Change
is inevitable.
Law firm changes are due to many factors including client
demands, staff requirements, operations and marketplace
opportunities.
Dealing with and directing the changes requires
considerable effort from management (attorneys and administrators)
and staff.
Enhancing a law firm’s office practices and developing
client services are positive changes that should take place in all
law firms.
Each type and size of law firm will have different
priorities and focus such as: 1) Young and small law firms have
less organization requirements and more client focus.
They have the energy to develop new clients while putting
business plans, long term budgets and office systems on a low
priority.
2)
Law firms that have transitioned to more attorneys and more staff
require attention to the operation of the business as well as
providing more client services.
3) Older and large firms have established procedures in
place for operations and their delivery of legal services.
All types of law firms experience a variety of changes.
All changes should be planned, discussed, announced,
tested, tried and re-evaluated to be effective in managing firm
operations and the delivery of legal services.
Management can plan for new systems to provide case
management, document assembly or electronic communication and
planning is essential when changing how a firm will provide legal
services.
Discussing changes with staff provides insight in how
changes in operational systems will be used and how these changes
will effect on the staff.
Attorneys should continually discuss changes needed in the
type of legal work the firm provides to stay competitive and to
offer the best legal service to the client.
Announcing when and what changes will occur is a vital step
in any transition.
Attorneys as well as support staff feel more at ease with a
new system when they have been informed before the change is
implemented.
Management is charged with testing new systems and new
types of legal services so that when these systems and procedures
are implemented they work as advertised.
When changes are implemented, firm leaders should use the
terms tried and re-evaluate with firm personnel to give employees
confidence in managements view of the new system or procedure.
Knowing that management is open to suggestions gives
employees a means to discuss the effects of the changes.
Employees should be empowered to make decisions and their
ideas for system improvements should be solicited and valued.
If a change adversely effects firm operation, prompt
response from management will keep morale up while correcting any
problems.
The goal of a law firm should be a balance of change and
consistency and law firm leaders must stay in touch with the
changing demands of clients, firm operations and staff while
providing a secure base for employees.
Administrators should have the ability to step back from
the day-to-day demands of operation and see the big picture to
communicate results to shareholders and partners.
Regular management meetings between managing partners and
administrators ensure that the re-evaluation process is ongoing
and that the firm is moving toward balance.
With managing partners and administrators working together,
managed change will be perceived as good, providing new goals for
staff, eliminating operational problems and improving legal
services to clients.
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