Heather Gray-Grant is a business strategist, marketing expert and executive coach who works primarily with small to medium sized law firms. In her article she shares lessons learned on how to effectively manage remote working by law firm attorneys and staff along with the significant implications respective to marketing, HR, technology, firm strategy and administration.
OK, you have gotten through the body of your presentation satisfactorily. Time to relax, right? Nope. There is one hurdle left: The question and answer period. This is when some presenters wilt and others shine. With a few tips, some experience and a modicum of intestinal fortitude, you can shine every time. Jerry Lawson’s extensive experience as a speaker is put to good use in this article as he provides best practice advice for each stage of your presentation.
Imagine what a lawyer does on a given day: researching cases, drafting briefs, advising clients. While technology has been nibbling around the edges of the legal profession for some time, it’s hard to imagine those complex tasks being done by a robot. And it is those complicated, personalized tasks that have led technologists to include lawyers in a broader category of jobs that are considered pretty safe from a future of advanced robotics and artificial intelligence. As Professors Elizabeth C. Tippett and Charlotte Alexander discovered in a recent research collaboration to analyze legal briefs using a branch of artificial intelligence known as machine learning, lawyers’ jobs are a lot less safe than we thought. It turns out that you don’t need to completely automate a job to fundamentally change it. All you need to do is automate part of it.
Good-faith disagreements are a normal part of society and building strong relationships. Yet it’s difficult to engage in good-faith disagreements on the internet, and people reach less common ground online compared with face-to-face disagreements. There’s no shortage of research about the psychology of arguing online, from text versus voice to how anyone can become a troll and advice about how to argue well. But there’s another factor that’s often overlooked: the design of social media itself. Amanda Baughan and her colleagues investigated how the design of social media affects online disagreements and how to design for constructive arguments.
Jim Calloway is Director of the Oklahoma Bar Association Management Assistance Program and co-author of the ABA books “How Good Lawyers Survive Bad Times” and “Winning Alternatives to the Billable Hour: Strategies That Work.” In this article he explains how beyond secure document sharing, client portals for law firms can serve as a “virtual lobby” for clients and potential clients.
Nicole L. Black’s third article in a series discusses the value of an expansive new report from the ABA, Practicing Law in the Pandemic and Moving Forward: Results and Best Practices from a Nationwide Survey of the Legal Profession. The results cover a broad overview of topics ranging from the impact of the pandemic on the legal profession to post-pandemic expectations and recommendations for both legal employers and individual lawyers.
Full-time remote work may continue to be with us for some time. Nicole L. Black discusses approaches that forward thinking law firm leaders can use to take advantage of this opportunity and fine tune their management skills for both in-office or remote teams.
Jerry Lawson highly recommends Conrad Saam’s intriguing new book, Own the Map, which encourages lawyers to think about marketing in new and better ways. The author’s primary thesis is that most lawyers should concentrate appealing to potential clients near the lawyer’s location. Saam develops this thesis convincingly, but many will find his sometimes stunningly useful ideas about other aspects of lawyer marketing, like evaluating marketing efforts, even more valuable.
Caren Luckie, Research Attorney at Jackson Walker LLP, acknowledges what so many of us know, that during COVID work from home we have all been very busy, and in many cases, even more than in past years. With no direct, in person contact with customers and clients, Luckie offers proactive ways to build and maintain visibility and value.
Chris Marcell Murchison describes how impactful intentionally using silence can be as useful first step in coming to terms with our own feelings during difficult times.