Category: Training & Orientation

Social Media Policies: The Impact On Your Practice

With the rapid rise in the use of social media both professionally and personally, the challenges become huge to preserve possible evidence. From text
messages on individual cell phones, to videos on YouTube, to  READ MORE


A Law Firm with a Sense of Humor

Is it an oxymoron to say law firm and sense of humor in the same sentence?  Apparently not.  Creating a fun atmosphere attracts employees.

Back in the day when I managed firms hands-on, I tried to introduce humor into the workplace whenever possible.  My colleagues at other firms did not approve.  They thought everything about law firm life should be serious, dignified, and . . . yawn . . . never fun.  I never had a problem encouraging some of their top employees to make a leap to the environment I worked so hard to craft.

This week’s edition of ABA Journal Law News Now headlined a story entitled “Fake Summer Associate Hired in Prank by Law Firm”.  Of course, I had to look at the article and accompanying video.  Hilarious!  And a great recruiting tool, too!  You can be sure that associates across the country who are looking for a great work environment where they can have fun and do challenging work as well, will be hankering for a chance to join their team.

Jay Edelson is the founder and managing partner of Edelson LLC, as well as the instigator of this great prank.  KUDOS, Jay.  Your firm’s web site says your firm is different from other firms in most aspects, and clearly that is true.  You’ve figured out that hard work and a fun work environment are not mutually exclusive.  And in fact, when you actually allow and even encourage people to enjoy themselves while working, you will always get greater dedication and a superior work product.  If you can introduce fun into the learning process, it will enhance the process considerably.

There’s much to be learned from this simple prank.  Read Edelson’s blog post from Oct 15, 2009 in ABA’s Legal Rebels, in which he describes his training / mentoring philosophy.  Take it to heart.  He knows whereof he speaks.


Lessons for Managing Partners

How does a managing partner learn to be a great managing partner? How does he or she even know what makes a managing partner good at what they do? Is there a road map or book of directions to follow? Most importantly, where do you find inspiration to up your game?

If you are a managing partner of a large firm of 50, 75, or 100 or more lawyers, there are a couple of annual conferences you can attend to find out. These conferences are hosted by well-known international and national consulting firms. The quality of any one of these conferences is consistently high. The cost is exceptionally high. But where the future success of the firm is concerned, the price is no meaningful obstacle.

The only problem is that the solutions presented at these conferences may not be useful for your firm if it is not “BigFirm.” Such was the sage advice of Michael W. King, Esquire, the long-term managing partner of Stock and Leader in York, PA. Following his attendance at the inaugural What You Didn’t Learn in Law School Conference, he wrote, “My administrator and I enjoyed and learned from the conference. It was particularly helpful to be surrounded by other firms of roughly our size. Many of the programs I’ve attended are dominated by the 100+ lawyer firms, and while the issues are the same, the solutions are usually not.

There’s an old saying that success is one part perspiration, and one part inspiration. Where does a managing partner go to find that inspiration? Following her attendance at the inaugural What You Didn’t Learn in Law School Conference, Joni Berner, Esquire, the managing partner of Berner & Klaw in Philadelphia, PA, wrote, “I started writing this email in my head when I was driving home Saturday afternoon. The conference was fabulous. The content was interesting, well-paced, organized and informative. More than that, however, something about the process set loose my imagination about the present and future course of my firm, and I am exhilarated. I finally feel like I know what I’m supposed to be doing — and, it’s not just stamping out today’s fire or announcing great ideas ‘we should do’ with little or no follow up.

I founded the Managing Partner Development Institute to provide educational and other resources to managing partners of small and mid-sized firms. Tailored solutions to meet the unique needs of the silent majority of firms which have been ignored for too long. Our second conference is fast approaching. It will be held at the Pittsburgh Marriott City Center on January 11th and 12th. If you’re from a small or mid-size firm, don’t miss it! My partners and I promise that it will provide an invaluable road map to success in your role as managing partner, and for your firm, all with a heavy dose of inspiration.


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Our Love – Hate Relationship with Email

Not since the fax machine has anything had such an impact on law firm operations as email has. Yet, despite the ubiquitous role of email at law firms, it is not a perfect relationship by any means. Email is an imperfect medium at best, and is prone to creating problems if not handled carefully. In fact, just about as soon as there was email, people were getting fired for using it incorrectly. In an article entitled “Our Love / Hate Relationship with Email,” which was recently posted to the web site of Freedman Consulting, the author explores the pros and cons on this medium, and offers a solid tip on where to find email etiquette training.

All attorneys and staff should read this article.


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Employee Training: Guaranteed to Be One of Your Firm’s Best Investments

A recent TechnoLawyer exchange prompted this writing. The exchange started out with a post regarding case management software. It morphed into a diatribe regarding the complexity of CMS and various other kinds of software. Ultimately, one attorney pronounced that in his opinion well written and designed software should be usable without need of any training. Yeah, right. He went on to say he would not buy or keep software which did not meet this benchmark. I sure hope he enjoys using that quill pen.

In 1986 a law firm asked me to figure out why it’s staggering investment in a state-of-the-art word processing system had not resulted in increased productivity or reduced staffing levels. It took me very little time to determine that lack of training was the problem. Staff were using the equipment and software like electronic typewriters. And in many cases, the lack of training actually caused people to produce work slower than they would have on an actual typewriter. The investment was more a liability than asset. In fact, I theorized that the firm’s staggering 67% employee turnover rate was in some part directly attributable to the technology implementation.

The managing partner and executive committee were not convinced. From their perspective, people were busily producing work on the equipment provided. Moreover, they felt that having state-of-the-art technology would draw and keep people at the firm. Nonetheless, I was given a free hand, albeit non-existent budget, to devise and implement a training program.

The training program included specific task-related software training. By that I mean that the people being trained were asked to provide input on what tasks they needed to perform with the software on a regular basis, and the training was specifically designed to address those tasks. Regular feedback and additional discussion with staff revealed a whole host of related areas–procedures and other equipment–which required codification and more training.

The training program expanded over time to include not just the word processing system, but copiers, fax machines, telephone and vmail, cost control equipment, time & billing and accounting procedures, file opening and closing procedures, and so forth.

Current employees began to participate in the training and orientation of new employees. And in doing so, they both improved their skills further, and made additional suggestions on how to improve the program. New employees were surveyed at the end of their 90 day introductory period to determine how effective the training and orientation program was, and how it might be improved. Continual tweaking fine tuned the process.

The impact of the training and orientation program became quickly apparent. Turnover dropped dramatically. In one year it fell from 67% to around 35%. In another year turnover was further reduced to 17%. By the end of the third year turnover was under 5%, which was lower than the average for the geographic region.

As turnover reduced, morale improved for both staff and attorneys. Unexpectedly, the attorney turnover rate started to drop as well. Profitability improved significantly.

During the same time, productivity increased dramatically, and staffing ratios began to morph. The firm was able to migrate from an attorney/secretary ratio of 1:1 to a 1.5:1 ratio by the end of the second year. After almost four years the ratio was mostly 2:1. This further enhanced profitability.

There is no doubt that training and productivity are strongly related concepts. They go hand in hand. But it goes much further than that. Effective training performs a dual function: it educates people and it motivates them to work harder and better. There is a reward that organizations reap when they pay attention to people and show them the organization is concerned about them. In simpler terms, we know that people spend such a large portion of their daily lives at work that they need to have a sense of belonging, of being a vital part of a team. When they do, they produce better. It’s simple motivation: pushing the right buttons to everyone’s benefit; employee and employer.

There have been actual studies regarding the effects of training. Results of one such study on human and social capital was presented at a Joint Conference of the European Commission and European Investment Bank in late 2003. The study measured the rates of return on training capital in terms of value added to the organization, taking into account any reduction in value due to an increase in the separation rate. (I find that one of the chief concerns of investing in training is that employers fear it will make employees more valuable in the marketplace and therefore increase turnover. This study took this factor into account.) The results? In France the ROI was 288%. In Sweden it was a whopping 441%. The conclusion regarding investing in training of employees reached in the study stated “. . .Enterprise training . . .appears to favor innovation, and this should be the source of rises in productivity and competitiveness. Moreover the rates of return are provocatively high.”

A study by an organization called VitalSmart conducted at Sprint, a Fortune 100 company, showed that productivity improved 93% with an investment in employee and management training. As if that wasn’t enough, customer care improved, the external image of the company as an employer improved, turnover reduced, and client satisfaction ratings were significantly higher.

I have been designing and implementing training and orientation programs for law firms for almost 25 years. In every single instance, the return on investment on the part of the firm has been far-reaching and significant, often in surprising ways.

Ok, so here’s the bottom line. I can appreciate the desire of the attorney who posted on TechnoLawyer to purchase only software programs that require no training. I can appreciate that the same way I appreciate my own desire to be a size 6 again. Sigh! Both have about the same likelihood of happening. The simple fact is that today’s more powerful software programs are more complex. And that includes Word and WordPerfect. In order to get the “bang for the buck” out of your investment, you need to train. Then train again. Then do follow-up training. Studies show that people, no matter how smart, and no matter how adept the trainer, will only retain about 40% of what they’ve been trained in. And that 40% is a “use it or lose it” proposition — if you don’t put the new-found knowledge to work immediately, retention starts to drop dramatically and quickly. Hence the need for repeated retraining.

Similarly, our firms have become increasingly complex organizations. It’s no longer realistic to expect people to “just know” what to do. If you want to hold onto people, and if you want to maximize productivity and profitability, you need to invest in people to ensure that they can hit the ground running, and have the stamina to go the distance. Your firm will always reap a greater reward than it’s actual investment.


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