Edward Poll
Dolan Media Newswires
Staff members are a critical part of any law firm, serving as important resources—but only if lawyers empower them by allowing them to provide service and receive education.
Clients should be able to connect directly with the folks of a law office who have an impact on their matters or can provide answers to questions. The client who walks away with an answer, even if it’s not from the lawyer, is generally more satisfied or less agitated than he would have been with having to leave a message for a return phone call. A happy client is a satisfied client, who will more likely provide business referrals. By no means is the staff person practicing law; but a properly trained and supervised staff is integral to your service mission.
Such integration is often difficult for lawyers who tend to be more skeptical, and intense and less interactive and able to take criticism than people in general. Such a lack of inclusiveness, if not proactively addressed, can create a dysfunctional firm.
Education and personal growth are essential. Building a team is inseparable from giving everyone in the office—including staff—the opportunity to learn skills that provide better service and enhanced performance. Everyone should take client service education programs. Education and training are not just a function of continuing courses for lawyers.
Training on business realities is available at community colleges. Giving staff the right training and support will give the lawyers enhanced confidence in the team.
Staff members must have a clear understanding of what they are supposed to do and are responsible for. A comprehensive job description is essential, with specific tasks and performance standards. When people understand what to do and how they are evaluated, their performance is more likely to be positive and accomplishments greater.
Clear job descriptions can prevent one of the most consistent lawyer failings: wanting the “perfect” employee. What job descriptions support is the role of the “desired” employee—competent, highly skilled, congenial, and committed. Just as lawyers represent specialties in their area of expertise, so, too, does the desired staff employee.
Defining what the firm’s needs are for each staff position and making clear what it takes to meet them is essential.
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Edward Poll, J.D., M.B.A., CMC, is a law practice management thought leader and contributor to this publication. His website is at www.lawbiz.com.
