Author: legalboardsdev

One thing to come out of the COVID-19 pandemic is the increased implementation of remote work. Whether that be only partial, to make a hybrid situation, or fully remote, where we work has changed.

For many law firms, implementing remote work was a considerable feat. In a short period, firms needed to strategize and implement work-from-home policies. Working remotely has both benefits and challenges, but can be done effectively.

James Cotterman, a law firm consultant with Altman Weil, told the ABA’s Journal that he saw small firms struggling more than larger competitors, particularly firms focused on consumer-oriented law:

“The pivot to remote work was more challenging with less robust tech support and clients less likely to engage or pay timely,” Cotterman says.

When we talk about remote work, the first thing that comes to our mind is adopting tech tools. We may not know which tool will be best, but we do know what problems these tools need to solve.

From communication to file management, moving to remote work requires software to improve business operations.

However, this is only one aspect of remote work. Another important part to creating a positive remote work experience is moving past the traditional way of working in a physical office through a change in our mindset.

How to Implement Remote Work Effectively

There are multiple benefits to working from home, but the key is to learn how to take advantage of them. Remote work is common for startups and technology companies.

For example, Legalboards’ team has worked remotely since its foundation. Our team is located in different countries, continents, and time zones (North America, Europe, and South America). But what can companies do to use remote work to scale?

• Hold frequent team meetings: checking in with your team about the technology you’re using is important. Getting feedback on how they are adapting to working remotely and their experience with the technology solutions is key;
  
• Get organized: remote work requires a high level of organization. Tasks, projects, matters have to be organized in order to be efficient. With in-person work, a team member could go to someone else in the office for help, remote is not that simple;
  
• Clearly outline workflows: using clear procedures for everything you have to accomplish so everyone on your team knows what to do. Team members need to be able to know what the process is and what their next steps of a project will be;
  
• Use effective communication tools: establish which technology tools will be used for communication. With some solutions, communication can be almost the same as being in person; and
  
• Find software that solves a problem: creating synergy between your team’s work, dynamic, and a technology solution. Getting feedback about tools from your team while being open to changes is key. Only with testing software with your team, can you determine if it’s the right choice for you. Take advantage of trials and demo sessions (like ours) to learn more about the tool and test it with your team to make the final decision.

Hybrid Work in the Legal Industry

The increased trend of hybrid work being implemented is also seen within the legal industry. With loosening pandemic restrictions, a hybrid work model blends remote and physical workplaces.

Hybrid work may look different from firm to firm with some practices opting for specific work-from-home days and policies to allow for flexibility.

The legal industry has adopted this model as a consequence of the pandemic and following the Court’s virtual changes. Virtual hearings, mediations, etc., allowed lawyers to adopt a hybrid model of work.

Lawyers can experience the comfort of working at home while seeing the benefits of increased productivity and reduced costs. We can expect to see a hybrid model implemented for the foreseeable future- if done correctly.

Law firms have been investing in the right technology tools to keep this model effective, and at the same time, provide value to their clients. To learn more about what lawyers can expect to see in the future, check out this article.

The legal industry was forced to quickly adapt to a new digital world during COVID-19. While some practices were adopting new technology prior to the pandemic, many had to make a quick pivot. One thing is for sure, 2020 and 2021 will be marked by the rapid adaption of technology and automation.

As a result of the pandemic, almost every industry has quickly implemented some type of technology. For the legal industry specifically, some of these changes were long overdue. Legal innovation through increased use of legal technology is key to sustain growth within the industry.

But, what trends can lawyers expect to see continued into 2022?

Legal Technology in 2022

For 2022, there can be no doubt that lawyers will continue to look at adopting new technologies in order to embrace the challenges that come with the world’s “new normal” while remaining competitive.

Some key trends from 2021 can inform us about the future:

1. Remote (or hybrid) work is here to stay;
2. We will continue to rely on technology to assist with daily tasks through automation; and
3. The challenge of productivity with increased competition within the industries.

An increase in reliance on technology to make daily tasks easier is shown through the increased implementation of automation to handle tasks.

Besides helping lawyers with repetitive and/or administrative tasks and helping with volume of work, automation also can be great for new team members.

Why is Automation Important?

McKinsey Global Institute estimates 23% of work done by lawyers can be automated by existing technology. Automation can look different for every practice as there is a variety of types of automation. One example is task-chain automation- check out our guide to task-chain automation to learn more.

A main kind of automation is workflow automation. The goal of any type of automation is to simplify a process. Workflows are predetermined processes within which lawyers can track their matters, tasks, and procedures.

By tracking these items, lawyers can gain insights into their firm’s productivity and collaboration in order to prevent any snags in workflows. By using software (like Legalboards) to automate workflows, law practices can see significant improvements in their firm.

Software can improve the efficiency of their operations, reduce the learning curve associated with onboarding, and help visually organize matters. And, perhaps most importantly, automated workflows allow for the opportunity to learn about, analyze, and improve their processes over time.

How to Get Started

A great place to start with workflow automation is identifying high-volume, repetitive, and time-consuming tasks.

For example, using software that can customize and automate workflows for each work type ensures the legal team receives sufficient information to complete the task and reduce errors.

It’s important to keep in mind that the goal is not to automate 100% of a legal task but rather to achieve improve the efficiency of parts of a task wherever possible.

Legalboards provides all the tools to create complete workflow automation so you can save time on your daily tasks (and reduce errors!) to spend more time on what’s important.

Schedule a demo with us today and see how we can help improve your practice in 15 minutes.

Matter management is a crucial part of running a law firm – particularly for solo and small practices. A critical part of keeping firm overhead low is finding solutions that are effective yet low in cost. Newer software and applications can make a big difference in terms of efficiency.

However, implementing technology can create an issue involving finding appropriate solutions that don’t work merely as digital filing cabinets. Instead, case management systems must be customizable, provide value, and offer a real solution to a problem or challenge faced.

Features of The Technology

Matter management technology helps manage information about a case – type of case, who’s working on it, budget – and track updates throughout the matter’s progression to completion. Some of the benefits of matter management technology include:

• Upgraded organization. Legal teams can overcome challenges like misplaced or lost files and client information, miscommunication regarding timelines and workflow, and miscalculations about case status, timelines, and milestones with matter management technology.
• Improved client experience. Case management solutions streamline back-end processes, enabling a firm to function more efficiently both internally and with clients. For example, with a case management solution, all available activity concerning the intake or matter will be retrievable as soon as a potential client contacts the firm.
• Increased automation. Each case requires the completion of hundreds of small tasks – forms to fill out, documents to send, legal issues to address – all critical yet highly time-consuming. Matter management software takes repetitive everyday tasks off the shoulders of the legal team through automation.
• Enhanced collaboration. Silos separate data and slow down progress. However, increased communication among team members facilitated by case management technology translates into greater efficiency and more successful outcomes.
• Enriched analytics. Depending on the solution, matter management technology might reveal which cases are lagging in terms of resolution and help to keep them moving forward. For example, Legalboard’s time automation feature allows users to allow a specific time for each stage of a matter before a reminder is sent out.
• Elevated communication. Even when team members work remotely, with software, they can provide timely updates regarding all aspects of a case to everyone involved.

Depending on the specific matter management technology employed, many integrate with other software to provide a well-rounded solution to manage legal matters from start to finish.

Implementing Technology

To get the maximum benefit from a matter management solution, law firms need to implement technology that reflects their workflow and helps improve it. Automating processes to help streamline case management is an excellent place to start.

However, decision-makers must ensure that the software offers solutions that are applicable through the entire lifecycle of the case, including billing, invoicing, and administrative functions.

Legal matter management software is a tool to manage cases, not just file away information. So, if you’re ready to turn your digital file cabinet into an automated system, contact us to create your first matter board – for free – today.

3 Essential Management Books for Lawyers

Law school traditionally teaches students how to think like lawyers, not how to manage the business side of a law firm. However, practicing law is a profession and a business, and although each requires different skills, attorneys must master both to be successful. Here are some books that aim to school lawyers in what it takes to run a prosperous law practice: 

Book 1: Attorney and Law Firm Guide to the Business of Law: Planning and Operating for Survival and Growth, Third Edition by Edward Poll

Ed Poll, a respected columnist and management consultant with over 40 years of experience in business and law, celebrated the 20^th anniversary of this book with an updated third edition. “Attorney and Law Firm Guide to the Business of Law,” addresses all aspects of running a law practice and helps lawyers understand business functions like finance, marketing, and human resources. It also provides valuable suggestions for technology tools.

Modern practices require updated solutions, not more of the same. In this book, Poll helps lawyers understand what has changed within the legal industry, and how they can adapt, adopt, and innovate their practices. Whether you’re just starting out or looking to update your operation, this book can put you on the road to success. 

Book 2: Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos by Heidi K. Gardner

For collaboration to be smart, it must be done right. In this book, Harvard Business School professor and lecturer Heidi Gardner explains why collaborating across silos is messy, risky, and expensive and how to do it more effectively. In “Smart Collaboration,” Gardner explains how firms earn can increase income, encourage client loyalty, attract and retain top talent, and be more competitive when they know how to effectively collaborate. 

Published through Harvard Business Review (HBR), this book provides actionable insights into how to better develop teams, business plans, and improve the bottom line. Gardner has received praise for her clear methodology and how helpful the book is for any firm providing knowledge-based service.

Book 3: How to Do More in Less Time: The Complete Guide to Increasing Your Productivity and Improving Your Bottom Line by Allison C Shields and Daniel J Siegel

Time is money for lawyers, and although most attorneys work long hours, many still do not have enough time to get everything done – not even considering the business aspects of their job like marketing, business development, and strategic planning. 

“How to Do More in Less Time,” offers helpful tips and tricks on how to get and stay organized while navigating time constraints. The focus is on combining the authors’ programs to improve productivity – encouraging readers prioritize tasks, eliminate bad habits, and adopt new strategies. Want to do 90 minutes’ worth of work in 60 minutes, or maybe even 30 minutes? This book is for you.

Ready to Boost Productivity with Technology?

Our automated practice management solution can help your legal team maximize productivity and fit in time for essential business management activities. To learn more, contact us today.

Most law firms don’t struggle with automation because they lack tools.

They struggle because work breaks between steps.

If you automate tasks before you fix how work moves, you don’t get clarity.

You just move confusion faster.

Automation needs something stable to attach to.

A clear workflow.

So the question is simple: where do you actually start?

If you want a full breakdown of how workflow automation works in law firms, start here.

Why most law firm automation projects start in the wrong place

Most firms start automation in one of three ways.

They start with tools.

They buy something that promises automation, then try to force their work into it.

They start with isolated tasks.

They automate a form, a reminder, or an email, but the matter still has no structure.

They start with symptoms.

They add more reminders because things keep slipping.

• More alerts.
• More checklists.
• More “did you get my email?”

Here is the problem.

Automation needs a defined workflow.

If your team does not agree on what stage a matter is in, no automation can fix that.

If nobody owns moving work forward, automation will just create more noise.

Practice management automation works when it makes work move.

Not when it adds more messages.

What to automate first in law firm practice management

Don’t start with tasks.

Start with where work moves or gets stuck.

Think in workflow mechanics.

Automate repeated workflow transitions

A transition is when work should move from one stage to the next.

Most firms already have these moments.

They just handle them manually through email and memory.

Examples:

• Retainer signed, create kickoff tasks automatically
• Documents received, create a review step and assign it
• Draft approved, trigger send or file tasks

This removes handoff friction.

When the stage changes, the next work appears.

Automate follow-up points where work usually stalls

Most operational pain is waiting.

• Waiting on client
• Waiting on signature
• Waiting on internal review
• Waiting on missing documents

If your system does not make waiting visible, your team will chase updates all day. That is where operational visibility matters most.

Two rules:

• Make “waiting” a real stage
• Make waiting owned

Even if the delay is external, someone owns moving it forward.

Automate administrative steps after structure is clear

Only after stages and ownership are defined should you automate admin work.

Examples:

• Billing reminders tied to a real stage
• Client updates triggered by actual progress
• Recurring tasks for predictable routines

If you automate admin too early, you send updates that are wrong or premature.

That breaks trust.

What not to automate yet

Most automation fails because it starts in the wrong place.

Do not start here:

A broken workflow

If the team cannot describe the stages clearly, stop and define them first.

Judgment-heavy work

Legal strategy and decision-making should not be your starting point.

Exception-heavy work

If every case is different, automation will become messy fast.

Anything without a clear “done”

If you cannot define completion, you cannot automate transitions.

If you are unsure where to start, this guide helps frame it properly: How to Prepare a Law Firm for Automation

The 3 best places to start automation

If you want a clean starting point, focus on where work transitions and stalls.

Matter kickoff and case setup

This is where many firms start behind.

Define what “opened” means

Trigger task plans automatically

Assign owners immediately

This sets the tone for the entire matter.

Waiting states and follow-ups

This is where most time is lost.

Make these stages real:

• Waiting on client
• Waiting on signature
• Waiting on internal review

Then add simple rules:

• If waiting exceeds X days, escalate
• If something arrives, move the matter forward
• If a signature is completed, trigger the next step

Draft, review, approve, send or file

This cycle exists in almost every firm.

Automate the handoffs:

• Draft complete, create review task
• Review complete, create approval step
• Approval complete, trigger send or file

This reduces unclear ownership and missed handoffs.

It also reduces deadline risk in law firms.

How to know if your workflow is ready

You are ready to automate when these are true.

Your stages are defined

You can list 5 to 7 stages.

Each stage has a clear meaning.

Your entry and exit conditions are clear

For each stage:

What moves a matter into it

What moves it out

Your ownership is explicit

Each stage has one owner.

Not “the team.”

Not “someone will handle it.”

One person is responsible for movement.

Your waiting is visible

Waiting is a stage.

Not hidden in email threads.

You can run a simple test

Take 10 recent matters.

Can you place each one into a stage without debate?

If not, the workflow is not ready.

Start by mapping one workflow here.

A simple starting point for small and mid-sized firms

If you are a 10 to 50 person firm, don’t try to automate everything.

Start with one workflow.

Step 1: Pick one high-frequency workflow

Good options:

• New matter kickoff
• A common litigation cycle
• A standard transaction flow
• Monthly client reporting

Pick the one that creates the most follow-ups.

Step 2: Define the stages

Keep it simple.

5 to 7 stages.

Plain language.

Step 3: Define ownership

Assign one owner per stage.

If this feels uncomfortable, that’s the point.

Step 4: Automate transitions

Start with 2 to 3 automations:

• Stage change creates next tasks
• Waiting triggers follow-up or escalation
• Approval triggers next steps

Run it for two weeks.

Then improve.

FAQ

Do we need new software to start automating practice management?

No.

Most firms already have tools with basic automation.

The real requirement is workflow clarity.

Should we start with intake automation?

Only if intake is your biggest pain.

It is not special.

It is just another workflow.

Do we need AI?

No.

Rules and triggers solve most early wins.

AI comes later.

Who should own automation?

Usually someone operational:

• Office manager
• Paralegal lead
• Operations lead

With partner support.

How long does it take?

You can build a first version quickly.

One workflow

5 to 7 stages

2 to 3 automations

Two weeks to test

The hard part is not building.

It is defining ownership and “done.”

Next step

If your team is still chasing updates, your problem isn’t effort. It’s structure.

Start with one workflow.

Define the stages.

Define ownership.

Then automate the transitions.

If you want a simple way to do this, start with the  workflow optimization checklist