automation”.

In my opinion, the three terms refer to different things:

• Process refers to the act of defining a series of steps to reach a desired outcome or goal.
• Automation is the use of technology to complete tasks.
• Workflow brings process and automation together. Workflow takes a process, adds highly defined inputs and outputs and uses automation to complete the tasks on your behalf.

For example, if you’re trying to improve your client intake, here’s how each term would be defined:

Process: A prospective client contacts the website > someone from the firm contacts the prospective client > an initial consultation is scheduled > an attorney meets with the prospective client

Automation: A webform populates a database, a personalized email is created and sent from information stored in the database and a document is automatically generated based on information stored in the database.

Workflow:

• A client fills out a form on the website which triggers a potential client record to be populated in the database.
• Once a new record is created in the database, an email is automatically generated and emailed to the prospective client thanking them and letting them know someone from the firm will be in touch with them shortly AND a task is created and assigned to the firm administrator to contact the potential client.
• Firm administrator contacts the prospective client then completes the task, updating the potential client status to “initial consult scheduled” AND the system generates a merged fee agreement letter.

3. Benefits of workflow in a law firm

For many law firms, workflow can be a game-changer by creating structure and efficiencies within their practice.

Although the list is long, here are some of the most important benefits workflow can bring to a law firm:

• Free up time to bill: Workflow can take over a lot of your administrative load freeing up more time for your attorneys to focus on billable work.
• Clean database: It’s common to hear a law firm say their practice management database is a mess. If you’re using workflow, the system can keep records up to date so your staff doesn’t have to manually do it.
• Make your small law firm feel big: Building out your process into a workflow software will increase your staff efficiency, allowing you to accomplish more with less staff.
• Speed up onboarding staff: If you use workflow correctly, staff will be walked through different processes and prompted to enter important information. This means less training up front for new hires because your staff has less to remember or be trained on.

4. Areas workflow can be used in a law firm

Workflow can be used in any area of your practice that requires administrative work but the majority of the legal practice management programs will focus on automating one of three areas:

Intake

74% of all legal consumers visit a law firm’s website to first take action. This means if your firm has a high volume of website form submissions you need a process for managing your pipeline.

Today, many firms receive an automated email from their website’s form tool with the prospective client’s information, but that doesn’t get the information into your practice management software to begin managing the intake process.

These days, many legal practice management software have workflow tools to help you manage your intake.

This includes sending personalized response emails out once someone contacts the firm, scheduling follow-up tasks, merging new client agreement documents or keeping the status of the potential client updated.

Matter

If your firm deals with a high volume of matters, such as an insurance defense or personal injury firm, workflow can be used to help you juggle all the balls in the air.

On a matter, you can use workflow to do things such as schedule follow-up tasks if a member of your staff hasn’t touched a matter within a certain number of days, automatically email updates to clients or generate/email medical records requests for you with the click of a button.

Billing

Using workflow to manage the pre-bill process and collections can help dramatically improve cash flow.

Pre-bills

For pre-bills, workflow can flow the pre-bill through an electronic approval process. If your firm requires the associate then responsible attorney to review a pre-bill before posting it, the workflow can move the bill from one person’s approval list to the next, before finally updating the status once all the approvals are completed. Your billing team can then receive a notification that the bill is ready to post and send out.

Collections

Collections is another pain point for a lot of law firms. It requires the staff to constantly manually send out reminders to your clients. With workflow, you can have reminders automatically sent out to your client once a bill is overdue and continue sending the emails until the balance if paid off.

5. Types of workflow found in legal practice management software

In the last section, I discussed the practical uses for workflow in a law firm. In this next section, I’ll discuss the technology offered within many legal practice management applications.

Calendaring workflow

The first type of workflow I am going to discuss is calendaring workflow. This type of workflow is for task management and calendar appointments.

Task workflow

If you work with a team, there is a good chance that you assign tasks to different staff members at different stages of a case.

Think about when you open a new case. If you don’t have activity workflow, you either:

• Manually assign tasks to your staff.
• You send an email out to inform your staff of a new matter and everyone hopefully remembers their tasks.
• You do everything yourself.

This can be automated using a calendaring workflow within a practice management software.

Some legal practice management programs will let you create a prebuilt lists of tasks and then quickly assign them out.

Other programs will automatically assign tasks to different staff members you’ve designed once a matter is open..

Or finally, programs will give you a list of tasks and let you fill in the staff you want to complete the task.

This is helpful to any firm, but especially firms that have a high volume of cases, new potential clients contacting the firm or if you have a high staff to attorney ratio on your team.

Appointment workflow

Similar to tasks, many firms have a set of internal deadlines or meetings they want to schedule once a new case is opened or reaches a certain stage.

For many firms, this requires a paralegal or assistant to manually calculate relative dates based on a certain deadline. It’s time consuming and error prone.

Many legal practice management software programs have a feature built in to solve this problem.

The technical term for this feature is chain calendar events. These are all appointments with relative dates based on a trigger date such as “date of trial.”

This isn’t to be confused with a scheduling order designed by the courts but rather, a list of internal deadlines.

Automated workflow

Automated workflow expands beyond activities and allows you to flowchart your processes into software automation. This type of workflow will keep your case status up to date and offer your staff different options based on the process you’ve defined for that stage of a case.

Your process for opening a new matter might look like:

1. Run a conflict check.
2. Send then receive the engagement letter from the client.
3. Open the matter in your practice management software and send out the initial retainer bill.
4. Collect the retainer from the client.
5. Set up an initial meeting with the client.

Throughout this process, your system could use workflow to take the burden off your staff by automatically merging the engagement letter, sending out an emailed retainer bill to the client and even opening the matter file in your system.

With workflow, the software will bring you down the path you set up and automate certain tasks, but your staff will still be required to prompt the software to move to the next stage by marking tasks as complete or clicking on the next step.

Advanced automated workflow

Advanced automated workflow is like having a robot assistant.

The difference between automated workflow and advanced automated workflow is in advanced automated workflow, your staff doesn’t have to click a button to make something happen.

Advanced automated workflow can be triggered by creation of a record, updates to a records or queries.

Your possibilities become endless with advanced automated workflow, but it does require the most set up.

Did you know that only 33% of firms with 10–49 attorneys use practice management software? Furthermore, only 51% of firms with 100+ attorneys use practice management software. We find that a lot of firms become interested in adopting practice management if they only have a billing system when they begin to evaluate new technology. And we agree that if a firm is coming from a system that strictly handles billing, it is a good time to consider moving to a practice management system.

A practice management system creates a hub for the entire firm to find information about your cases, which makes you more efficient and allows you to give better client services, answer questions faster, and gain a better grasp of your data.

 

Understanding Key Features

Practice management is a feature-rich component of legal technology so we are going to start with a few different elements that may be important for your firm.

Although every practice management system on the market today should be able to store all of the important information about your cases in one spot, they vary in terms of customization. For example, not every practice management software allows you to edit fields or use multiple matter layouts. If your firm specializes in multiple practice areas, this type of flexibility is something you may really need.

Overall, most firms will be looking for two overarching features: calendaring/task management and document/email management. Let’s dive into these first.

 

Calendaring and Task Management

Calendaring. It seems so simple – trivial even. Yet nothing is more critical to your day-to-day operations than an accurate and up-to-date calendar. Evaluating and understanding the types of calendars each attorney uses – and how they use them – is critical. Even if you’re a pencil-and-paper type of firm, practice management software provides a considerable amount of calendaring advantages that can’t be ignored.

For starters, it gives you a centralized calendar that is backed up and allows you to choose from multiple views along with a matter-centric view. You can even create tasks through workflow automation that are built into each calendar view. This means that all of the activities associated with meeting specific deadlines can be configured into customizable matter templates depending on individual deadlines.

From an organizational standpoint, this results in everyone having a better idea of when a document has been prepared and when tasks have been completed. And if that isn’t enough visibility, users can subscribe to a specific matter feed to get alerts for every asset pertaining to that matter. This is great for collaborative firms or those that have a heavy workload and need help juggling a multitude of tasks.

All of this sounds great, right? But how does it fit within the complete picture of your firm? To avoid getting overwhelmed, start by asking yourself these questions:

 

• Does your firm have a standardized calendaring process?
• What does the software’s calendaring look like?
• Does the software integrate with your other platforms like Outlook or Google Calendar?
• How does the sync work? Is it bi-directional sync?
• Will the software allow you to set up deadline scheduling? Will it allow you to work with a third party that pulls in those deadlines for you?
• Does the software allow you to create chain calendar events so that, for example, if you have a trial date on Monday the 1st, you will automatically be notified five days prior on the 25th of the previous month regarding tasks you need to complete in advance?
• Does the software offer adequate filters and views? Is there a certain view you rely on with your current calendar that you need to manage your calendars?

One of the major benefits to a firm-wide calendar is that you can see everybody’s calendar and schedule multiple events with several attendees all at once, or select only the peoples’ calendars you need to see – no more having to do it manually one at a time. The ability to sort and change your views as you see fit will ensure you always have visibility into the matters and projects you need when you need it.

The other thing to consider is your calendar reporting. Suppose you’re the type of firm that prefers to distribute your calendar reports. In that case, you’ll want to make sure that the software allows you to generate – and perhaps print – the reports you need for providing various insights, appointments, and deadlines to the relevant members of your team.

On the task management side, a lot of firms currently use Outlook. Moving forward, you have to think about what kind of task management your firm wants in the future. Some software offers Kanban-style task management. Is that something that is important to you? Firms that use Outlook or just a whiteboard for their task organization find it difficult to assign activities to various staff and then keep track of those activities as they progress. How does your firm currently handle this and could your process be made more efficient?

The point of task management is to make it easy for your partners and managing attorneys to check the progress of their cases. How easy is it for them to do this now? Can they see at a glance what has been completed and what hasn’t been completed? The goal of any task management platform is to be able to get an overview of where any case stands at any given point in time.

 

Document and Email Management

Essentially, you have two options here: You can either go with the practice management system or you can use an integration dedicated to document management. When you’re evaluating document management, you need to look at a few things.

Begin with how you need your documents to be structured.

 

• Do you prefer folders?
• Do you want a system that is going to categorize and assign different metadata tags to your documents?
• Is the system going to force people to save their documents a certain way or can they file them however they want?
• How important is it to be able to search for those documents?
• How powerful is the search capability within the system and does that include the text of those documents or OCR (optical character recognition) functionality?
• Do you need to version your documents?
• Can you share those documents with members of your team via a portal or share link?

Some software uses plugins for Microsoft Word that allow you to create template documents. Is that important for your firm to have? If you have a form that you use over and over again, will the software be able to automatically populate the blanks with the new contacts’ information? We often see firms manually replacing a client’s information with a new client’s information, which can lead to embarrassing and critical human errors.

Storage is also an important factor. How big is your drive now? How much would it cost you for additional storage? These are things you definitely want to evaluate when thinking about document management systems.

On the other side of the coin is your email management. Some practice management systems let you save emails directly from Outlook or Gmail to the system itself. If you’re planning on saving them, how easy is it to do so? We have seen instances where the user is made to drag and drop the folder or has to CC a specific email address. However, some will automatically save them for you.

Once you have learned how saving emails works within the system, the next step is to ask how the system will store the actual emails you save. Is it making copies of them or is it simply linking to those emails? Is it converting them? If you need to use those emails again or bring them forth as evidence, they need to be stored in the native MSG format. A lot of systems don’t do this so this is definitely something you need to keep front of mind. Getting emails into the system is one thing, but getting them out may be another story. And, just like with your documents, you’re going to want to find out what search capabilities are available for your emails. Does the system make it easy for you to find the things you need based on a one-word search? If you get over 200 emails a day, the last thing you have time for is sifting through all of those for one line item.

 

Workflow

If we go back to the basics, workflow itself is defined as the sequence of industrial, administrative, or other processes through which a piece of work passes from initiation to completion (thanks, Google). For many attorneys, finding tools to free up more time to bill is essential to growing their practice. Based on a recent survey, law offices responded that they spent 40% of their time on administrative or manual tasks. So, is workflow something you should consider? Our answer is yes, but we will let you decide.

Essentially, workflow brings process and automation together. Workflow takes a process, adds highly defined inputs and outputs, and uses automation to complete the tasks on your behalf. For example, a client fills out a form on the website which triggers a potential client record to be populated in the database. Once a new record is created in the database, an email is automatically generated and sent to the prospective client thanking them and letting them know someone from the firm will be in touch with them shortly. Then, a task is created and assigned to the firm administrator to contact the potential client. The firm administrator then contacts the prospective client and completes the task, updating the potential client status to “initial consult scheduled,” finally triggering the system to generate a merged fee agreement letter.

For many law firms, workflow can be a game-changer by creating structure and efficiencies within their practice.

Although the list is long, here are some of the most important benefits workflow can bring to a law firm:

 

• Frees up time to bill: Workflow can take over a lot of your administrative load, freeing up more time for your attorneys to focus on billable work.
• Keeps the database clean: It’s common to hear a law firm say its practice management database is a mess. If you’re using workflow, the system can keep records up to date so your staff doesn’t have to manually do it.
• Makes your small law firm feel big: Building out your processes into a workflow will increase your staff efficiency, allowing you to accomplish more with less staff.
• Speeds up onboarding staff: If you use workflow correctly, new staff will be walked through the required processes and prompted to enter the necessary information. This means less training upfront for new hires because your staff has less to remember or be trained on.

 

Communication Tools and Portals

Many software programs today integrate with services like Microsoft Teams or have an internal chat function already embedded in the software. These capabilities allow you to facilitate more streamlined communication around matter management and tasks, ultimately creating a more cohesive and efficient team.

As important as it is to maintain thorough internal communication, it is just as essential to be able to communicate externally with your clients. Does your current system allow you to text and call your clients? Does it track and record the time you spend communicating with those clients? Evaluate how you currently work with each of your clients, how they prefer to be communicated with, and if there are any points of friction that could be smoothed out.

Client portals are getting prevalent to the point of becoming a standard feature that your future clients expect. What does your client service look like right now? Does your team lose billable hours because you spend a majority of your morning answering client questions that could easily be answered through a client portal? Do you give your clients the autonomy to pull the answers they need on their own or do they still rely on getting in contact with you?

In order to improve client communication and create a client-centric approach to your day-to-day tasks, here are some priorities you should keep in mind when setting up a portal:

 

Focus on Storage

Most client portals come built-in with file storage attributed to each matter at your firm. The key is to make sure everyone uses the portal from the start of the case; this way, all paperwork, notes, and updates are logged for clients to take advantage of whenever it’s convenient. It’s a two-way street – a spot for clients to access things they may be wondering about in their case, and a tool for staff to easily share files when used with law management software.

 

Focus on Security

Between all the digital phishing and security breaches, hacking emails has become way more common. Why put your clients’ sensitive information at risk of being compromised when a portal is a perfectly viable alternative to holding all their data in one place? The nice thing is your clients won’t need to download anything additional to access their files – any internet-enabled device will be able to log on to view updates and they’ll receive a simple notification email whenever any new information becomes available. Security should always be at the forefront of your firm’s mind so clients feel safe when interacting with you. It will create a seamless, positive experience that they’ll be sure to recommend to others.

 

Geographical Flexibility

Depending on your area of law, a client portal can diminish the issues that arise with distance. Whether a client has temporarily relocated or your firm is currently working remotely for the time being, everyone can be logged in and have access to all the necessary information on both sides. Not only is this more convenient, but it also creates a better place for client-centric interactions on an ongoing basis. Smoother communication and collaboration leads to better efficiency for everyone.

 

Potential Client Tracking

Attorneys are spread thin, and a lot of their time is spent on non-billable labor instead of billable tasks. In fact, on average, lawyers only bill for 2.3 hours of their time daily. After factoring in realization and collection rates, the average lawyer only collects about 1.6 hours of billable time per day. And to take it a step further, about 33% of an average lawyer’s time is spent on business development. To this point, did you know that two out of three potential clients say their decision to hire a firm is most influenced by a lawyer’s responsiveness to their first call or email?

The problem here is that interruptions, like emails and calls, are not just zapping time away in the immediate sense; they come saddled with a recovery time that results in a 2-hour time loss per day. If you’re getting these intake calls, they may not always result in good clients, which is a further waste of your time. Without an effective process, you’re losing money – it’s as simple as that.

All of this brings us to this question: How are you tracking the new leads that come in? Whether they are from your website or over the phone, how are you monitoring your business development?

Most of your new clients will find you online, so you should automatically be asking yourself if this new practice management software allows you to integrate your firm’s intake form directly into your website? Does it provide a way for you to track referrals or assign workflow tasks to different people based on the referral source? Are you able to monitor and analyze conversion statistics based on different marketing campaigns you run? By having access to these metrics, you can gauge your return on investment and allocate funds directly to the campaigns that are seeing the most success. This intake process looks different from firm to firm, but at its core, you need to be able to track data efficiently and access it whenever you need it, from wherever you are. Here is a high-level framework outlining the steps your practice management software could help facilitate:

 

1. Getting started: When a PNC first makes contact with your firm
2. Confirm the PNC’s basic details
3. Screen the PNC and conduct a conflict check
4. Approval: Grant or deny initial consultation
5. Gather pre-consult information (if you didn’t have enough information prior to conduct a conflict check, do so now)
6. Consult
7. Organize post-consult information
8. Send over a new client agreement
9. Gather necessary documents

A huge part of the client intake process is cultivating the relationships that are most fruitful for your firm and then tracking the progress that comes from those leads. Being able to pull lists and reports on current clients and potential new clients is paramount to your firm’s growth.

For example, a huge area we see come up for new and existing client tracking is the holiday list. The holidays only come once a year, but when the season arrives, do you have a way to quickly download a list of names and organize them based on importance to your firm? Who gets the gift card versus the $200 bottle of wine?

 

Third-Party Integrations

The last step to evaluating your practice management software is to make sure that the vendor offers the third-party integrations that your firm deems essential. Whether it’s a way to text your client, document management, or calendaring tools, you should have a list of all the tools you currently use and make sure the vendors you’re looking at can pair well with them.

 

The Takeaway

This was a lot to digest! The bottom line is there are a lot of options your firm can take when considering what practice management features you want, the ones you need, and the ones that may just be luxury. Do your homework, and use this blog as a guide to help you make informed decisions!

 

[/vc_column_text][/vc_column][/vc_row]

To get the history of practice management consultants within the legal industry, you have to go back about 30 years or more. Back then, all programs were server-based (i.e., not in the cloud), so you needed someone with enough technical expertise to understand how to load your new program onto your server, install all the updates when they rolled out each year, deploy those updates to your server, and ensure everything functioned and was maintained properly.

Ultimately, if a firm needed or wanted to switch to new software, four things needed to occur:

1. Someone had to install the software on the server.
2. Someone needed to transfer your data from the old system to the new software.
3. Someone needed to train and teach your staff how to use the new software. At the time, this process was more laborious and time-consuming because video conferencing services like Zoom weren’t around.
4. Someone had to be readily available to answer questions, provide ongoing support, and perform maintenance upgrades.

Obviously, things have changed quite a bit: Technology has progressed and firms that are evaluating cloud-based programs don’t necessarily need someone to download their data and upload it to new software on a new server. The primary reason for this is that these days the technology vendors will do all of that leg work for you.

Over the course of the last several years, we have seen firms work directly with the practice management vendor and we have seen firms utilize practice management consultants. It is not our intention to lead you one way or another, but rather to give you an overview of what both scenarios could look like. Ultimately, you will have to make the best decision for your firm and choose a direction that best aligns with your goals and processes.

Evaluation Process

As we discussed in, How to Begin Evaluating New Technology, when you’re beginning to evaluate different programs, the first step is understanding your firm’s needs. The first thing a consultant is going to do is come in and interview you and your firm. They’re probably going to be familiar with the program you are currently using so they’re going to understand your technical needs. Based on the conversations they have with you and your staff, they’ll gain an understanding of your firm’s process needs. Finally, they’ll make recommendations based on all the information they have collected.

So, if you don’t feel comfortable speaking directly with a vendor about what you need or discussing with your staff what they need – or you feel like you lack the technical knowledge to make those judgment calls – we recommend bringing a consultant into the fold.

Juggling Multiple Systems

Consultants today typically work with multiple systems. This can be both a good and bad thing.

The good thing is that their experience with multiple systems can prime them to bring multiple options to the table for you, providing the pros and cons of each of the recommended services.

However, if a consultant works with multiple systems, they’re probably not an expert in any single one. So if you’re evaluating multiple programs and end up going with a specific one, your consultant will not necessarily be an expert in that chosen system. What this means is that they will have the foundational knowledge to initiate the basic setup for you but may lack the granular details to help you flourish and excel. In this scenario, working directly with the vendor is going to be more advantageous because the vendor will know more about its own program and be better equipped to help you overcome any issues you may encounter.

Price

Vendors and consultants operate under two very different business models. The vendor is a software company and the consultant is a service company. Software companies view services as a means to get you to use their software and to make you successful on their program so that you stay with them. Service companies sell services as a way to make money.

Typically, working with a consultant is going to be more expensive than going directly to the vendor. The right consultant will offer a lot of value, but some firms just don’t need those services. What we have seen happen after some firms opt to work with a consultant is that the perceived value of what they thought they were going to get was way higher than it should have been, thus setting themselves up to be unhappy once they go live. Other times, we have seen firms who were grateful they chose to work with a consultant because they were able to get reluctant staff on board with the technology change with as little friction as possible.

Think about whether or not it makes sense for your firm to hire a consultant in order to get from point A to point B. If your main concern is cost and keeping expenses as low as possible, you may want to skip the middleman and think about working directly with a vendor. And if your firm has a complex situation and growth trajectory is pointing to a need for more robust features, reports, and capabilities, working directly with a vendor may be the most prudent choice because the vendor will have the insight into how to guide you through that process properly.

Another thing to consider is that consultants tend to come from smaller organizations. The benefit to that is you will develop a close working relationship with your consultant and you will have the opportunity to get to know them and, conversely, they will have the opportunity to get to know you and your firm on a deep level. In most cases, you are assigned one personal consultant, which is conducive to an intimate working relationship. The downside of this is that while they may be a personal consultant to your firm, your firm is probably not the only firm they are supporting. In other words, if you need to get in touch with them, you could be waiting based on their availability.

The Takeaway

Most software vendors today are set up for you to work directly with them throughout your migration, go-live, training, and support periods; however, they will also accommodate your firm if you choose to work with a practice management consultant. It is up to you and what you think will not only best fit your firm but your firm’s future needs as well.