Client Services Bulletin 98-002

Bulletin Number:

99-001

Date:

September 1999

Subject:

Periodic News

1. CONFERENCE / PRESENTATION SCHEDULE

During the upcoming months we will be presenting/attending at the following conferences:

Dr. Thomas J. Venardos will be making a presentation on "Innovative Ways to Promote the Ethical Side of Your Career" to the International Association of Business Communicators in Dallas, Texas on October 8, 1999.
Dr. John W. Olmstead, Jr., will be attending Seize the Future Conference Sponsored by American Bar Association Law Practice Management Section and Lotus Development Corporation, in Phoenix, Arizona in November, 1999.
Dr. Thomas J. Venardos will be speaking and conducting seminars on management leadership to business leaders in Johannesburg, South Africa the week of March 6-10, 2000.
Dr. John W. Olmstead, Jr., will be attending National Bureau of Certified Consultants Annual Conference, San Diego, California, March 2000.
Dr. John W. Olmstead, Jr., will be attending the Legal Marketing Association Annual Conference, Palm Springs, California, March 15-18, 2000.
Dr. Thomas J. Venardos will be attending a Legal-Medical Seminar in Maui the week of April 17-21, 2000. The agenda consists of topics from Plaintiff's Attorney's Agenda to New Technologies for a More Profitable Practice.
Dr. John W. Olmstead, Jr., will be attending the Association of Legal Administrators Annual Conference, Denver, Colorado, May 8-11, 2000.
Dr. Thomas J. Venardos will be hosting a meeting for international business consultants in Vancouver the week of June 25- 28, 2000.

2. RECENTLY PUBLISHED LAW FIRM MANAGEMENT ARTICLES

The following articles which we authored were recently published in The Lawyers Competitive Edge: The Journal of Law Office Economics and Management, West Group:

Trapped In An Insurance Defense Practice: Two Strategic Approaches, by Dr. John W. Olmstead, Jr.
Seven Communication Styles That Can Improve Law Firm Performance, by Dr. Thomas J. Venardos.
How to Reinvent Your Law Practice In Order To Prosper In The 21^stCentury, by Dr. John W. Olmstead, Jr.
How Effective Law Firm Leadership Practices Can Help You Acquire and Keep Your Clients, by Dr. John W. Olmstead, Jr.
Image: An Essential Ingredient For Lawyer Success During These Changing Times, by Dr. Thomas J. Venardos.
Year End Client Satisfaction Surveys – Out Think and Out Service Your Competitors, by Dr. John W. Olmstead, Jr.
Developing A Focused Marketing Strategy, by Dr. John W. Olmstead, Jr.
Using A Firm Retreat To Plan For The Next Decade, by Dr. John W. Olmstead, Jr.
The Development of Responsive Management: Practicing Successful Management Strategies, by Dr. Thomas J. Venardos.

Please note that all of these articles have been copyrighted by Olmstead & Associates. However, copies of these articles can be obtained for references purposes by printing them from our web site at www.olmsteadassoc.com. Copies can also be obtained by calling our office.

Many other fine articles are published in The Lawyers Competitive Edge. To order a subscription contact West Group at (800) 328-4880.

3. SKILL REQUIREMENTS FOR THE OFFICE MANAGER/BOOKKEEPER IN THE SMALL FIRM

Many law firms in the six attorney and under size have shared with us their frustration in staffing the billing and accounting function. Often their investment in computerized billing and accounting systems fails to yield desired results due to poor accounting and management skills. Many small law firms assume that legal secretaries also have requisite accounting and management skills. This author’s experience has been that often this is not the case. Training, skills, and work behaviors are often different. Bookkeepers/accountants and secretaries are different animals. Many small firms are better off creating a accounting/bookkeeping position and staffing the position with a qualified bookkeeper/accountant. For many firms under six attorneys that have fully automated the billing and accounting function and have distributed time entry, this is not a full time position. In such instances many firms have either recruited a part-time bookkeeper/accountant solely for the accounting function or have created a combined position of office manager/bookkeeper. This justified a full-time position.

Look for the following skills when evaluating candidates.

Professional training in bookkeeping and accounting fundamentals as well as management principles.
A basic bookkeeping class should be a minimum requirement.
While a college degree should not be a requirement for the small firm, some college courses in accounting and management is desirable.
Two years+ prior experience in a bookkeeping/accounting position in a professional services firm such as law, accounting, consulting, etc.
Prior experience in a law firm bookkeeping/accounting position is desirable.
Experience with computers and accounting software as well as spreadsheets. On hands experience with the accounting software that the law firm uses is a plus. However, this is often not possible.
Prior office management experience in a law or other professional services firm if this is to be a combined position.
Detail orientated
Professional and able to deal with multiple demands, multiple masters, and the politics of a law office.

4. CHARACTERISTICS OF AILING LAW FIRMS

No management scheme. There is no one to lead the charge – no team effort.
The firm does not have a goal or charted sense of direction.
The attorneys can’t make timely decisions.
Firm management is a free for all.
Things don’t get done because no one is responsible. Conflict exists because anyone may be in charge.
The firm is strong on ideas but weak on implementation.
The firm lacks leadership and focus.
The firm has not found a way to project its image.
The firm is not capable of implementing change.
The firm is too busy practicing law to have time to manage the firm and engage in long range developmental activities
Time spent on firm management by attorneys is not properly rewarded.
The firm does not have practices in place for developing teamwork, communication, partner involvement, management, and training for new people.
Clients are unhappy with the firm’s services and the firm is totally unaware.

5. SKILL DEVELOPMENT SERVICES

Building and Maintaining Effective Client Relationships: A Client Acquisition and Retention Skill Development Seminar for Attorneys

An in-house skill development seminar that focuses on developing essential client development skills and formulating effective behavioral styles.

Improving Staff Interoffice and Client Communications Skills

An in-house skill development seminar that focuses on developing essential staff interoffice and client communications skills and formulating effective behavioral styles.

Ongoing Coaching in the areas of leadership, marketing, and client development

6. CALL FOR AUTHORS

We would like to thank all of the authors who have contributed articles and helped us with the launch of "The Lawyers Competitive Edge". The response has been tremendous. However, we are always looking for article submissions from individuals involved in law office management desiring the professional recognition that results from having articles published in professional journals. Articles can be short such as general tips or lengthy. Dr. Olmstead is particularly interested in quality material on topics relating to law firm strategy and competitive advantage, leadership, human resources, marketing, and general management including technology.