Practice Management

Let’s get it out of the way: Referrals still reign supreme when it comes to getting new clients. In the 2025 edition of Greentarget and Zeughauser Group’s survey of decision-makers, “recommendations from sources you trust” is the No. 1 method clients use to find new outside counsel, cited by 92 percent of in-house counsel and 86 percent of C-suite executives. While referrals remain the dominant go-to method for your potential clients, they are also frustratingly finite: Your potential referrals are limited by your personal network. While the Pew Research Center estimates that most of us have about 634 ties in our overall networks, the number of relationships we can maintain for mutual benefit (i.e., I do your legal work, and you refer me to a friend) is 150. So how can you attract clients outside your 150 ties? Let’s look at the other tactics your prospects turn to: Publications and Presentations Writing and speaking take second place with both in-house counsel and C-suite leaders, used by 78 percent and 74 percent, respectively. And for good reason: both provide the equivalent of free samples of your perspective and your approach—exactly why they would hire you. The influence of your writing and speaking is amplified when it is delivered through a publication, organization or event they highly trust. Professional Biography If your law firm website was a store, the biography is your product description, showing potential clients your experience, background and—ideally—the benefits they can expect by hiring you. Bios are reviewed by 67 percent of in-house counsel and 74 percent of business leaders. Related, your LinkedIn profile matters, too: It’s consulted by 62 percent of in-house lawyers and 74 percent of the C-suite. Content While they lack the third-party endorsement of a major publication or trade organization newsletter, blog posts on topics that are relevant to their particular industry or issue are used by a majority of potential clients in the scouting process—62 percent of in-house counsel and 57 percent of executives. Peer-Driven Rankings and Directories Love them or hate them, accolades like Chambers, Benchmark, IP STARS and others still carry weight with more than half of your prospective clients—56 percent of in-house lawyers and 62 percent of executives. Quotes in Relevant Media Outlets Being quoted as an expert source helps with fewer than half (42 percent) of in-house lawyers, but earned media remains a popular way to reach business leaders, with 51 percent considering quotes in their attorney searches. What’s not on the list? Posts on X (formerly Twitter) took a precipitous drop in this edition of the survey, going from use by 48 percent of the C-suite to just 36 percent, and from 21 percent of in-house lawyers to just 13 percent. Meanwhile, law firms should not be overly concerned with their Wikipedia pages, referred to by 24 percent of C-level executives and 13 percent of in-house lawyers. What does this mean for you? To reach potential clients outside your immediate network—and to bolster your standings among referrals who look you up—consider four activities: Pursue writing and speaking opportunities with outlets that are relevant to your target clients. Think beyond bar events; what conferences or conventions do your prospects attend? Where do they speak or sponsor? What do they read? Some light LinkedIn stalking can be very informative. Want to be a true authority in your priority industries or markets? Consider conducting a survey to position yourself as an authority with exclusive insights. Update your firm biography. This website page may be the most powerful document in your marketing arsenal, capturing the attention of two out of three in-house counsel. Make it current and compelling, and make sure it provides evidence of your capabilities, not just claims. Show your expertise through content. Publishing insights and analysis on your firm’s website gives you an owned media channel that can impress potential clients and draw additional traffic, expanding your network even more. Make it useful, current and concise. Take a purposeful approach to awards and rankings. The Greentarget/Zeughauser report refers to these as “icing on the cake” for your prospects; they may not get you the work on their own, but they can serve as a third-party seal of approval in the consideration process. Survey your competition: Where are they ranked? Where can you unseat them? Are there any industry awards—e.g., the ‘Widget Industry Lawyer of the Year’—that could mean more to your clients than another lawyer-to-lawyer prize? Choose one award you can either add or upgrade, and play to win. In 2025, nearly half of attorneys and law firm marketers said that business development will be harder than in 2024, according to BTI Consulting—and that was before increased chatter about a possible recession. In this kind of environment, it’s dangerous to rely on passive referrals alone; improve your business development probabilities with marketing communications tactics that are shown to get the attention of the prospects who matter most.

A Familiar Story of Communication Chaos You’ve likely lived this scenario. It’s Monday morning. You have a deposition at 10, a court call at 2, and a mountain of emails to sift through. Your paralegal pokes her head in: “Hey, did anyone ever follow up on that new lead from Thursday?” You haven’t heard a thing. You join a hastily scheduled Zoom meeting where no one seems prepared. The marketing head talks about leads. Finance interjects with cashflow concerns. Operations need clarity on hiring. Forty-five minutes go by. You hang up frustrated, knowing nothing really got done. Afterward, a partner swings by: “Hey, what did we decide about intake scripts?” You sigh. “I don’t think we actually decided anything.” Welcome to the paradox of modern law firm life: we have too many meetings and not enough communication. How is that possible? Because what most firms suffer from isn’t over-communication, it’s misaligned communication. The Cost of Misalignment According to a study by McKinsey, employees spend nearly 61% of their workweek on “work about work”—status updates, internal communication, and meetings—not actual productive tasks. Harvard Business Review reports that senior executives spend nearly 23 hours a week in meetings, and 71% of them say meetings are unproductive and inefficient. The legal profession isn’t immune. In fact, we might be one of the worst offenders. Lawyers are busy. Everyone is in trial prep, answering client emails, or billing time. So, we add more meetings to fix the problem—weekly check-ins, project updates, all-hands. But instead of solving issues, we drown in overlapping conversations, vague follow-ups, and inconsistent decision-making. At the same time, critical information isn’t shared across departments. Marketing launches a new campaign, but intake doesn’t know how to qualify the leads. A new associate is hired, but no one trained them on file naming protocols. Sound familiar? What this creates is not just inefficiency—it’s exhaustion. Communication Without a System Is Just Noise I’ve lived this chaos. At my firm, we grew from a napkin-and-Panera vision to a $100 million verdict and a thirty-person team. But in the early years, it was messy. We were reactive, putting out fires, and throwing more meetings at the problem. We were trying to scale without a map. Eventually, we discovered that the issue wasn’t just our communication—it was our lack of a system for it. That’s why we built The Way —a law firm operating system designed specifically for small and mid-sized firms. It’s how we transformed our leadership team from stressed-out survivors to aligned strategic thinkers. It’s how we cut meeting time, improved decision-making, and turned our firm into a business we actually loved running. Meetings Aren’t the Enemy—Bad Meetings Are The problem with law firm meetings isn’t quantity—it’s quality and clarity. The Way flips the typical meeting culture on its head. Instead of endless unstructured discussions, we use a rhythm of short, purpose-driven meetings that keep the team aligned and the business moving forward. Here’s how it works: 1. Weekly Check-Ins (30 Minutes Max) We run sacred 30-minute meetings each week with our leadership team. The agenda is simple: Good news (1–2 minutes each) Progress snapshots (quick “on schedule” or “off schedule” updates) KPI review (to make sure the business is healthy) One pressing opportunity (a real problem we tackle together) That’s it. We don’t talk in circles. We don’t problem-dump. We don’t meet unless we have a reason. These check-ins have saved us hundreds of hours. More importantly, they’ve made our leaders accountable for their priorities. 2. Monthly Stops (90 Minutes) Once a month, we replace a weekly check-in with a deeper 90-minute review where we explore three opportunities in the business—things we’ve been observing and tracking. This meeting creates space for reflection, cross-functional problem-solving, and strategic pivots. 3. Quarterly Milestones Every 90 days, we run a half-day planning meeting. We review how the last quarter went, identify missed goals (and why), and reset priorities for the next 90 days. Everyone leaves that meeting knowing exactly what they’re responsible for—and how success will be measured. 4. The Annual Meeting (The Big One) The annual meeting is where alignment becomes reality. We reflect, set our 5-year vision, define quarterly milestones, and recommit to our firm’s values. For a lot of firms, this is the first time the leadership team is truly rowing in the same direction. And that, in my experience, changes everything. Communication = Culture = Results When you implement The Way, something surprising happens: your firm gets quiet. The “just checking in” messages disappear. You stop playing calendar Tetris with everyone’s schedules. Team members start solving problems on their own—because they already know the goals, systems, and expectations. The result? More time. More energy. Better decisions. That’s not just our experience—it’s what the research shows: Companies with highly effective communication practices had 47% higher total returns to shareholders over a five-year period (Towers Watson). 86% of employees cite lack of collaboration and ineffective communication as the main causes of workplace failures (Salesforce). High-performing teams are twice as likely to have clarity on goals and individual responsibilities (Harvard Business Review). When law firms build a communication system that reinforces clarity and accountability, the business doesn’t just survive—it scales. The Magic Is in the Structure The genius of The Way is its simplicity. You don’t need an expensive consultant, a team of MBAs, or a complicated org chart to implement it. You just need to: Run a proper Annual Meeting with a clear destination and quarterly milestones. Create a cadence of check-ins (weekly, monthly, and quarterly). Assign responsibility for each milestone. Track a small set of KPIs to know whether the business is healthy. Stick with it. Over time, you’ll start noticing things: People stop asking what the priorities are. Deadlines don’t slip through the cracks. Morale improves, because clarity reduces stress. Leadership becomes a team sport. No More “Winging It” I’ve talked with dozens of firm owners who have some version of this confession: “Honestly, we’re kind of just winging it.” There’s no shame in that. Most of us didn’t go to law school to run businesses. But here we are. What The Wa y offers is a blueprint—not just for meetings, but for alignment, accountability, and long-term success. You don’t have to wing it anymore. You can lead with intention. You can give your team structure. You can run meetings that actually move the business forward. And if you do, the business you’ve always wanted isn’t just possible—it’s inevitable. Final Thoughts You don’t need more meetings. You need better meetings, guided by a better system. The Way was built by lawyers, for lawyers. It’s designed for small and growing firms who want to stop reacting and start leading. It’s not fancy. It’s not magic. It just works. In our firm, implementing The Way tripled our revenue in three years—not by working more, but by working smarter. If your leadership meetings feel aimless, your team seems confused, or your calendar is filled with noise— The Way might be the solution you’ve been looking for. Let’s stop wasting time. Let’s start building the business you deserve. 

“We just can’t find good people.” Sound familiar? You’ve probably heard it in a leadership meeting. Or muttered it to yourself after another fruitless attempt at trolling for resumes on Indeed and LinkedIn. The truth? Hiring in today’s legal market feels like trying to find a unicorn in a thunderstorm. The great ones aren’t applying. The good ones ghost you. The ones who do come through the door often aren’t a fit. And the question law firms keep asking is: “Where are all the great candidates?” But maybe that’s not the right question. Maybe the better question is: “Why would a great candidate choose us?” Hiring Is a Marketing Problem For years, law firms have treated hiring like a back-office function. Put out a job post. Wait for resumes. Complain about the talent pool. Rinse and repeat. But here’s the wake-up call: The hiring market isn’t an HR issue, it’s a marketing issue. You’re not just offering a job. You’re making a promise. A story. A future. And in 2025, the best talent isn’t looking for just a paycheck. They’re looking for purpose. Your Future Hires Are Watching You Just Like Your Future Clients Are Today’s law students and young lawyers are some of the most values-driven professionals the industry has ever seen. They care about more than salary. They care about: Work-life balance (and not just in the brochure) Whether you actually support mental health DEI efforts that go beyond hashtags Whether your firm aligns with their personal values They’re not just Googling your Glassdoor reviews. They’re scrolling your Instagram. Watching your TikToks. Reading your “About Us” page with the same scrutiny you apply to a closing argument. They’re asking: “Would I be proud to work here?” If the answer isn’t clear, or worse, if it’s no, they’re moving on. If You Want Better Talent, Build a Better Brand The firms that are winning the war for talent have figured it out: Your employer brand is just as important as your client-facing brand. You wouldn’t launch a new client service without a clear value proposition, a compelling story, and a consistent message. So why would you hire that way? The same marketing principles that attract clients should be used to attract top-tier talent: Positioning— What makes your firm different from every other mid-size litigation shop? Messaging— Are you telling the story of who you are and why it matters? Social proof— Are your current employees sharing why they love working for you? Clarity— Do your job descriptions sound like human conversations or legalese soup? Values Are the New Differentiator Here’s the part most firms miss: Culture isn’t ping-pong tables or free coffee. It’s what you believe. And today’s hires want to work for a firm that stands for something. That might be: A commitment to justice reform Being trauma-informed in client interactions Supporting working parents Prioritizing mentorship and growth Whatever it is, you need to say it out loud and often. And not just on your Careers page. On your LinkedIn. In interviews. At law school recruiting events. In every story you tell. Because when your values are clear, two things happen: The right people are drawn to you. The wrong people screen themselves out. That’s what strong branding does. “But We’re Not That Interesting…” Yes, you are. Every law firm has a story. A heartbeat. A reason it was started in the first place. The problem is, most firms forget to tell it. They default to vague descriptions like “dedicated to excellence” or “client-centered advocacy”. Phrases that mean nothing and inspire no one. You don’t need to be flashy. You just need to be real. Tell the story of why your founders walked away from BigLaw. Share your vision for building a practice that values family. Highlight the alumni of your summer associate program who’ve gone on to do amazing things. That’s what resonates. Make Marketing a Hiring Tool If you want to attract aligned, invested, high-performing team members, your marketing should speak to them before you ever post the job. Here’s how to start: Audit your online presence. Would you want to work at your firm based on what’s on your website and social media? If not, fix it. Feature your people. Showcase associate wins. Highlight team culture. Turn your people into your best recruiters. Tell real stories. What’s it actually like to work at your firm? What do you believe in? What are you building together? Lead with values. Define your core values and weave them into your marketing, onboarding, and decision-making. Think like a recruiter. Your job posts should sound like invitations, not requisitions. Sell the opportunity, not just the requirements. Final Thoughts: People Don’t Want Perfect, They Want Purpose The firms that attract the best talent in the next 5 years won’t be the ones with the fanciest perks or the biggest budgets. They’ll be the ones who mean it. Who stand for something. Who show up consistently. Who use marketing not just to grow revenue, but to grow community. So, if you’re struggling to hire: stop tweaking your Indeed ad. Start telling a better story. Because in a world full of noise, the firms that win will be the ones that are clear, aligned, and unapologetically themselves. Want a team that actually wants to work for you? Start marketing like it.

Third party litigation funding is the process where third party funders provide money to a plaintiff or to plaintiff’s counsel in exchange for a cut of the proceeds resulting from the underlying litigation or settlement. Until recently, outside funding for litigation was prohibited by the concepts of “maintenance” and “champerty”. The erosion of these common law concepts first began in Australia, then moved to the United Kingdom, before entering the U.S. and changing the litigation landscape. Over the last fifteen years, litigation funding in the U.S. has expanded from a prohibited practice to a $15 billion market, and one that is expected to grow to over $25 billion by 2030. In patent litigation, conservative estimates presume funding undergirds about 30% of all patent litigation. Litigation funding shifts the financial risks of lawsuits away from firms and individual plaintiffs to outsiders willing and able to shoulder that risk. In contrast to the traditional contingency fee model, litigation funding shifts the risk from the firm to the funders. The financial model of litigation funders allows the risk-shifting. Such investments in litigation are non-recourse loans, meaning that whether the suits are won or lost, the lawyers get paid. In addition, litigation funding may help smaller entities and individuals compete with corporations. Without capital from funders, small businesses and even some non-practicing entities would not be able to take their cases to court because they could not compete against a large corporations’ legal departments, outside counsel, and sizeable budgets. Here, funding gives some patent holders a fighting chance. Litigation funding also benefits patent holders by monetizing their claims up front. For example, an influx of capital from a funder can sustain a small startup, help launch its technology, and defend its interests. Without funding, smaller and startup businesses would need to take on all the risks and costs of litigation, and if they won—whether at trial or by settlement—they would have to wait for the case’s resolution to receive any money. Further, there is an argument that litigation funding increases access to justice. When a smaller entity holds an otherwise valuable patent, but one that it cannot litigate due to financial constraints, litigation funding allows the smaller entities access to litigation. Without funding, a small-time patent holder may have no other recourse or access to justice. Nonetheless, litigation funding is not without criticism. For example, funders may exercise significant control over litigation. This could arise from the terms of the agreement. Or the control may come from calculated decisions about where to file to maximize likely return, or determining the parameters of settlements. Or a funder may determine the parameters of settlements. This type of influence can interfere with the professional independence of lawyers and their loyalty to clients. In a similar vein, funding may contravene the Model Rules of Professional Conduct, which are designed to ensure that lawyers act in the best interest of their clients. For example, Model Rule 1.2(a) says, “[a] lawyer shall abide by a client’s decision whether to settle a matter.” But, in some funding agreements, provisions allow funders to make decisions about whether and when to settle. And, unlike attorneys, funders do not owe a fiduciary duty to the plaintiffs and may not be acting in their best interest. As another example, Model Rule 5.4 prohibits fee-splitting between a lawyer and a non-lawyer, except under some outlined exceptions. However, some funding agreements violate Rule 5.4’s fee-splitting provision because funders are paid a percentage of the legal fees secured by the plaintiff’s attorney. Another criticism of litigation funding is that it allows outsiders to use courtrooms as a trading floor. Such funding can incentivize the filing of non-meritorious litigation. Litigation is expensive, so most businesses avoid it. Indeed, businesses often settle cases rather than engage in protracted and costly litigation, regardless of whether the claims are legitimate. Since litigation funding shifts the risk from plaintiffs to outsiders, there is less risk associated with non-meritorious claims. Lastly, third party funding in patent suits may pose a threat to national security where the identities of funders are hidden. The fear is that this secrecy could allow foreign adversaries to benefit by influencing the American legal system, devaluing existing patents, interfering with innovation, gaining access to sensitive information, including military technology, evading sanctions, or otherwise harming U.S. interests. With these national security concerns in mind, about two years ago fourteen state attorneys general signed a letter expressing their concerns. As Vice Chairman of the Senate Intelligence Committee, current U.S. Secretary of State Marco Rubio and Senator John Kennedy (when he was Ranking Member of the Subcommittee on Federal Courts) have also echoed these concerns. In Washington, U.S. Representative Darrell Issa, Chairman of the House Judiciary Subcommittee on Courts, Intellectual Property, and the Internet, is leading the charge to regulate. The related hearing, “The U.S. Intellectual Property System and the Impact of Litigation Financed by Third-Party Investors and Foreign Entities,” examined IP litigation financed by third party investors and foreign entities, including the impact of those developments on the U.S. IP system and U.S. national security. Following the hearing, Rep. Issa released the Litigation Funding Transparency Act of 2024, which requires the disclosure of any third-party that has a right to receive any payment contingent on the outcome of the civil action and require the agreement creating the right to receive payment be produced to the court and named parties. It would not, however, require disclosure of any individuals or entities who do not receive payouts from funds obtained in settlements or court judgments. The Act further includes exceptions for funders who receive payments solely for the purposes of reimbursement or loan repayment. Ultimately, the Act would require transparency and the disclosure of the third-party funders’ involvement to ensure the court and parties are aware of the agreement. In sum, litigation funding may improve access to justice to smaller entities, shifts the risk from lawyers and or clients to others, and keeps many lawyers employed. On the other hand, litigation funding may threaten the professional independence of lawyers, contravene the Model Rules of Professional Conduct, decrease transparency in the legal system, and pose national security risks. Regardless, as a $15 billion industry occurring in about 30% of patent infringement suits, it is a behemoth that has invited much criticism and some government response.

For decades, law firm financial models have been built on a simple premise: people doing lots of work. The industry has functioned on the billable hour, where time is directly equated with money. It has become a universal metric of value. But that model is standing on the edge of a cliff, and over the next five years, it will be pushed off by the rapid and unrelenting advance of artificial intelligence. We are entering a period of fundamental transformation. The implications are not just about technology, but about values, business models, pricing, training, and what it even means to be a lawyer. The traditional calculus of legal services is about to change dramatically. The Crumbling Foundation: Time-Based Pricing in a Post-AI World The billable hour has always had its limitations. It rewards inefficiency, punishes productivity, and creates misaligned incentives between lawyers and clients. But it persisted because clients had few alternatives. That is about to change. AI, particularly generative models, are already transforming the way legal work gets done. Tools like Harvey, Spellbook, and even ChatGPT are accelerating contract review, research, drafting, and analysis. McKinsey projects that up to 44% of legal tasks could be automated by current technologies. Goldman Sachs suggests that as much as 23% of the work of lawyers could be replaced by generative AI. For clients, this is a game-changer. They will no longer tolerate being billed hundreds of hours for tasks that AI can complete in minutes. They will demand efficiency and transparency. They will seek legal partners who align with their values and needs, not those who cling to outdated revenue models. The Rise of In-House Legal Teams and Legal Ops One significant shift we will see is the continued growth and sophistication of in-house legal departments. As law firms lag behind in adopting AI or cling to the billable hour, clients will bring more work in-house. General Counsels, equipped with AI tools and increasingly trained in legal operations, will build leaner, more tech-savvy teams. In fact, the Association of Corporate Counsel (ACC) reports that 57% of in-house teams are already using legal technology to increase efficiency. The legal ops revolution is not coming. It is here. And it is only accelerating. Clients will simply refuse to pay for inefficiency. They will expect law firms to deploy AI just as they expect them to use email or e-filing systems. Those who fail to do so will be outcompeted by firms that embrace change or by in-house teams that deliver faster, cheaper, and better. A Shift to Values-Based Pricing In this new world, the value of a lawyer will not be in the number of hours they work, but in the judgment they bring. As AI handles more of the grunt work, what clients will pay for is wisdom. Strategic thinking. Creative advocacy. Trusted counsel. Relationships and reputation. This is why we will see a dramatic increase in hourly rates, even as the hours themselves become less central. Lawyers will be hired for the problems they can solve, not the tasks they can perform. Value-based pricing will become normative. This isn’t theoretical. We’re already seeing this shift. At elite firms, partners command rates of $2,000 an hour or more. That rate isn’t about the time it takes to draft a document. It’s about the experience, network, and influence that lawyer brings to the table. In the next five years, that kind of pricing model will become mainstream, not niche. Firms that succeed will shift from selling labor to selling insight. A fifteen-minute phone call that changes the trajectory of a deal will be seen as more valuable than a hundred hours of AI-assisted document review. This is a fundamental reframing of legal value. Implications for Law Firm Business Models These changes will ripple through every part of the firm. First, staffing will change. Fewer junior associates will be needed to grind through discovery or research. Firms will need to be leaner, with a greater emphasis on senior attorneys who can deliver high-value judgment. Compensation models will need to evolve. Originations, relationships, outcomes, and innovation will matter more than sheer billable hours. Firms will invest in knowledge management, AI fluency, and client service over traditional leverage ratios. We will also see the rise of new kinds of firms entirely. Boutique, virtual-first, AI-native practices will emerge and thrive. They will offer flat fees, subscriptions, and project-based pricing. They will meet clients where they are. And they will force legacy firms to adapt or die. Training Tomorrow’s Lawyer If the work of lawyers is changing, then so too must the way we train them. Law schools can no longer produce attorneys who are good at issue spotting and memorization alone. They must cultivate empathy, creativity, adaptability, and business sense. The curriculum will shift. Expect to see more courses in legal tech, innovation, negotiation, and human judgment. Clinics and experiential learning will become even more critical. AI literacy will be as essential as legal writing. And beyond law school, firms will need to rethink mentorship and training. Associates will not learn by osmosis from endless hours in the trenches. They will need structured development and exposure to strategic thinking early and often. The Lawyer as Strategic Partner In a world where machines do much of the heavy lifting, the human lawyer becomes even more important—not as a technician, but as a strategic partner. This is the lawyer who understands the client’s business, anticipates issues, and guides them through risk and opportunity. The human edge will be judgment, empathy, persuasion, and the ability to operate in ambiguity. Lawyers who can synthesize complex information, build coalitions, and negotiate outcomes will be indispensable. This is a hopeful vision. It is not about obsolescence. It is about elevation. AI will take over the mundane so that lawyers can do what they do best: help people solve problems and make better decisions. Conclusion: Five Years to Reinvent the Profession The legal industry has five years. Five years to rethink its pricing, value, and purpose. Five years to reimagine its training, staffing, and culture. Five years to build a profession that is not only AI-resilient but AI-enhanced. The firms that will thrive are those that embrace this moment. That see AI not as a threat, but as a catalyst. That understand that the billable hour is not sacrosanct. That are willing to lead. The upside here is agile firms will be able to serve clients whose matters they were previously unable to serve. Because the future is not about time. It is about value. And the time to start is now. 

In an article I wrote long ago, I encouraged law firm managers and owners not to manage by email. Email is mainly ineffective for conveying messages or instructions to specific employees. Emails can be helpful when conveying firm-wide messages. They can also be used if a law firm is trying to document something for legal purposes with a specific employee. However, email can often be misinterpreted. Frequently, somebody can read an email and take it the wrong way. They may think somebody is upset when they are not, or they might think something is clear when it is vague. Employees Are Not Reading Your Emails Another drawback of sending many emails within your law firm is that few employees read them. Law firm managers and owners often send detailed instructions to other employees, which could involve legal or administrative tasks they want completed. However, with the voluminous number of emails flying on a given day, many employees are not even reading your emails. If they are reading them, they may just be glossing over them quickly. Emails sent after hours are read with even less frequency than emails sent during work hours. this reason, when a law firm owner or manager wants to convey an essential message to an employee, it is almost always better to speak to that person directly. If that is not possible, calling that employee on the phone or having a virtual meeting with them can be far more effective. A law firm owner or manager can email to follow up on the conversation and document it. However, if the instructions are emailed, the employee often has not even thoroughly read the email. They Should Read My Emails Upon hearing this, many law firm managers and owners insist that employees read their emails. They might think the employee is disrespectful or insubordinate by not reading their emails. The reality, however, is that if the law firm manager or owner wants a task done, they need to walk down the hall and talk to somebody, call them, or do a virtual meeting with that employee. Talking to somebody directly increases the chances of the task being done correctly. On the other hand, if the law firm manager is firing off instructions via email, the chances of that task being done correctly infinitely decrease. A law firm manager or owner can insist on sending lots of emails. However, if the emails are not working, the law firm manager or owner needs to change by communicating less by email.

The legal profession, steeped in tradition and hierarchy, is undergoing profound generational shifts that challenge the way law firms operate internally. These shifts reveal the complexities of managing intergenerational leadership and highlight the need for firms to adapt to a rapidly evolving landscape. The Evolution of Leadership in Law Firms Traditionally, law firms have been led by senior partners who rose through the ranks, often dedicating decades to their firms with an implicit understanding of long-term loyalty and eventual leadership. This model emphasized extensive hours, sacrifice, and the eventual reward of equity partnership. However, the career mindsets of younger generations have upended this traditional trajectory. When I was young in my career, the expectation was 60-hour work weeks. The M&A attorney in the office next to me even had a sleeping bag in his office. Unfortunately, I bought into that leadership mentality, and my expectations for my staff were often unrealistic and perfectionist. Over the years, I have realized how important understanding generational influences and expectations can be in altering your career trajectory and how you lead. Today, younger lawyers approach their careers with a vastly different set of priorities. For many, the goal of making partner holds less allure, and work-life balance is a non-negotiable cornerstone of their professional lives. This generational shift is not inherently negative; in fact, younger lawyers’ ability to set clear boundaries and advocate for balance is commendable. However, these boundaries often collide with senior leadership’s expectations and working styles, creating friction within firms. The Challenges Facing Leadership Leadership in law firms now faces the dual challenge of honoring the well-established demands of client relationships while navigating internal generational dynamics. Increased Pressure on Leadership: Senior leaders are more taxed than ever as they strive to bridge the gap between maintaining client satisfaction and accommodating the workstyles of younger lawyers. While young attorneys excel at setting boundaries, firm leaders’ responsibilities often extend beyond their own professional boundaries—responding to clients at all hours, mentoring associates, and driving business development. The result is a leadership cohort at risk of burnout as they shoulder the burdens of these shifting expectations. Client Expectations in a Changing Landscape: Clients themselves are evolving. They demand efficiency, innovation, and responsiveness, leaving little room for the traditional methods of operating that once characterized the legal sphere. As client needs evolve, law firm leaders must adapt and ensure their teams align with these expectations while maintaining internal harmony. How Leaders Can Embrace Change and Be Impactful Adapting to these generational and client-driven changes requires intentional strategies. Below are a few actionable approaches for law firm leaders: Foster Open Communication: Leaders must prioritize transparent, consistent dialogue across all levels of the firm. Understanding younger lawyers’ motivations, challenges, and goals can help bridge the generational divide. This includes creating forums for associates to share their perspectives and leadership to share insights into the broader business implications of their decisions. Lead by Example in Boundary Setting: While it’s critical for younger lawyers to set boundaries, firm leaders must also model sustainable practices. Demonstrating the importance of taking breaks, delegating effectively, and respecting personal time can help shift the firm’s culture to one of mutual respect. Innovate Career Pathways: Recognize that the traditional path to partnership no longer suits every associate. Leaders should explore alternative career trajectories within the firm, such as hybrid roles, project-based leadership opportunities, or client-facing non-equity positions. Some law firms are even creating flexible hour arrangements for associates that allow a “choose your own adventure” type model that can change when the associate’s circumstances change. For example, Steptoe LLP recently introduced flexible billable hour tracks for associates as part of their revamped compensation system, allowing lawyers to tailor their career progression to their personal and professional needs… Invest in Leadership Development: Equip partners and senior attorneys with the skills to manage intergenerational teams effectively. This includes training in emotional intelligence, change management, and mentorship tailored to varying generational needs. Recognizing this industry-wide challenge, we are working with key collaborators to develop a unique conference and training initiative to help professional services organizations, including law firms, address these intergenerational leadership issues through targeted learning and development initiatives. Use Leadership Voices to Drive Cultural Change: Senior leaders must be vocal advocates for evolving firm culture. By aligning internal strategies with client expectations and fostering a workplace where all generations feel valued, leaders can shape a more cohesive and resilient organization. Intergenerational leadership within law firms is no longer a theoretical challenge but a practical reality requiring immediate attention. By understanding the differing perspectives and motivations of today’s workforce, law firm leaders can turn these challenges into opportunities. With intentionality and innovation, leadership can create a thriving firm that meets the needs of its people, clients, and the broader legal market.

Effective Client Engagement Strategies for Law Firms In today’s competitive legal market, client engagement is not just a buzzword—it’s a necessity. Law firms that prioritize and excel in client engagement are more likely to foster lasting relationships, earn repeat business, and gain referrals. Here, we’ll explore effective client engagement strategies that can help law firms stand out and succeed. 1. Understand the Client Journey Effective client engagement starts with a deep understanding of the client journey. This involves mapping out every touchpoint a client has with your firm, from the initial inquiry to the final resolution of their case. By visualizing the client journey, law firms can identify opportunities to enhance the client experience and address potential pain points. 2. Personalize the Client Experience Personalization is key to building strong client relationships. Clients want to feel valued and understood. Law firms can achieve this by tailoring their communication and services to meet the individual needs of each client. This could involve personalized emails, customized legal advice, and remembering important dates like case milestones or client birthdays. Small gestures can make a big impact. 3. Leverage Technology Incorporating technology into your client engagement strategy can streamline processes and improve the overall client experience. Customer Relationship Management (CRM) systems can help law firms keep track of client interactions, preferences, and history. Well-utilized GenAI tools have the potential to increase efficiency and reduce client costs. Additionally, client portals can provide a secure and convenient way for clients to access documents, communicate with their legal team, and stay updated on their case progress. 4. Communicate Proactively Proactive communication is essential for maintaining client trust and satisfaction. Law firms should keep clients informed about their case status, relevant legislative and regulatory updates, upcoming deadlines, and any changes that might affect them. Regular communication can prevent misunderstandings and demonstrate that the firm is diligently working on their behalf and keeping them top of mind even when not engaged in an active case or transaction. Furthermore, being available to answer questions and address concerns promptly is crucial. 5. Develop a Strong Online Presence An effective online presence is critical for client engagement. The majority of clients find, evaluate, and interact with firms online. Law firms should invest in a professional website that provides valuable information and is easy to navigate on desktop, tablet, and mobile. Additionally, maintaining active social media profiles and publishing regular blog posts can help establish the firm as a thought leader and keep clients engaged. Online reviews and testimonials can also bolster credibility and attract new clients. 6. Offer Educational Resources Providing educational resources is a great way to engage clients and showcase your firm’s knowledge. This could include blog posts, FAQs, webinars, whitepapers, and eBooks that address common legal issues and offer practical advice. By offering valuable content, law firms can build trust with current and prospective clients and position themselves as knowledgeable and helpful. High-quality content is also advantageous for SEO, as it is recognized by Google’s algorithm and can boost your ranking in search results. 7. Foster a Client-Centric Culture Creating a client-centric culture within your firm is fundamental to effective client engagement. This involves training staff to prioritize client needs, utilizing technology to support staff efforts, actively seeking feedback, and continuously looking for ways to improve the client experience. Law firms should encourage open communication and collaboration among team members to ensure that every client receives the best possible service. 8. Implement Feedback Mechanisms Client feedback is invaluable for understanding how well your firm is meeting client expectations and where there is room for improvement. Law firms should implement feedback mechanisms such as surveys, follow-up calls, and review requests. And it should not end there—acting on client feedback is essential to demonstrate that the firm values their input and is committed to enhancing their experience. 9. Build Long-Term Relationships Building long-term relationships with clients goes beyond resolving their immediate legal issues. Law firms should strive to be a trusted advisor for clients, offering support and guidance even after a case or transaction is closed. This could involve regular check-ins, providing updates on relevant legal developments, and offering additional services as needed. 10. Highlight Success Stories Sharing success stories and case studies can be a powerful way to engage clients and build trust. Highlighting how your firm has successfully helped other clients can provide reassurance and demonstrate your experience. Success stories can be shared on your website, in newsletters, and on social media to showcase the positive impact your firm has had on clients’ lives. Effective client engagement is crucial for law firms aiming to build lasting relationships and achieve long-term success. By understanding the client journey, law firms can enhance their client engagement strategies and stand out in a competitive market. Investing in these strategies not only improves client satisfaction but also drives growth and fosters a loyal client base. For law firms looking to delve deeper into these concepts, our upcoming online course on client journey mapping offers comprehensive insights and practical tools to master client engagement and elevate your firm’s success. Stay tuned for more information and enroll to transform your client engagement approach.

It’s reported that 69% of employees are more likely to stay with a company for three years if they received a great onboarding experience. First impressions matter, especially when it comes to new hire onboarding. A strong onboarding experience sets the tone for an employee’s journey, significantly impacting retention, productivity, and engagement. But here’s the problem: Most companies miss the mark. Whether it’s due to a lack of time, resources, or a structured plan, onboarding gaps often lead to disengagement and early turnover. So, how can HR teams make onboarding more efficient and enjoyable? Let’s dive into five best practices that will turn your new hires into long-term, engaged employees. What is Involved in Onboarding? Onboarding isn’t just about paperwork and introductions. Onboarding is a structured process that helps new hires adjust to their roles, understand company culture, and hit the ground running. A successful onboarding program includes: Preboarding: Ensuring paperwork, I-9s, background checks, and technology setup are completed before day one. Orientation: Introducing new hires to company values, policies, and their team. Training: Providing role-specific knowledge, compliance education, and career development resources. Integration: Encouraging social connections and mentorship to help new employees feel welcomed. Continuous Support: Regular check-ins, performance goals, and career development opportunities. By structuring onboarding thoughtfully, companies set employees up for success from day one. Why is Onboarding Important? Onboarding is the foundation an employee builds on during their time at a company. If the foundation is shaky, the employee will likely have a harder time finding results. A well-structured onboarding program is important because it should: Improve retention: Employees who feel supported are more likely to stay. Boost productivity: New hires get up to speed faster with the right training and resources. Enhance company culture: Fostering early engagement strengthens team connections. Reduce compliance risks: Ensuring proper documentation and legal adherence prevents costly mistakes. Most importantly, onboarding helps create a sense of belonging—when employees feel valued and understand their role’s impact, they feel pride in their work and are motivated to continue chasing new goals. Now that we understand the “why” behind onboarding, it’s time to explore the “how” with some best practices to ensure new hire onboarding success. Five Best Practices for New Hire Onboarding Success 1. Ditch Generic Training—Make It Role-Specific Nobody wants to sit through hours of irrelevant training. New hires should receive training that is tailored to their specific roles rather than generic content that is vague or too surface-level for what they will actually be doing day-to-day. Effective training includes: Role-specific learning: Aligning training with job responsibilities to accelerate performance. Preboarding assessments: Identifying knowledge gaps before the start date for a personalized learning plan. Interactive learning: Hands-on exercises, shadowing, and mentorship programs to reinforce skills. Role-specific training helps new hires gain confidence and become productive members of the team faster. Plus, using a learning management system makes it easy to customize training plans, track progress, and ensure every employee gets the knowledge they need to succeed. 2. Conduct Thorough Background Screening Onboarding success can actually start before day one. Background screening is a critical step in ensuring you have the right hires with the right qualifications. Your background screening process should involve: Role-specific checks: One-size-fits-all checks won’t fly for certain specialized roles. It’s important to customize your background checks to be role-specific so that you get the most out of them. Efficient screening solutions: Background checks shouldn’t be what’s slowing down your hiring. You should have a background screening solution that can keep up with your hiring needs. Transparent Communication: Being transparent with candidates helps establish trust and avoid frustrations. Staying compliant: Understand federal and specific state regulations to ensure that you are following compliant screening processes. By completing a thorough and specific background check, you can be confident that your new hire is qualified and ready for the rest of the onboarding process. 3. Get Your Paperwork (and Process) in Order HR teams already handle enough paperwork, but onboarding is the best time to ensure proper organization and compliance so you don’t have to retrace your steps later on if you end up facing an audit. Key areas to focus on include: Form I-9 Management: Small mistakes can lead to big fines, so it’s important to double-check that your I-9s are completed correctly or use a solution that helps you ensure I-9 compliance. Automated Task Reminders: Ensure deadlines for required documents and training modules are met. Go Electronic: If you’re still paper-based, consider looking into electronic document management for easier organization. When documentation is well-managed, HR teams can focus more on engaging new employees rather than chasing down paperwork. 4. Make Team Integration a Priority New hires should feel like part of the team from day one. Developing new connections is one of the most exciting and rewarding parts of starting a new role, and you can help them build strong relationships by: Assigning mentors or onboarding buddies to provide guidance and answer questions. Hosting a virtual or in-person lunch where team members can casually chat and get to know each other outside of work topics. Assigning a “first-week project” that encourages collaboration with different team members and gives them an early win. Setting up a “get to know you” survey to match new hires with colleagues with similar interests or hobbies. A supportive team dynamic makes for better results. When new employees feel comfortable, they are more likely to ask questions and not be afraid to speak up, which helps speed up their onboarding process. 5. Follow Up with Clear Goals and Check-Ins Onboarding shouldn’t stop after the first week. Continuous support is the secret to long-term success, and there are several ways you can make sure your new hire is thriving by: Setting 30-, 60-, and 90-day goals to provide achievable milestones and track progress. Conducting regular check-ins to address concerns, offer feedback, and provide support. Gathering feedback on the onboarding process to make improvements for future hires. Providing additional training and development opportunities to help them grow in their role. Consistent follow-up shows that you care about the employee’s growth early on and helps remind them of their onboarding goals so that they continue actively working toward achieving them. 6. What Happens After Onboarding? Now that onboarding is complete, it’s time to keep the momentum going. A strong start is important, but long-term engagement and career development are what truly drive retention and success. Here’s how to ensure employees continue to grow and thrive: Performance Reviews: Establish structured feedback sessions with clear, actionable insights. Set personalized growth plans that align with both company objectives and individual career aspirations. Ongoing Training & Development: Offer continuous learning opportunities, such as skills workshops, cross-training programs, or certifications, to keep employees engaged and evolving in their roles. Mentorship & Career Growth: Connect employees with mentors who can provide guidance, career advice, and leadership development opportunities. Encourage networking within the company to foster collaboration and internal mobility. Employee Engagement Initiatives: Keep employees motivated through recognition programs, peer appreciation, and team-building activities. Cultivate a culture of transparency, inclusivity, and open communication. Investing in long-term employee development helps sustain motivation and drive business success. How to Build Better Onboarding Today Onboarding involves many moving parts, and having the right tools makes all the difference. A seamless process not only ensures compliance but also enhances employee engagement and retention. Mitratech’s HR solutions help streamline and optimize every stage of onboarding, including: Background Screening: Quickly and efficiently verify new hires while ensuring compliance. I-9 Management: Simplify employment eligibility verification and maintain accurate records. Learning Management: Provide structured training programs that set employees up for success. And More! For onboarding and beyond, our HR and compliance solutions are designed to make things simple for HR teams.