How to Hire Law Firms With Ease

Legal matters are something that strike the fear of God in most people’s hearts, because of the complications involved, not to mention the astronomical legal fees one can incur. Legal matters, however, can happen anytime, anywhere and while people know that they must be prepared for anything, it doesn’t erase the fact that it can be quite a daunting prospect and as such, something to be avoided as much as possible.

However, fears of anything new and unfamiliar can be conquered with a proper understanding and learning of the matter. Once you understand the ins and outs of hiring law firms you’ll find that there was actually nothing to be apprehensive about. You need to hire lawyers who are well-versed in the language of litigation.

First of all, determine all the possible reasons why you need to hire a law firm. Of course in addition to wanting your tough legal problem solved, you may also want to hire a law firm because you want to augment the legal team you already have in place to increase your chances of winning your case and at the same time let your adversary know that you are determined to win it. Hiring the best law firm also increases your confidence about winning the case because you have a lot of legal experts behind you. And more importantly, you want to be able to win your case without causing too much of a dent in your bank account.

The next thing you need to do is research. Start with legal directories that will help you shortlist the best lawyers within your area complete with phone numbers and background information. You can also try researching online for law firm rankings, that rank the best law firms according to practice, diversity and region. Of course this will all depend on what type of case you have and the details involved.

A law firm’s expertise is based mostly on the fact that they hire the best graduates from top law schools. Since a lawyer’s core worth is based on his intelligence, knowledge and experience, you will increase your chances of winning your case since they will be updated on all the latest nuances of the law and be able to keep up their end of the defense with facts and figures relevant to your case.

While price is a major consideration, remember that the costs you incur will depend on the size of the law firm you need and want to hire. Solo practitioners usually entail lower costs and fees, small firms usually entail lower costs and more personal interaction, mid-size firms usually have more legal resources and therefore the ability to address your legal issues more effectively and large firms are what you need for larger and more complex legal concerns. When you go online, the best legal websites will have all the necessary information posted.

You will also need to check if the websites have posted their accreditation and certification and have very thorough information about their lawyers’ specialties. There are law firms that allow you to download reports and white papers on very popular legal topics, ones that their previous clients have been through so you can get more insights on your particular case and how it could turn out. The more information you have, the more empowered you feel so go for sites that also offer tips and advice on going through difficult legal matters and how to deal after the smoke clears.

And lastly, go for law firms that are able to explain things in a language you’ll understand. Forget about law firms that go technical, it is important to find one that provides personalized service and are very responsive – one who will actually return your calls because they understand time constraints and value your time as much as they value theirs. While most law firms put on an impersonal fa├žade that they mistake as professionalism, a true indication of a competent and able law firm is one that shows the human side of the legal profession. Clear cut and straightforward about the law but at the same time, showing a sympathetic side.

It is easy to feel daunted or intimidated when you enter a legal situation where you need to hire law firms to get you out of it. As long as you know what you need and want and what to expect, hiring lawyers to champion your cause won’t feel so challenging.

Driving Marketing Change At Law Firms – A Test of Leadership

Although it is never easy to challenge the status quo or achieve fundamental change within an organization – especially at a law firm. Yet change is a fundamental component to success. How does a firm steeped in culture and tradition address these questions? Very carefully. Especially if it is driven by a law firm marketing partner.

Driving change can bring about profound personal and professional rewards. It requires developing a strong vision of the firms identity. I call the process firm sculpting – creating your firms ideal image.

The goal of course is to find that new image and make it powerful – one that will greatly increase client satisfaction and propel the firm’s success. This of course takes true leadership – and that’s the rub.

True leaders have the capacity to articulate a vision and inspire others to pursue it with them. True leaders come from a place of honesty–with willingness to see what actually is and discover what could be through community effort. They bring with them a confidence that gives others the courage to strive for even the loftiest goals.

Your firm’s potential for change lies in the hands of such a true leader. Without a strong individual with the skill to push for change by enlisting rather than alienating others, your firm may make important improvements, but it is unlikely to reach its full potential.

The all-important first step in initiating change is to find such a leader within your ranks. Once you are committed to seeing things change, look around and ask yourself who will lead. (The answer may be as close as your own reflection in a mirror.)

Once the leader is chosen, whether he’s the partner with the most power and seniority in the firm or a more junior partner who is eager and willing to support the process, his or her first step is to identify and enlist the other key players in your firm.

Forming Your Inner Team (the Key Partners)

The next step is to identify the principal members of the team–the inner circle. Most of the time, the inner circle will be composed of key partners and, in some firms, top-level administrators. Without them on board, the probability of creating profound change at the root level is seriously diminished. Bring them on board as soon as possible.
But before the firm does this, it must address a very serious issue. It must know whether the core power base–the inner circle–includes what is referred to as a “Toxic Partner.” Like a drop of poison in a carafe, a single “Toxic” can be fatal to even the most brilliant and ambitious of plans.

Finding Your Firm’s Vision – The Heart of Legal Marketing

Once the leader and the inner circle have been identified and any Toxics have been dealt with, the next step is for your leader to set up a series of meetings to determine what the firm’s values and challenges are and then begin to articulate a vision for the firm’s future. Ideally, a facilitator will be brought in at this point to help keep things on track.
Uncovering your firm’s values is no easier than confronting its challenges. Your firm’s values must inspire the partners if there is any hope of inspiring the firm itself and its clients. When the members of the inner circle envision the firm, they should identify which values move and inspire them. These inspired values must appeal to them at a visceral level, not just sound good. Left to their own devices, many partners (and professional marketers) come up with meaningless phrases like “We live to serve.” Your firm’s inspired values must be held to a higher standard than this.
The values must be concrete and measurable; the first measure is whether they elicit a positive emotional reaction that motivates action. You’ll know when the values defined by the inner circle are powerful enough–endorphins will kick in, enthusiasm will rise and it will inspire people to take action.

Drafting Your Firm’s Master Charter (and Creating Derivative Charters)

The inspiration and commitment achieved during the first seminal meetings will soon be evidenced in the creation of your firm’s master charter. As will be discussed in much more detail in later chapters, it is the inspired values and principles found in the master charter that will guide what we call -derivative charters–charters that belong to your key departments, practice groups and committees.

The master charter must be anchored in the leadership’s inspired values. It is the first evidence of what has been a dynamic, proactive process. The master charter must be real, not contrived. It must be rooted in the leadership’s intentions for the firm and the principles on which the firm will be governed from now on.

The master charter will become the focal point of the firm’s identity. It is the document that articulates the inspired values and priorities of the firm. It will not be drafted in a day–creating it takes introspection, analysis, debate and thoughtful examination. But when it is finished, it is the equivalent of a constitution for your firm. If it is done with excellence, it will both guide and inspire every member of your firm to actions that are congruent with the firm’s identity.

Once a powerful firm culture is in place, the master charter’s norms and values will keep the firm on the path to following its inspired values and will discourage individual or group conduct that is inconsistent with those values.

Once the master charter is completed, many law firms falter. The leadership becomes excited about the new charter and circulates it among the other members of the firm. A few memos go out touting the power of vision and describing the bright future that lies ahead. A few of the more ambitious partners try to rally the troops around the cause, but soon the inspiration begins to pale and the charter fades into the background, with no more appeal than the firm’s letterhead and logo.

Resculpting is for naught unless the people below the leadership level believe that the vision is relevant to their lives. I can’t emphasize this enough: The relevance cannot be illusory; it must be as real to them as their weekly paycheck. So your next step must be to give them both the responsibility and the authority to put changes into action.
In order to do this, I recommend that the firm’s charter be a jumping-off point from which each major department creates its own charter and plan of action within the vision that the leadership has delineated. These derivative charters and the strategic action plans will give the members of the firm a personal stake in their future.

The facilitator, with the support of top leadership, must ensure that each of the firm’s major departments, practice groups and committees is given time and support in crafting these all-important documents. Otherwise the subordinates will perpetually feel that this is the leadership’s vision, not theirs. Giving them the opportunity to participate is the only way to make the vision relevant, and it will also make them accountable for the results.

The challenge lies in getting the inspiration and enthusiasm evoked by the creation of the new vision to truly motivate everyone–all the way down to the people on the lowest rungs of the firm’s ladder. The solution is to empower everyone. Skipping this step will undermine all of the firm’s efforts.

In the end, every member of the firm should be enrolled in the change process. Every member of the firm who comes into contact with clients, vendors, other firms’ attorneys, or anyone else should reflect the firm’s inspired values and identity. Every form of marketing, advertising and promotion should be inseparably integrated with the people who make up the firm.

Bringing the Rest on Board (and Creating Strategic Action Plans)

This last step in reinventing the firm happens once the master charter and derivative chapters are written. To allow everyone in the firm to take part–to take ownership–in the changes the firm is making, the leaders of each of the firm’s major departments, committees and practice groups, in conjunction with each of their respective team members, will construct detailed action plans that identify specific goals, specify time lines and names of people accountable for bringing the goals to fruition. These strategic action plans should be developed for each of the major departments in the firm.
Strategic action plans are developed only after the firm’s charter and the derivative charters have been carved out by the leadership. These charters are the basis for the strategic action plans, which are tangible instructions for making decisions and taking action.

Strategic action plans can be thought of as logical extensions of the firm’s values and beliefs. They are, by nature, imbued with the firm’s culture. They can take on enormous momentum, capable of pushing the firm forward to new heights and performance levels.

Strategic action plans bridge the gap between the firm’s words and its deeds. They provide specific task-driven objectives against which the firm’s leadership, including the managers, can test assumptions and gauge the firm’s departmental performance.

The single most important characteristic of strategic action plans is that they are task-specific–they describe purposes, time lines and responsibilities for the tasks the firm performs. These plans, as well as the specific goals they are intended to achieve, must in the end be measured against both the derivative and master charters.

Although it is never easy to challenge the status quo or achieve fundamental change within an organization, the personal and professional rewards are boundless. Moving away from a firm’s preconceived notions frees it from existing limitations. The vision that emerges from the process of sculpting your firm allows your firm to create a new identity that will greatly increase client satisfaction and propel the firm’s success.

Law Firm’s Social Responsibility Programs – Do Well – Do Good

Law firms, like corporate organizations, plans to undertake social responsibility programs. The main motive of this program is to become a part of social welfare by doing some good jobs. These programs can effectively enhance the market value and reputation of the firm. By this, culture of law firms gets similar to that of their client’s culture. Thus, the staffs and lawyers can improve their work. In other words, social responsibility programs make a firm more concerned, generous and dedicated in terms of time and effort.

People are the products of any law firm, and the supporting staffs and lawyers are responsible for providing quality services on legal matters. Now, these “products” of a law firm can in many ways give their treasure, time and talent to social activities.

Focus and Approach

Social responsibility of a legal firm is to create a difference within the firm itself and within the profession and community. The best effort might not have the expected impact when it is not spread far and wide. When the efforts are much diluted, there is no scope for maximizing the value of the contribution. So, to make effective investment of the resources, law firms need ‘social responsibility focus and strategy’. Efforts related to social responsibility are essentially authentic. The ability and culture of your firm will decide which effort you will avoid or pursue.

Social responsibility and culture of a law company represents the interest of all the supporting staffs together with the lawyers. Meaningful efforts are desirable, and employees’ satisfaction, retention and recruitment, play a remarkable role. Legal services, the core product of any law firm, are the greatest tools to bring social change.

Good Policies Lead To Good Decision

‘Strategy and focus’ lay the foundation to build up successful social responsibility policies. A policy teaches you when you can say “YES” and when you can say “NO”. In a law firm, all the partners are the owners and are free to use the resources. That is why it is quite hard to say NO in a law firm. However, a focused policy will make the task easier and at the same time keep the efforts of the firm on track.

Engagement

A correct social responsibility program not only engrosses checkbook involvement, it also encompasses professional and personal involvement. Active engagement of the staffs and lawyers is the top priority. A new attorney can attain success if he has involvement and engagement with its community, besides possessing legal skills. While providing a review of any lawyer, he should necessarily mention his community involvement.

Corporate sectors check the outcomes of the social responsibility programs undertaken by them and then use these examined result in implementing their efforts in the future. It is advisable that law companies must follow the same track and so the same. Corporate sphere is found to have benefitted from a strategically planned social responsibility programs. A program, having firm guidance and keen focus, is sure to have a greater impact. Commitment of talent and time is necessary for a law firm.

Top Ten Reasons Why Law Firms Should Consider Selective Legal Outsourcing

In the last quarter of 2008 America faces economic challenges never imagined even a few months ago. How will businesses manage and survive the limitations on credit, demand and growth? How does the economic downturn impact lawyers and law firms which service the business community?

It is an obvious fact that businesses can only look at modifying two revenue streams, income and expenses, in order to increase profitability. If income is down and not expected to increase markedly in the near term, clients of law firms will take the hatchet to expenses in order to survive. Legal fees will be under extreme scrutiny. Legal outsourcing, while still a nascent industry, is gaining momentum, being considered in more corporate boardrooms. As the pressures to outsource build, lawyers ponder whether they should embrace outsourcing legal work offshore or resist it. In the face of global economic challenges coupled with the increasing loss of American jobs why would a U.S. law firm want to even consider legal outsourcing? Are there valid reasons why targeted legal outsourcing should be considered by every U.S. law firm?

Several weeks ago I received an email from a lawyer who was considering outsourcing some of the legal work of his law firm. Facing resistance and challenges from many in his law firm who wanted to maintain the status quo, he asked for my advice as to what he should tell his partners. Why should the firm outsource legal work offshore, a practice seen by some as adventuresome and risky, instead of staying the course, doing it “the way we have always done it.” I answered him with the top ten reasons why every law firm should consider selective legal outsourcing:

1. PRUDENT, TARGETED OUTSOURCING WILL RESULT IN REDUCED LAW FIRM OVERHEAD

Outsourcing some legal work to qualified providers in India will result in significantly lower overhead to the outsourcing law firm. In assessing the comparative costs the law firm will be wise to carefully calculate the real costs of employing one lawyer or paralegal. Those costs include salary and bonus, health insurance, vacation and holiday pay, sick time expense, FICA, office space and equipment for the lawyer, paralegal and secretarial staff assigned to that lawyer, pension and profit sharing, auto and parking expense, CLE seminar costs, and other employment benefits such as disability and life insurance. The real annual cost of one lawyer earning a base annual salary of $150,000-$175,000 is more likely in the range of $250,000 to $300,000 per year. NONE of these customary expenses accrue to a law firm utilizing supplemental offshore legal providers.

2. OUTSOURCING WILL ENHANCE LAW FIRM EFFICIENCIES

Selective outsourcing will improve the efficiency of your law firm. Because Indian lawyers work while American lawyers sleep, it will be like your law firm has a full time, fully staffed night shift. Some work can be assigned by a partner at 6 p.m. in the evening and the completed task on his desk when he arrives at the office the next morning. Litigation cases will move more rapidly through the court system with less need for extensions of time.

3. OUTSOURCING WILL RESULT IN IMPROVED LAWYER MORALE

As a child not many of the sermons I heard from my pastor stuck with me. But one, when I was fourteen years of age still rings a bell. He said: “Ninety percent of any worthwhile endeavor is pack work, plugging, day in and day out. Only ten percent of our work tasks are necessarily fun and enjoyable.” I have always remembered that statement. In more than two decades as a trial lawyer I enjoyed strategizing and trying cases to juries. But I did not necessarily enjoy all of the trial and deposition preparation, research and briefing, document review, and other mundane essentials of the practice of law. A law firm which incorporates outsourcing into its practice will inevitably foster more contented lawyers who devote their time and energies to the more challenging, fun and rewarding parts of the practice of law. Only the “chore” legal work is outsourced with the “core” work staying onshore. This allows more time for client interaction and development by the firm’s lawyers.

4. OUTSOURCING WILL RESULT IN OVERALL SAVINGS IN LEGAL FEES TO CLIENTS

Clients of law firms, particularly business clients, are searching far and wide for ways to cut their legal expenses. Many ask why they should pay, for example, $200 to $300 hourly for document review. Gone are the days when legal bills are simply paid without scrutiny. Likewise, the annual increases in hourly rates will not be well received by clients looking to cut costs. Wise law firms put the interests of their clients above their own. What is good for the client will ultimately be good for the law firm itself.

5. THE RULES OF PROFESSIONAL CONDUCT REQUIRE OUTSOURCING CONSIDERATION

The Rules of Professional Conduct of require that: a. “A lawyer should seek to achieve the lawful objectives of a client through reasonable permissible means.” (Rule 1.2) b. “A lawyer shall explain a matter to the extent reasonably necessary to permit the client to make informed decisions about the representation.” (Rule 1.4 b) c. “A lawyer shall make reasonable efforts to expedite litigation consistent with the interests of the client.” (Rule 3.2)

A lawyer is required to explore and discuss with his client all reasonable means of accomplishing the client’s objectives. A lawyer is not permitted to charge an unreasonable or excessive fee. It would seem that a lawyer is arguably required to discuss selective outsourcing as a way of reducing the client’s ultimate fee obligation and furthering the interests of the client.

6. OUTSOURCING “CHORE” LEGAL WORK PROMOTES CLIENT RETENTION AND DEVELOPMENT

Clients have long questioned ever-increasing legal fees for basic, “chore” legal work. However, they felt as if they had no alternative. They needed the legal representation and wanted good quality work. As there was not a significant degree of fee variance from law firm to law firm, clients tended to “stay put.” This trend is beginning to change as clients learn that they have options. Lawyers who outsource selectively are reporting a more contented, loyal client base. Clients who perceive that their lawyers are looking out for the entirety of the their interests, including fee costs, tend to remain committed to their existing law firms and even refer other clients (whose lawyers refuse to outsource).

7. THE COMPETITION IS OUTSOURCING

If your law firm is not outsourcing, be certain that your competition is. On August 21, 2007 Bloomberg. com reported that even long-established AMLAW 100 law firms like Jones Day and Kirkland & Ellis are outsourcing under pressure from clients.

8. OUTSOURCING U.S. LAW FIRMS MAY CHARGE A REASONABLE SUPERVISORY FEE

It is reasonable and acceptable for U.S. law firms outsourcing legal work offshore to charge a reasonable supervisory fee in conjunction with outsourced legal work. It is axiomatic that a lawyer who outsources legal work, whether to an associate, contract lawyer or offshore provider, ultimately remains responsible to his client for the quality and timeliness of delivery of the legal product. If a lawyer assigns the research and writing of a brief to a junior associate, the assigning lawyer will not customarily submit the final work product to the court without review and supervision. So it is with offshore legal outsourcing. Published ethics opinions of the San Diego, New York and American Bar Associations indicate that a lawyer who outsources offshore may charge a reasonable supervisory fee.

9. CLIENTS ARE INSISTING ON SELECTIVE OUTSOURCING TO ACHIEVE COST SAVINGS

Clients talk to one another. Executives of major companies golf and have lunch with one another. Corporate General Counsel attend meetings and CLE seminars, sharing information and ways to increase efficiencies and cut costs. They know about offshore outsourcing and the dramatic cost savings that can be achieved. It is unacceptable, therefore, to ignore legal outsourcing and, as one managing law firm partner told me, have “no appetite” for it.

10. OUTSOURCING WILL HAPPEN.

Doing nothing is not an option. Some are outsourcing. Many more are considering it, whether prompted by keen business sense or financial realities. Outsourcing is like a large, ominous wave a few miles offshore. It is preferable to surf the wave than wait to be engulfed, overwhelmed by its power and left wondering what happened.

British economist Herbert Spencer is credited with originating the term “survival of the fittest” in the mid 19th century. Although also having application to biology, Spencer applied the concept of survival of the fittest to free market economics. In a free market, companies and businesses will do what is necessary to survive. If that means outsourcing some U.S. legal jobs for the greater good of survival of the entity itself, then so be it. The model of ever increasing salaries and expenses for law firms followed by even higher legal fees charged clients cannot sustain itself any longer. Legal outsourcing is here to stay. The wise will take notice, survive and flourish.

Best Law Firms – What Are They?

People have always wanted to consult the best law firms for solving their legal problems. However, it is not easy to find one that can guarantee a solution for all the legal problems a person has to face. There are a select few which have the experience and the expertise of handling a wide array of cases. Most of them that are present in the market usually provide solutions for a few types of cases only. They do not have the lawyers or the support staff that is needed to handle many types of cases.

The legal problems of a person can range from personal injury claims to criminal charges and drug offenses. Not all firms have the expertise in handling all these cases. Only the best law firms have the resources available to them to take up all these cases. There are many things that add up to make a law firm the best in the business. These things include:

  • Level of experience and expertise of its lawyers
  • Number of famous lawyers present in its ranks
  • Types of cases it can handle
  • The competence of the support staff that works alongside the lawyers

One that has all the above mentioned credentials will soon become one of the top firms in the business. However, it is not very easy to become a renowned firm. It has to make many improvements in its structure to come up to the level of the big firms. These improvements are going to dictate if a firm is going to become a good law firm in the future or not.

The presence of a nice mixture of youth and experience is always good for a company and the same is true for a law firm too. Young lawyers need to be trained so that they become the champions of the future. There is no better way to train the young lawyers then to give them the chance to work alongside famous lawyers. This way the young lawyers are going to gain experience and are going to add to the potency of the firm.

Another way to enhance its portfolio is by increasing the number of services it provides to its clients. People like to consult a law firm that has a solution for each of his problems. Therefore the best firms are always ready to increase the scope of their services. Any new law firm should do the same and keep on increasing its network of lawyers. The international appeal is also necessary, one or two high profile cases can change the reputation of the firm. In order to increase global acceptance a law firm must continue to hire lawyers present in other countries of the world. This way the firm would be able handle the cases from abroad as well. For a law firm to rise up to the top it is necessary that its members work very hard to earn the top position.

Know more about the Best Law Firms in the country