1. Find the right mix of people to staff your
firm. Think about the money you spend on finding and training new
people, hiring the wrong people, and how expensive it is to fix the
problem. Our suggestion is to hire talent as high up on the scale as
possible, hire fewer people, and offer incentives such as health
insurance, retirement plans, and continuing education.
2. Outsource creatively. Perhaps money is better
spent on typing large projects such as briefs, by an outside typing
service than tying up a legal secretary who can be more productive and
profitable doing other work. Outsource substantive work to qualified
legal assistants who can do the work you would otherwise do. This
allows for more than one job being done at a time.
3. Be sensitive to your clients’ needs. Create
strategies for getting the jobs done the best and most efficient way.
Try to anticipate what your clients will need in the future.
4. Get business from other attorneys by becoming
known in your field. Write, speak and participate in bar activities.
Strive to do exceptional work. Be fair in your fees and be timely. Try
hard to be well respected and liked. Send handwritten thank you notes
to those who send you work. Never forget a referral fee.
5. Foster the sense that everyone in your firm,
from the file clerk to your partner, has something to do with your
commitment to take care of clients.
6. Track and analyze the cost of producing legal
services. Track your costs from quarter to quarter and find ways to
cut costs in each area, i.e. if e-mail or fax can be used instead of a
long distance call; if computer programs cut out "reinventing the
wheel" for certain projects; if covering an employee only with
health benefits when his or her spouse has benefits available through
their own employment.