Post by Gustavo Rocha, lawyer and consultant in management, IT and quality for law firms. He’s the author of Gestão.Adv.br (content in Portuguese only):

Some issues ought to be addressed prior to choosing your law practice software:

1. Ask yourself: where, when, what and who?
2. Is it the appropriate one for your management?
3. Who will be in charge of it?
4. Is it safe?

1. Ask yourself: where, when, what and who?

Where should it be installed: in servers at premises or over the internet? The first means that  its maintenance, servers, newer and better equipment, its all up to you and your firm; while as the latter all is lodged on servers in data centers and all maintenance and backing up is up to the vendor. Being the experts as they are it stands to reason this is the best choice.

When: What’s the firm budget to invest on such a  solution? The best and cheapest? Wrong! The app’s quality should match the needs of your practice. It’s better to start up with a simpler and leaner one rather than one that enables with lots of features but doesn’t meet your needs.

What: or which are your actual demands from the application? Since no software will ever solve all your problems, you’ll need to sort out it will manage for you. Is it the financial aspect of your firm? Is it he matters? Or just the office’s documents? All of the above?  There is no success without planning.

Who: once you have the  answers for the questions above, you are ready make your choice from the offer that is out there.

2. Is it the appropriate one for your management?

This question may sound a bit odd, but is has to be your own practice to dictate what are the goals to your choice of software rather the other way around. Don´t believe the hype that says that software will do it all. Pin pointing the needs in your firm will give a clear vision of what the software will handle for better results.

3. Who will be in charge of it?

It is of the essence that someone at your firm (one familiar and keen to IT) be in charge and trained to deal with the chosen app. It will not be enough that co-workers with management functions are trained to use it. Someone with a knack for IT and with law qualification is the ideal one for the job.

4. Is it safe?

Before signing up for any app, check out the following:

• Where the servers are based at?
• What are the its safety features?
• What are the requisites for your firm to access the data center?
• Should you cease the contract to using the app, how will all your data be retrieved?
• Be sure that you only sign up for the minimum services.

These and other questions are  valid when installing  software in your premises:

• How is the backing up made?
• Is there external backing up?
• How many licenses are there in the cost, for installing?
• How much will the invest cost?

Finally, I leave some tips that apply to any software:

• Always check whether or not a new client is already registered in the system.
• Do not type with just higher case, use both high and low.
• Log in the most data possible.
• Avoid misspelling and grammar glitches.
• Pdf or word format for annexed docs.
• Passwords should be altered after a given time.
• Passwords should be at least 6 characters long containing letters, numbers and special ones i.e.   #=)$(%/&
• Deadlines, tasks, diligences and so on must be logged in and scheduled so they can be searched using an array of easy and intuitive filters.
• Never forget to click the SAVE button.
• Submit data that will reflect on future reports. Logging in data just for the heck of it is a waste.
• Pay special attention when selecting data from the app’s boxes and/or columns. The mouse wheel may play tricks on you.
• Always have more than one access to the Internet at your office.
• Always save and back up the way your vendor advises to.
• Many solutions automatically issue reports. Make the most of this feature and always check data up before printing.
• Make a daily use of the app you’ve chosen. Have it running at all times and submit the most data possible.
• If by any chance you can not access the system or any feature within it, take it easy and contact the system administrator or who’s in charge of it at the office. There might     be different levels of clearance.
• How’s the client support? Does the vendor charge you for it? Do not overlook this point.

Post by Gustavo Rocha, lawyer and consultant in management, IT and quality for law firms. He’s the author of Gestão.Adv.br (content in Portuguese only):

What would become of us without the time we have?

We keep complaining about having not enough time, but we only worry with what we have to do, not with time itself.

Worrying with tasks alone, leads to the conclusion that there’s lots to be done.

By looking objectively at the time we have, we come to find that we may more of it than we thought by dismissing useless actions that we only are aware of by taking time to manage time.

Having time doesn’t mean having nothing to do. It actually means that you have managed your time better so that work, pleasure and leisure are part of your daily routine. Here’s an article with an interesting reflexion on the subject:

“Time management

The simplest way to increase productivity is to manage your time better.  While many time management techniques sound like common sense, that does not mean they are easy to implement.

Start by identifying troublesome areas:

• How often are you interrupted?
• How do you manage disruptions?
• Can you section off blocks of solid work time?
• Do you make “to do” lists and prioritize them?
• Do you have a flexible work schedule?
• Do you complete your work during regular work hours?
• Do you micromanage?
• Do you take on all tasks yourself?
• Can you say “no?”

Plan how to avoid situations that can waste your time, including:

• Poorly completed work that must be re-done
• Phone calls, email, mail, casual office talk
• Lack of delegation or improper delegation
• Information that is not easy to find or use
• Too many review cycles or layers of approval
• Multiple meetings that aren’t useful
• Postponing your work
• Unclear goals or objectives
• Excessive paperwork
• Too little time and too much work
• Lack of authority to make decisions or too many levels of decision making
• Only dealing with crises
• Perfectionism
• Poor organization

Identify the time management techniques that will work best for you, including:

• Manage your stress
• Prioritize your tasks
• Organize
• Follow your schedule
• Avoid useless memos, travel, conversations, emails
• Don’t procrastinate
• Do the hard parts first
• Start as soon as possible
• Carve out blocks of time for important things
• Delegate wisely
• Give attention only to items that need it
• Don’t let others give up and pass off tasks on to you. Help them to figure out how to accomplish their own tasks, if necessary.

Effective time management begins with taking a single step.  Identify one or two action items from the list above, and start today.”

Now, do you honestly think you worry about time? If you do, just learn to manage it and turn your life around.

Post by Gustavo Rocha, lawyer and consultant in management, IT and quality for law firms. He’s the author of Gestão.Adv.br (content in Portuguese only):

“Efforts and courage are not enough without purpose and direction.” John F. Kennedy

This quote summons something fundamental in the present world: Where should I aim my ideas and energy at? More often than not we come up with brilliant ideas, wonderful goals that don´t leave the planning stage or even get to be written down.

Why is that? Though we have the labour force need, have the will and guts,  the know how for all to work out at times we forget to ask the way and we are left with no objective direction at all.

For instance, buying new facilities for our business headquarters. This is an input of great value appreciation for our practice. How can this be achieved with no financial planning that embodies a secure way to that end?

It sounds simple, not for most, though. Anyone can have dreams, growth goals and figure out the way to reach them. “Figure out” being key, here.

Here are three tips, towards that end:

1- Write down
2- Turn PDCA over
3- Be practical

Putting your goals into paper so you can always remember: prioritize and timing. If not there’s always the chance that parts of the planning and follow up are lost, etc.

PDCA - plan, do, check and act is an excellent way to put a plan into motion.

Be practical: sounds easy but it isn’t. Theory and practice have to be in sync on all that concerns the project, in order to be so. A holistic approach is needed i.e. a full comprehension of all risks, values and odds involved.

To conclude:

Searching the horizon is the first step. Getting there is up exclusively to which steps you set yourself to take…

Post by Gustavo Rocha, lawyer and consultant in management, IT and quality for law firms. He’s the author of Gestão.Adv.br (content in Portuguese only):

I’d like to share with you all a situation that I was in recently, not just because it is hilarious, as well as a good example of planning (or the lack of it):

Every time I have to visit a certain client of mine, I park my car in a parking lot near by and there it stays for the entire day, every week.

One of these weeks, after leaving the client, I got to the parking lot at 5.40 PM and found no one there. The reception booth was empty. I clapped (the parking lot is next to its owner’s home), honked a few times, waited for nearly 30 minutes and still nobody showed up. I drove away without paying for the parking.

The following week I arrived at that parking lot around 9 AM and nobody was there, again. Open but no one at the reception booth.

When I got back at 11.30 AM the parking owner was there. After having paid for the previous week worth of parking, I asked him how come no one was there.

His answer: ” You see, the reception worker is away on vacation and since there’s no replacement I myself open and close the parking, though during the day only the security cameras control the cars in and out. Many of those I don’t collect the parking fees ’cause I can’t control it.”

Moral of the story: not planning ahead can change the way a company is viewed overnight (I never had any complaint regarding the parking lot up until then).

How often does this happen in companies? Not planning ahead employees vacations, just ‘fixing things’ along with someone unfit for the job.

It is paramount that companies understand every employee’s function, so that substitutions can be adequate and companies do not loose identity.

A client that quits you service for it being a bad one, won’t be back and will bring along and spread that stain on your company’s image.

Make planning a part of your company’s DNA. Now and always.

Post by Gustavo Rocha, lawyer and consultant in management, IT and quality for law firms. He’s the author of Gestão.Adv.br (content in Portuguese only):

What is your plan B? Usually we call Plan B to an alternative plan other than the main plan, a back up plan.

What’s your plan A? Searching for alternatives in your market share, rekindling contacts with clients, newer products, and so on, all are part of your present strategy and how you approach the market.

And what’s your plan B? None? No alternative?

Not that we are saying your plan B should be a different businness altogether. Not at all. A plan B may not be used at the present, but may come in useful in the future.

For instance: A firm deals with physical individuals, i.e. consumers in colective suites. This is your plan A. The products range from Brasil Telecom shares to fawlty goods. Great; this firm has got a market, its goals are set and it thrives.

What would be its plan B? Sticking to the same businness core (physical individuals), while broadening the product base (to areas such as labour, social security, family) marketing these new offers and by gathering new clients.

Having a plan B doesn´t mean to give up plan A.

A plan B means that you can get more from your practice.

A plan B means to take a chance on new markets.

A plan B means to be aware of market nuances.

Prepare to glimpse an opportunity in all that you do. Be it a chat with a friend, an hearing or a partnership.

That’s where opportunities are. If they don´t interest you, pass them onto whom they might. Become a business reference rather than a mere lawyer (thus adding value to your profession).

The world of business, more than just a lawyer, demands a professional widely connected to  most walks of life and market, not single minded but with broadened knowledge.

What’s your plan B? Share it with us.

Post by Gustavo Rocha, lawyer and consultant in management, IT and quality for law firms. He’s the author of Gestão.Adv.br (content in Portuguese only):

“Direction is more important than speed “(Roberto Scaringella)

This also recalls for Seneca’s words:“If you don’t know where you are heading to, no wind will favour you”

More and more teams are focused on achieving goals, results and growing, growing and growing. But, to what purpose? A financial one?

Yeah, why feel surprised? Finance is not a purpose. Purposes are tangible plans or dreams yet to be fulfilled. It won’t be speed that will make them happen.

No direction means you don´t know where you are going to.

If you have no direction, any planning will be no help at all.

Use speed only when you know where to go.

Speed up only with a plan.

Speed when you get the big picture.

Setting a fast pace to your team but no direction, will keep a yearn to succeed that is not possible to know if it can be attained.

Reach your goals by planning. Keep the speed within your planning. Just running is for those with no plan.

Exercise planning your goals day by day, whether they are short, medium or long term ones. Update your goals. Write them down.

To conclude, make your planning the speedometer for your practice.