Essential Law Practice Management for GALs
Transcript of Essential Law Practice Management for GALs
Essential Law Practice Management for GALs
Office of the Child’s Representative
March 2014
Reba J. Nance Colorado Bar Association
Director, Law Practice and Risk Management [email protected]
Manage Your Time and Track Projects
Good time management Enjoy your life Get more done Reduce stress – prevent malpractice! Better assist your clients Pursue your higher goals
Manage Your Time and Track Projects
Understand your relationship to time You can’t control what you don’t understand Figure out where your time goes Outlook’s Journal feature
Do an honest self-assessment
Manage Your Time and Track Projects
Getting Things Done by David Allen Capture everything you need to get done Discipline yourself to stick to the system Think in terms of “next action” Use placeholders for everything you need to do Do a weekly review to keep on track
Manage Your Time and Track Projects
Getting Things Done by David Allen Projects You can never just “do” a project If there are many steps, try outlining For recurring projects, create a reusable outline You need a “stake in the ground” for all steps
To Dos are succinct, neat
Manage Your Time and Track Projects
What do I do now? Context Time available Energy available Priority
Manage Your Time and Track Projects
Context What could I possibly do, where I am, with the
tools I have? Electronic sorts are invaluable! Could I return calls? (is there a phone available?) Am I currently running errands? (what other errands
are on my list?) If I am at the office, don’t look through “at home” tasks
Manage Your Time and Track Projects
Time Available How much time do I have before I have to do
something else? If you have given tasks an estimate, you can sort by
the amount of time it takes
Manage Your Time and Track Projects
Energy Available How much energy do I have? Do I have enough to devote to the analysis of a case? Do I only have enough to do something “mindless?”
Manage Your Time and Track Your Projects
Priority Out of my remaining options, what is the most
important thing for me to do?
Manage Your Time and Track Projects
Weekly Review Go through all your placeholders “To Do” electronic and paper folders “Projects” electronic and paper folders “Waiting For” electronic and paper folders “Someday/Maybe” electronic and paper folders Last week’s calendar
Manage Your Time and Track Projects
Summary Capture everything – write it down – get it into the
system One point of entry Do it when you think of it Be sacred with your calendar Review everything once a week
Manage Your Time and Track Projects
Summary (continued) Be realistic! Keep the big picture goals in mind Don’t be too hard on yourself JUST DO IT!
Common Pitfalls – Solos and Small Firms
Trying to do it all Determine your strengths Outsource Delegate What is my time worth calculator http://www.learnvest.com/2011/02/whats-your-time-
worth/ Enter your salary, how much income you have after
expenses, how much free time you have, is cutting costs or saving time more important
Common Pitfalls – Solos and Small Firms What is my time worth
calculator http://www.learnvest.com
/2011/02/whats-your-time-worth/ Enter your salary, how
much income you have after expenses, how much free time you have, is cutting costs or saving time more important
Common Pitfalls – Solos and Small Firms
Burn out Losing track of projects/to dos Create @Waiting For folder in Outlook
Not taking time for administrative tasks Ignorance of your financial situation Outstanding billables Realization rate
Strategies for Working in a Multidisciplinary Law Office
Maximize use of support staff UPL http://www.coloradosupremecourt.com/Regulation/UP
L_Injuction_Listing.htm Get them to bond with callers Delegate! Guidelines for the use of paralegals http://www.cobar.org/index.cfm/ID/106/subID/23108/CLAS//
Strategies for Working in a Multidisciplinary Law Office
Maximize use of support staff Train them Using email at work Signature Duty to supervise Confidentiality
Strategies for Working in a Multidisciplinary Law Office Software training www.lynda.com www.microsoft.com Google it
Train the trainer
Docketing and Scheduling Issues
Dealing with the “cattle call” Keep track of To Dos by category @Errands @Calls @Home @Computer
Become mobile Access to your documents, contacts, calendar,
etc.
Docketing and Scheduling Issues
Keep your calendar two ways Electronic or paper-and-pencil Feature calendar tickler to do
Stand-alone vs. integrated
Conflict Management and Morale
Dealing with lay people and non-legal professionals Tell them when you return phone calls Have your staff call them back Tell everyone your expectations Keep track of your promises (and live up to them!)
Conflict Management and Morale
Dealing with staff Avoid finger pointing What happened? How do we fix it? How do we make sure it doesn’t happen again?
Meet regularly Keep them in the loop “Please” and “Thank You” Share your expectations
Conflict Management and Morale
Dealing with staff (continued) Speed vs. accuracy Efficient vs. personable Shooting from the hip Accept inevitability of conflict Don’t avoid conflict
Conflict Management and Morale
Dealing with staff (continued) Stay calm Maintain the moral high ground Partner with HR (if you can!) Document meticulously Don’t think in terms of winning
Conflict Management and Morale Working with inter-generational staff Differences in how they communicate Differences in what motives them Differences in how they view their job Generational Differences in the Workplace
http://rtc.umn.edu/docs/2_18_Gen_diff_workplace.pdf
Conflict Management and Morale
Work-Life balance List the important categories Health Finances Family Friends Home Self Work
Finding the time Slot it onto your calendar
Constructive Performance Evaluations
Criticism vs. constructive feedback 360-degree appraisals Self-evaluations On-going No news is good news
Constructive Performance Evaluations
3 key elements Clear identification of job standards Consistent, objective measurement of whether
standards are being met Self – evaluation Ranking systems Always-Usually-Sometimes-Seldom-Never-N/A
Provision for clarification and feedback
In Conclusion
Good law practice management means You’re more efficient Your clients are better served You make more money You’re less stressed!