Rees Morrison observed, "Certainly no law firm can hazard more than a guess on the worth to a particular client at a particular time of its 10 paralegal hours, 20 associate hours, and 8 partner hours on a revision of a major sublease. For much that law firms do, value and cost are incommensurable."
I agree with Rees when one looks backwards. However, if one reviews the matter with the client before the engagement actually begins, the client generally will be able to assess the value to him/her/it. At that point, the law firm and client, together, should evaluate whether the anticipated service can be delivered for a fee that is commensurate with the value delivered as perceived by the client.
Budgeting for the matter, with the involvement and concurrence of the client, will go a long way to establish both the value to the client and likely fees the law firm will charge.
In this discussion, we must be careful not to equate the result for the client with the value because no law firm can guarantee the outcome.
View page
The State Bar of California’s Board of Governors narrowly voted to amend the current proposal to require lawyers who don’t carry malpractice insurance to disclose this fact to their clients. The amendment would require such disclosure only in those situations where a lawyer is required to have a written engagement agreement pursuant to Business & Professions Code §6147 & 6148.
That amended proposal, then, was defeated; a subsequent sense of the Board was to send this issue to its own committee (Regulations, Admissions & Discipline Committee, not the original task force that was submitting the proposal) for further study. Two issues were uppermost in the Board’s mind. One was whether the amended proposal could be adopted by the Board without further public comment and, second, whether the full ramifications of the original proposal were completely understood by the Board.
It is hoped that the RAD committee will be successful in addressing the issues that face all of the stakeholders involved, the public and members of the Bar, without the perception of self-interest or financial gain for the Bar … and with the interest of all lawyers in mind (including the 30,000 not currently insured). (more…)
View page
In his latest post, Peter Darling pays me the ultimate compliment: "… in his usual elegant, lucid way, Ed is making an incredibly important point (about thinking "beyond the norm"). As marketers, our whole job is to innovate.
View page
While making a presentation about recovering from disasters to the Association of Legal Administrators national conference for financial issues, (see my latest book, Disaster Preparedness & Recovery Planning) I listened to another presenter talking about the insurance aspects of disaster. She noted some frightening statistics: More than 40% of all businesses never reopen after they experience a disaster; of those that do open, more than 30% fail after two more years of operation.
(more…)
View page
Gary Chen, Senior Analyst for Yankee Group Enterprise made the following important points in the recent Application Continuity 2007 conference about technology:
- 83% of medium businesses (more than 100 people) have remote or mobile workers
- That means that only 17% of such businesses have no mobile workers at all
- Lifestyles today blend work and personal activities with fluid boundaries between the two
- 15% of our workforce are telecommuters
- 23% of our workforce travel long distance
- 27% of our workforce travel locally
- "Anywhere solutions" can boost productivity and enhance the probability of recovery in the event of disasters
- New technology for unified communications, not yet a driving force, is generally reviewed, if at all, at the time of replacement or updates rather than as an independent purchase now
- One of the greatest challenges facing today’s business is that information is lost or stranded within the head of one individual
That means that technology becomes even more important in the management of a law firm. Technology affects current law firm profitability and becomes essential for survival and continuity in times of disaster. In current terminology, "knowledge management" will be the backbone of the success and survival of a law firm. And knowledge management needs enhanced technology to be effective and readily available. As I’ve said before, I believe law firms of the future will grow or die based on their effective implementation of knowledge management.
View page
Q: My practice is in a rut and I don’t know why. How can I attract more clientele—both old and new—as well as those who come from diverse backgrounds?
(more…)
View page
Q: As a sole practitioner, I’m nervous about the possibility that new requirements that lawyers must disclose in writing if we don’t have malpractice insurance. How will mandatory disclosure affect my business?
(more…)
View page
Q: As a lawyer who runs her own practice, it seems like everything I do revolves around trying to make more money. Is it professional to always be concerned about turning a profit? Or should I focus more on other things?
(more…)
View page
Recently, I heard Alpesh Bhatt speak; his presentation was fascinating and he spoke with the fervor and energy of an impassioned believer. He made the following observation:
"The organization of the future is a verb, not a noun." He continued by asking: "Who will own the stock of the organization?" He said that users will control the company; his examples include www.digg.com and other similar Internet operations such as "youtube" and "facebook." Yes, the stock of the company may be "owned" by one or two people, but the control of the operation is really in the hands of the users. He cited examples of where the users did not agree with a company policy and forced the company to retract its stand.
This is an interesting concept. I’m reminded of the phrase, "… the more things change, the more they stay the same!" I’m referring to the fact that, even in the "old days," the real control of a business was and is in the hands of consumers. Unless you have customers willing to purchase your goods or services, you have no business! Unless you have clients, there is no reason for you to have a law practice. Yes, you may technically "own" the company or law firm, but you will have no business … no revenue … without clients.
Thus, the clarion call: Treat thy clients as they would like to be treated, or you will have no clients! This is a paraphrase of Tony Alessandra’s "Platinum Rule" of asking your clients how they want to be treated, or Ben Franklin’s mantra, "… take care of the pence and the pence will take care of you."
Another way of looking at this concept is to suggest that law is a verb, not a noun; that law is constantly changing. Our courts, though they use precedents, constantly interpret the written word to mean something different in different times, always seeking to keep the law relevant to the day’s values. In other words, the law changes or is a verb, not a noun.
At the end of his presentation, Bhatt observed that business used to be about putting together the puzzle. Seven steps to this, five steps to that, etc. We will see how this process orientation is no longer appropriate. We will be asked to solve the mystery, not create a process. And if/when we bring value to the table to help our clients solve their business mystery, we will be their colleague, their "partner " in helping them solve the mystery then facing their business.
Pretty sophisticated stuff … and lawyers who can "get it," will remain the top lawyers of our profession.
View page
During the last few days, I "manned" an exhibit booth for LawBiz at the annual California Bar Association conference. We had a drawing bowl for lawyers to place their cards to be eligible for a 2 GB flash drive daily drawing.
I am amazed at how many (a lot!) did not carry business cards with them. Don’t carry business cards if you don’t want more clients or more revenue!
And, of those that gave us their business cards, many still don’t have e-mail accounts. To me, that is like not having a telephone number on your card. How is that possible in today’s world? Again, only if you don’t want more clients … and if you don’t want people to contact you.
Put in positive framework, make it easy for people to reach you … make it easy for people to do business with you. They, generally, will not go out of their way to do so.
View page
