ByLawyers News and Updates

A source of anxiety

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By Guy Dawson, CEO

All of us behave to comply with the views of the group to which we belong. It is our collective mindset. We witness this in our children every day as they seek to fit in with their peers at school. Long hair short hair, shirt in shirt out, don’t drop me off in the Porsche please use the ute, can’t leave before midnight not 10 please Mum. And so it goes. As Aussies we don’t much like the way the Yanks carry on and as for the French or the Germans well what are they all about, they don’t even play cricket.

And so here we are in 2017 in a group which boasts of a 30% depression rate and twice the general population’s substance abuse. And this group has since 1970 multiplied in number 50-fold. This is us – legal practitioners.

So what goes on that makes our group have such a high level of dysfunction? Why is it that almost universally practitioners express their desire to do something else if only there was something else they could do?

Perhaps some answers.

The job is demanding – Organise the office. Use matter management software, accounting software, purchase or subscribe to reliable up to date legal support materials including precedents. Manage risk by using matter plans for the conduct of every matter.

Clients are always trouble – Learn how to ensure the monkey stays on the client’s back – not yours. Put the client’s interests in front of your own. Candour efficiency and charges that are reasonable and in line with the market, are essential in minimising trouble.

Can’t rely on the staff – Incentivise, train and have strong reliable office values. The psychology of all businesses flows down from the top. Your nature will be the nature of the practice. Ideally, light hearted, efficient and successful.

There is always conflict – speak to the other side’s practitioner. Seek compromise and agreement. Resolve arguments as quickly and cheaply as possible. Never put fee earning above quick resolutions.

My professional responsibilities and compliance requirements overwhelm me – remember the purpose of all the rules is to ensure that the relationship with clients is an honest one. Get the retainer right, do the job well and on time, charge market rates, communicate with clients. Easy really !

With the deregulation of fees our profession became a business and put us in competition with an ever-growing group of fellow members.

For the sake of the law it is time we recognised that a ‘business’ model does not work and we returned to the days when we were a profession and part of an important group worthy of the respect of the community for the role we play in the implementation of a fair and stable civil and criminal system. The practice of law is a challenge not a sentence. It has scope for great satisfaction but like all good things takes some work to achieve.

 

Office organisation

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By Guy Dawson, CEO

The importance of office organisation cannot be overstated. It provides the basis of profitable and worry free practice. Profit is not necessarily related to size or location or how busy a firm may be. Research shows that busy firms are often poor profit performers due to poor office organisation and managerial practices. The more profitable firms simply better organise and manage their practices.

The work in a practice is usually either low margin repetitive work like conveyancing which is handled by staff members under the supervision of the principals or high margin work in which the costs are less critical to the client than the quality of the advice. Low margin work requires highly organised practices and this can be achieved through the adoption of readily available technology and systems.

Such systems establish the role of each person in the practice by allocating their responsibilities. These are defined in a position description. In performing their role staff need direction, ongoing support, and training. Office policies are the everyday rules by which the office ship is steered and must be foremost in everyone’s mind all the time. Examples include, how to answer the phone, how to behave towards clients, how to deal with complaints, on time delivery of work. This is best achieved through saving a policy manual on the desktop of each staff member and regular if not daily but brief meetings for discussion by all team members. By this means a team is created with a supportive and coherent approach to the complex work of a legal practice.

Time spent on a practice is rewarded in multiples when working in a practice.

Precedent management

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By Guy Dawson, CEO

It takes time and no one has any!

Lawyers were once bound to their precedents but much of the content was lifeless dross, added to increase the mystic and bamboozle the client. Over time we have been leaving behind our personal writing style, which typically included repetition and tautology, the lawyer’s favourite mistake, to be replaced by precedent packages. 

In a perfect world, a precedent would be drafted and created in advanced software that automated documents. The precedent would have fields and codes added to it so that the next time one needed to use it those details would ‘drop in’. The precedent would be given an easily identifiable code and stored in a system that allowed for ready accessibility by all members of the team at the exact moment in any matter when they might need it.

Typically however most of us cobble together a precedent from a variety of other precedents and then use it. When required again the trick is to remember the name of the matter in which it was created.

In reality it is but a handful of practices that keep a library of precedents organised by area of practice and subject matter which is readily available to all staff.

The system required is a matter type specific series of precedents organised in the sequence in which they are used and populated by the software in which they are created. Such systems are available and should be the first port of call for those practices that do not have the time and resources to provide their own.

There are of course limitations as for instance letters provided as part of precedent packages are often far too impersonal and do nothing to build the lawyer client relationship. Likewise, specific deeds contracts and agreements may not deal with all the issues at hand. But with a well organised library and some drafting skills the best of the practices of the past and present can be combined.

Systems allow us to make time.

Spend time on the system and time then grows and grows.

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