In most law practices, a qualified professional can predict the costs associated with operating a firm relatively accurately. Most expenses are easily forecasted including salaries, facilities and technology. However, revenue is a bit more difficult to predict.

Organizational change is the only way to be proactive, rather than reactive, in continuing to develop your firm from the ground up. Krystal Champlin, the CEO of RJH Consulting, discussed taking steps to grow your law firm in a Zola Suite-sponsored ALA Webcast on April 14th.

When considering a lateral move to another firm, it is important for an attorney to make the appropriate inquiries into each potential firm. A thorough investigation into any potential new firm is necessary, now, more than ever as the COVID-19 pandemic has changed the practice of law. Remote work is very common and will continue to exist. A prudent potential lateral will examine the new firm’s financial documents and meet with firm leaders to gauge the firm’s overall health. A lateral candidate does not want to join a firm that is not financially sound or has not adapted to the current environment. By doing so, attorneys risk losing their clients, who are more likely to seek new counsel with a more stable firm, if they feel their current attorney has not performed proper due diligence when moving the practice.

When considering starting a boutique law firm, there are many issues that need to be addressed prior to the first day of business. For instance, if a lawyer is leaving another firm, it is critical that the lawyer read any documentation or current firm policies regarding clients and transferring data. The lawyer should make sure that the departure is as transparent and non-adversarial as possible. In some instances (especially with equity partners), it would make sense to engage a business attorney.

Every year, we look forward to heading to Chicago for ABA TECHSHOW to join fellow tech-enthusiasts for new product announcements, informative sessions and panel discussions, and networking with partners, colleagues and clients. Despite this year’s conference being held virtually, we are still excited to share a few of the over 1200 updates that we’ve made to Zola Suite since last year’s event.

2020 was a year of trials and tribulations which cultivated a desire for greater understanding from other people. Now in 2021, “human compassion towards co-workers and clients will be an expected and welcomed change” according to Nancy Griffing and Robert Rice, both partners with 3545 Consulting. The two spoke on the topic and highlighted the ways in which compassion will marry with technology and what this means for the future of the legal industry on February 25th, during a Zola Suite-sponsored ALA Webcast.

Congratulations! You have decided, either as an individual or with a group of colleagues, to open your own law firm. There is a lot to do and many choices to be made. Everything from office location, firm name, domain name, business cards, internet and phone services to computers (Windows or Mac) must be decided. You may get to the point where you feel you just do not want to make another decision, but decide you must.

Global Workplace Analytics predicts that approximately 30 million U.S. employees will regularly work from home within the next two years, which is six times more than before the COVID-19 pandemic. Remote work is now commonplace, and will remain so for quite some time. With the increase in employees working remotely, law firm leaders have become even more concerned about keeping employees engaged in their work. While there is no one-size-fits all solution, mentorship programs can help. Mentorship has long been a staple in most firms, and while it’s more logistically challenging these days, it’s never been more critical to employee engagement and professional development.

As a lawyer, you start off your work day by checking your emails. You see one regarding a task that needs to be done, so you forward the message to your legal assistant. You then receive a reply with questions regarding the task. You reply, and so begins a long email thread. A week later, you’ll add to that thread when you inquire as to the status of the project. It’s an all too common, wildly inefficient, scenario that plagues legal teams.