Four Corner Posts of Law Practice Management

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					Four Corner Posts of
Law Practice Management


       Dwain Fagerlund, J.D.
        The Lawyers Consultant
             June 12-13, 2008
Four Corner Posts of LPM
 Finance

 Technology

 Management

 Marketing
BIG Ideas:
Finance, Tech, Management, Marketing

   WHO PAYS THE BILLS?
   PLAN AHEAD
   MAKE DECISIONS IN ADVANCE
   DEVELOP SYSTEMS
   SMALL, INCREMENTAL CHANGE
   WRITE IT DOWN
   FOCUS ON REVENUE
   LOW HANGING FRUIT / LOOSE CHANGE
   DELEGATE
   COMMUNICATE
FINANCE AND TECHNOLOGY
 Finance

     Cash Flow
     Pricing
     Collection of Revenue
     Alternative Billing
     Realization
     Leverage
FINANCE AND TECHNOLOGY
  TECHNOLOGY

     Personal Digital Assistant
     Practice Management Software
     Spreadsheets
     Accounting Software
     Electronic Document Management
     Backup
     Security
Scout Ahead
 Whitewater metaphor

   Scout ahead

   Build dams

   Reach for lifelines
Proactive v. Reactive
    Financial Management
 Proactive:
   Weekly or Monthly review and analysis:
     Points out weaknesses before crisis
      Allow adjustments before major problem
      Promotes strategic action


 Reactive:
   Management by crisis
   Lost opportunities
   Possible crash
Cash-Flow Budget Worksheet
      One Month
                            Budgeted   Actual
Cash In-Flow:
   Fee Income:          $    _____     _____
   Other Income:        $    _____     _____
Total Cash Available:   $    _____     _____
Cash Out-Flow:
   Payroll:
   Attorneys            $    _____     _____
   Paralegals           $    _____     _____
   Administrative       $    _____     _____
Total Payroll Exp.:     $    _____     _____
Cash-Flow Budget Worksheet
     One Month

                          Budgeted    Actual
Taxes and Benefits:
  Payroll Taxes           $   _____   _____
  Group Insurance         $   _____   _____
  Pension                 $   _____   _____
  Other                   $   _____   _____

Total Taxes & Benefits:   $ _____     _____
Cash-Flow Budget Worksheet
       One Month
Office Expenses:                 Budgeted   Actual
   Telephone
   Equipment Rental/Maint.
   Rent
   Utilities
   Dues & Subscriptions
   Taxes
   Insurance-Prof. Liability
   Insurance - Other
   Advertising
   Library Expenses
   Office Supplies
   Prof. Expenses (CPA, etc.)
   Bank Charges

Total Office Expenses:          $ _____     _____
Cash-Flow Budget Worksheet
      One Month
                             Budgeted    Actual
Client Related Expenses:
    Client Development
    Filing Fees
    Court Reporters
    Expert Witnesses
    Travel
    Other
Total Client Related Exp.:   $ _____    _____

Total Cash Out-Flow:         $ _____    _____

Surplus or Shortage:         $ _____    _____
                                            Cash Flow Budget Worksheet

                             [Month]        [Month]        [Month]        [Month]        [Month]        [Month]        Total
Beginning Cash Balance                                $0             $0             $0             $0             $0
Cash Inflows (Income):
   Accts. Rec. Collections                                                                                                     0
   Loan Proceeds                                                                                                               0
   Sales & Receipts                                                                                                            0
   Other:
                                                                                                                                0
                                                                                                                                0
     Total Cash Inflows                $0             $0             $0             $0             $0             $0           $0
Available Cash Balance                 $0             $0             $0             $0             $0             $0
Cash Outflows (Expenses):
   Advertising                                                                                                                 0
   Bank Service Charges                                                                                                        0
   Credit Card Fees                                                                                                            0
   Delivery                                                                                                                    0
   Health Insurance                                                                                                            0
   Insurance                                                                                                                   0
   Interest                                                                                                                    0
   Inventory Purchases                                                                                                         0
   Miscellaneous                                                                                                               0
   Office                                                                                                                      0
   Payroll                                                                                                                     0
   Payroll Taxes                                                                                                               0
   Professional Fees                                                                                                           0
   Rent or Lease                                                                                                               0
   Subscriptions & Dues                                                                                                        0
   Supplies                                                                                                                    0
   Taxes & Licenses                                                                                                            0
   Utilities & Telephone                                                                                                       0
   Other:
                                                                                                                                0
                                                                                                                                0
                                                                                                                                0
    Subtotal                           $0             $0             $0             $0             $0             $0           $0
Other Cash Out Flows:
   Capital Purchases                                                                                                           0
   Loan Principal                                                                                                              0
   Owner's Draw                                                                                                                0
   Other:
                                                                                                                                0
     Subtotal                          $0             $0             $0             $0             $0             $0           $0
     Total Cash Outflows               $0             $0             $0             $0             $0             $0           $0
Ending Cash Balance                    $0             $0             $0             $0             $0             $0
Cash Flow Analysis
 Peaks and Valleys

   Seasonal revenue patterns
   Unexpected expenses
   Lump sum expenses
     Quarterly
     Annual
Financial Analysis
 Data available to make projections may be
  uncertain
 Nevertheless, promotes “what if” thinking
 Explore possible scenarios:
   Best case
   Worst case
   Most likely case
 Understand patterns: “How do a few days
  difference in AR affect cash balance?”
 Over time, level of certainty increases
Pricing
   Inflation
   Expertise
   Market analysis
   Revenue needs
   Delegation
   Goals
Secret to Collecting Fees:
Client Communication - Rule 1.4
 Fee Agreement
   Billing policy
   Scope of representation

 Billing
   Timely
      Accounts Receivable
      Aging
   Well-written
Fee Agreement
 Define the scope of your services
 Define the timing of your services
 Define type of fee agreement
 Provide examples of the services to
  be billed to the client
 Explain the client's obligation for
  costs
 Explain your billing practices
Aging of Accounts Receivable
 Department of Commerce
   Value of receivable decreases:
     10% at 60 days
     20% at 120 days
   Collection rates:
     90% before 60 days
     20% after 120 days


   $250 / hour = $200 / hour at 120 days
Accelerate Collections
 Accelerate collections of accounts
  receivables.
   Allow credit cards
   Watch for "paid in full" checks
   Assign staff to monitor collections and
    communicate with clients
   Weed out no-pay and slow-pay clients
   Get paid up front
Monitor Payables
 Reduce cost related to payables:

     Seek terms / concessions from vendors
     Monitor for duplicate payments
     Use check preparation software
     Use due date tracking system to prevent
      late fees
Bills: Tell a story
            Scope of representation
            Investigation
            Research
            Drafting
            Proper delegation of tasks
            Negotiation
            Discovery
            Motions
            Trial

     Every bill should demonstrate that you are
      ORGANIZED and PROFESSIONAL
Billing: Client Focus
  Document communication
      Consult
      Obtained approval / authorization
      Notified / informed
      Advised
      Evaluated and recommended
      Summarize for clarity update
      Triggers memories of their involvement
       which fosters trust and credibility
Billing: Action / Accomplishment
 Use ACTION words:

     Prepared…
     Completed…
     Investigated…
     Researched…
     Interviewed…
     Responded…
Billing: Be specific
 Include specific details to tell story:

     Who?
     What?
     When?
     Where?
     Why?
Billing
 Record time all day, every day – even
  non-billable
 Bill at least monthly
 Time bills to arrive before 1st of
  month
 Bill immediately upon completion of
  project
 Clients hate getting old bills
 Obtain retainers and charge trust acct
Alternative Billing
   Hourly / Contingent fee still the norm
   Consumer mindset
   Price / Flat fee / Firm estimate
   Clients crave predictability
   Encourages planning
   Provides case plan for staff
   Value / unit billing
Alternative Billing

 Case budget ACTIVITY:

     Choose a case or transaction type
     Outline 5 main activities
     Guesstimate range of fees / costs
     Consider planning backwards
Alternative Billing: budget
Example (litigation):

   Client engagement…………….$_____
   Research / investigation…… _____
   Draft Pleadings…………………. _____
   Motions / Briefs…………………. _____
   Trial……………………………………. _____
Case Plan
 Three columns:

   Checklist of tasks
   Timeline
   Budget

   Less likely to procrastinate
   Files lose value as they age
   Effectively set targets and goals
Realization
   Discounts
   Write-downs
   Write-offs
   Unbilled time

 Skews analysis using hours X rate
 Promotes fogging, churning, rate transfer
 Shoot for 90%
Leverage
 Delegate work to competent staff at
  lowest wage/salary = WIN / WIN

   Saves client money
   Frees more senior staff to work on
    premium priced tasks
   Frees up owners to manage and re-
    charge batteries
Leverage:
Break the Billable Hour Ceiling
 Top earners manage a TEAM
   Senior member is referenced in every
    communication – assures client
   Mandatory roundtable meetings - daily
   Senior member talks to client weekly
   Client can expect specific action weekly
   Cherry pick matters – hand off
   Client perceives extraordinary service
Leverage:
Effective Delegation
   Train, Train, Train
   Supervise
   Mentor
   Staff
   Tools
   Listen and allow participation
     Creates sense of ownership
 Encourage ingenuity and sharing
Personal Digital Assistant (PDA)


   Blackberry
   Palm Pilot
   Pocket PC (Windows)
   Smart phones
     iPhone
     Treo
     Nokia
Do I need a PDA?
   Need constant access to contact info
   Need portable or multiple calendars
   Need portable access to data
   Need reminders
   Frequently away from office
   Need to check email frequently
   Willing to spend time to learn to use
Personal Digital Assistant (PDA)
    Functions

 Store contact information (names, addresses,
  phone numbers, e-mail addresses)
 Make to-do lists
 Take notes
 Track appointments (date book, calendar)
 Remind you of appointments (clock, alarm
  functions)
 Perform calculations
 Cell phone
 Email
Personal Digital Assistant (PDA)
    Functions

   Internet browser
   GPS navigation
   Digital camera / video
   Digital dictation
   Spreadsheet
   Word processor
   Synchronize w/ PC
   Time and Billing
   Games
Practice Management (PM)
Software
 Organizes your office
 Saves time
   Looking for files or information
   Drafting documents
   Determining case status
 Prevents malpractice / ethics viol.
 Enhances communication
   Staff
   Clients
 Financial management
What is PM software?
 At your finger-tips:

      Detailed case information for each client matter
      Calendaring, docketing, reminders
      Conflict checks
      Case notes logged as you work
      Email
      Document management
      Time and Billing
      Accounting
      Document assembly

 It has really become “practice management” software
Common Brands
 Time Matters (Lexis-Nexis)

 Amicus Attorney (Gavel & Gown)

 Practice Master (Tabs3)

 ProLaw Ready
Practice Management Software
 Integrate with Quickbooks, Timeslips
  and other third-party applications
 Track the flow of communications
  within an office
 Phone messages and email are
  routed, organized and stored
 Checks for conflicts of interest
 Records important notes on each call
Practice Management Software
 Start of each day, review:

     Deadlines
     Limitations
     Communications
     To-do list
Practice Management Software
 Open New File

     Phone message: call from potential client
     Conflict check
     Check calendar
     Return call
     Document call
     Follow up correspondence
Practice Management Software
 Respond to client email

     File document in matter
     Check matter status
     Reply to email
     Docket time
Makes Cents
 Save 15 minutes per day looking for
  files or information:

   61.5 hours / year
   $200 / hour
   = $12,500
Prevent malpractice
 Top five claim areas          (LawPro survey 1989-2003)



  1.   Failure to follow client instructions (23%)
  2.   Procrastination (15%)
  3.   Conflict of interest (9%)
  4.   Failure to Calendar (8%)
  5.   Poor communication w/ client (7%)


 Preventable using PM Software
Practice Management Software

   Nerve Center
   Database
   Provides structure
   Easy retrieval
   Directs work flow
   Promotes timeliness and completeness
   Encourages communication
   Captures time
Spreadsheets for Lawyers:
“Pencil to Paper”
 Electronic ledger, calculator
 Organize and manage information
 Promotes “what if” analysis
   Changes easy
   Calculations automatic
 Mini-database – sort data
 Create graphs
Spreadsheets for Lawyers
 Templates pre-set for specific
  purposes:

     Amortization schedule
     Value of Structure Settlement
     Cash Flow Statement
     Allocation of Contingent Fee
     Estate Inventory and Accounting
Accounting Software
 Quickbooks, Peachtree, Microsoft Dynamics
  (Great Plains)
     Payroll and taxes
     Accounts payable (check writing)
     Accounts receivable
     Bank accounts
     Process credit cards
     Time-keeping
     Invoices
     Budgets
     Reports
                                CHART OF ACCOUNTS
           100-199 ASSETS                             400-499 REVENUE


            Current Assets             400 Sales Revenue
100 Cash                               405 Sales Returns/Allowances
105 Petty Cash                         410 Over/(Under)
110 Accounts Receivable                420 Miscellaneous
120 Inventory
130 Deposits (Sales Tax, Rent)                    500-599 EXPENSES


               Fixed Assets            500 Merchandise Purchases
150 Furnitures/Fixtures                510 Purchase Discounts
160 Machinery/Equipment                520 Inventory Variance
170 Vehicles
180 Accumulated Depreciation                600-699 GENERAL EXPENSES


       200-299 LIABILITIES             600 Accounting/Legal/Licenses
                                       605 Advertising
           Current Liablities          610 Depreciation, Furniture/Fixtures
200 Accounts Payable                   615 Depreciation, Vehicle
210 FICA/Federal Income Tax Payable 620 Electricity
220 State Income Tax Payable           625 Insurance
230 Salaries Payable                   630 Interest
240 Federal Unemployment Payable       635 Maintenance/Repairs
250 State Unemployment Payable         640 Payroll Expense
260 Sales Tax Payable                  645 Rent Expense
                                       650 Salaries/Wages
        Long-Term Liabilities          660 Supplies
280 Notes Payable, Long-term           665 Telephone


                                         700-799 CLEARING & SUMMARY
           300-399 EQUITY
                                                    ACCOUNTS
300 Owner's Equity*                    701 Income Summary
320 Owner's Withdrawal*
Electronic Document
Management
 PDF (Adobe Acrobat)
 Scan all incoming
   High speed
   Not OCR
   Fully searchable
 Organize with document
  management software
 Maintain paper backup
 Reduces metadata risk
Automated Document Assembly
   Forms used in more than one matter
   Database of info – enter once
   Info coded to field
   Standard forms
   Custom forms
   Wizard
   Use standard word processors
Backup
   Tape
   External hard drive
   Flash drive
   Online backup

   Redundant
   Off-site / every day
   Test
   Surge / Power outage
Security
Confidentiality: Rule 1.6

   Encryption
   Metadata
   Wireless
   Theft
   Staff policies
Effective Utilization of
    Technology
   Train, Train, Train
   Cross-train
   Tech support
   Maintenance and upgrade plan
   Continuing education
   Listen and allow participation
     Creates sense of ownership
 Encourage ingenuity and sharing
BIG Ideas:
Finance, Tech, Management, Marketing

   WHO PAYS THE BILLS?
   PLAN AHEAD
   MAKE DECISIONS IN ADVANCE
   DEVELOP SYSTEMS
   SMALL, INCREMENTAL CHANGE
   WRITE IT DOWN
   FOCUS ON REVENUE
   LOW HANGING FRUIT / LOOSE CHANGE
   DELEGATE
   COMMUNICATE
Four Corner Posts of
Law Practice Management


        Dwain Fagerlund, J.D.
        The Lawyers Consultant
        www.lawyersconsultant.com
        (218) 281- 4000

                      2008 SBAND Annual Meeting
                      Grand Forks, ND
                      June 12-13, 2008
Four Corner Posts of LPM
 Finance

 Technology

 Management

 Marketing
BIG Ideas:
Finance, Tech, Management, Marketing

   WHO PAYS THE BILLS?
   PLAN AHEAD
   MAKE DECISIONS IN ADVANCE
   DEVELOP SYSTEMS
   SMALL, INCREMENTAL CHANGE
   WRITE IT DOWN
   FOCUS ON REVENUE
   LOW HANGING FRUIT / LOOSE CHANGE
   DELEGATE
   COMMUNICATE
Four Corner Posts of LPM:
Management and Marketing
 MANAGEMENT
    Attorney owners
    Attorney employees
    Paralegals / Legal Assistants
    Office Manager
    Clerical
    Bookkeeping
    Law clerks / Contract attorneys
    Runners / Tech support
Four Corner Posts of LPM:
MANAGEMENT
 Establish Expectations

 Delegate for Leverage

 Collaborate to Motivate

 Develop Systems
Four Corner Posts of LPM:
 MARKETING

   Existing clients / Potential clients

     Trust and Credibility

     Free lunch

     Relationship plan and system
        Contact info
        Schedule
MANAGEMENT
 Establish Expectations

   Strategic Planning

       Firm Values / Identity
       Vision
       Goals
       Timeline
MANAGEMENT:
Establish Firm Values
ACTIVITY (have fun with it):
Each table is a law firm on a strategic
  planning retreat

Develop consensus of your top 3 values
  that define your firm’s identity

Appoint a spokesperson to share results
MANAGEMENT
 Establish Expectations

   Supervision / Mentoring

     Hawthorne Effect:

    “When attention is given to the performance of
     an employee, the employee's performance
     increases. Simply put, measurement improves
     performance.”
                 - www.morepartnerincome.net
MANAGEMENT
What do people want?
   Clear goals
   Prompt feedback
     Appreciation and praise
     Constructive criticism
   Respect
   Involvement in decision-making
   Held accountable for results
   Variety in work assignments
   Kept in the loop
           -Maister, Managing the Professional Service Firm (1993)
MANAGEMENT
THREE key goals of people at work:

1. Equity: To be respected and to be treated
   fairly in areas such as pay, benefits, and
   job security.
2. Achievement: To be proud of one's job,
   accomplishments, and employer.
3. Camaraderie: To have good, productive
   relationships with fellow employees.
  - Sirota, Mischkind, and Meltzer Why Your Employees Are Losing Motivation”
       Harvard Management Update (April 2006)
MANAGEMENT
“Go ahead, make my day.”
  - Eastwood School of Communication

   Wrong Method: Pyramid model
     1st contact – brief, vague and soft-spoken
     2nd contact – more time, more detail, and
                   clearly audible description of
                   task and consequences of failure
     3rd contact – prolonged rant, humiliating
                   indictment, can be heard in next
                   building
MANAGEMENT
How would Clint handle it?
   Counter-intuitive, practical and respectful

 Right Method – Inverted Pyramid

  1st Contact: adequate time to explain in detail and
               answer questions in clear audible tone
  2nd Contact: shorter discussion with consequences
               in calm, yet firm voice
  3rd Contact: very brief explanation of discipline to
               be implemented in almost a whisper
MANAGEMENT

Express praise and recognition in public

Discuss controversy and discipline in
  private

Never shame an employee in presence
  of peers
MANAGEMENT:
Delegate for Leverage
Work Less and Make More Money
 Task assignment is the key to
  effective management.
 “Leverage”: assign to timekeeper
  competent to handle task who is
  compensated at lowest rate.
 Saves client money and frees higher
  compensated timekeeper to bill at
  premium rates.
MANAGEMENT:
Delegate for Leverage
 Provides subordinate timekeeper
  opportunity to develop skills
 Coordinated effort enhances creativity
  and provides checks and balances
 A good paralegal will make you a
  more productive attorney and bill out
  hours in addition to your own as well
 Work done faster is perceived as work
  done better
MANAGEMENT:
Delegate for Leverage

 Frees owner attorney to implement
  strategy to improve firm
 Frees owner to engage in client
  development to bring in more
  interesting and profitable work
 Frees owner to take vacation to re-
  charge batteries
MANAGEMENT:
Delegate for Leverage
 Calculate total cost to firm to employ
  subordinate timekeeper
 Add profit margin when billing client

 Provide timekeeper adequate
  instructions and review work product
  for quality control
MANAGEMENT:
Delegate for Leverage
 RULE 5.1 Responsibilities Of
  Partners, Managers, And Supervisory
  Lawyers

 RULE 5.3 Responsibilities Regarding
  Nonlawyer Assistants
MANAGEMENT:
Delegate for Leverage
 When contemplating hire of new
  timekeeper:
   Make sure that you have at least 1700
    hours of quality work for yourself
   Raise your rates
   Implement marketing plan

 Worried about payroll?
   Hire a law clerk or contract attorney
MANAGEMENT:
Delegate for Leverage
 Expense items to consider for new hire:
     Salary
     Benefits (esp. health insurance)
     Malpractice coverage
     Additional office space / furniture / equipment
     Additional support staff
     Workers comp
     Tax
 Use spreadsheet to put “pencil to paper”
  and project change to cash flow
MANAGEMENT:
Delegate for Leverage

 If hiring an associate with the intent of
  making a partner…
 Start working on a partner/shareholders
  compensation agreement
 Consider establishing a succession plan for
  retirement
 Research buy-sell agreement or other
  mechanism to provide compensation for
  interest in firm at retirement
Management:
Collaborate to Motivate
 The Toyota / kaizen experience
   Encourage employees to:

        Innovate
        Share techniques
        Focus on customer service
        Propose new policies, procedures and systems
        Notify you of problems before become crisis

   Take time to sincerely listen to staff ideas
Management:
Collaborate to Motivate
Reward Performance:

 Staff
 Associates
 Partners / Shareholders


Ideas?
Management:
Collaborate to Motivate
Partner Compensation

 Lockstep / Seniority
 Eat-what-you-kill
 Compensation committee
 Blended formula
Management:
Collaborate to Motivate
Partner Compensation – Ideas

Combination of:
1. Basic salary (subsistence)
2. Stipend for management tasks
3. Royalty for rainmaking (w/ end
   date)
                               Plus…
Management:
Collaborate to Motivate
Partner Compensation – Ideas

Surplus split based upon:

 % total revenue production
 Performance of Practice Group
Management:
Collaborate to Motivate

  Rewarding attorney/owner for
  performance of practice group under
  her supervision rewards her for
  investing time in the proper training
  and supervision of her group
  members

  Discourages hoarding of files
MANAGEMENT:
Systems
Development of systems promotes:

1.   Efficiency
2.   Quality
3.   Checks / balances
4.   Guidance to firm members
Management:
Systems
Kaizen = slow continuous improvement

Policy and Procedures
  “This is how we do things here.”

Many firms rely on unwritten traditions
  held by most experienced members
Management:
Systems
ACTIVITY

  Draft a one paragraph policy on
  utilization of:
     1. personal email,
     2. internet browser, or
     3. solitaire
  on firm computers
MANAGEMENT:
 Practice and Procedure Manual


 Build it a piece at a time
   3-Ring binder
   Computer directory

 Prepare a draft – anyone
 Circulate among team
 Allow comments – creates ownership
MANAGEMENT:
Policy and Procedure Manual

 Work in progress – always evolving

     Adopt final draft

   Clearly I.D. decision maker
   Date
   Acknowledge receipt
   Security
MANAGEMENT:
Policy and Procedure Manual

The Policies and Procedures developed
  by the firm constitute decisions made
  in advance.

Emphasize that Policies and Procedures
  can always be improved upon.
MANAGEMENT:
Policy and Procedure Manual
 Time and effort spent by staff on
  developing policies and procedures may be
  considered training – especially ethics.

 Investment of effort in developing manual
  provides staff a sense of ownership of the
  final product.

 Disclaimer: Not an employment contract.
  Attorney owners should reserve right to
  revoke or modify at any time.
Four Corner Posts of LPM:
MARKETING
 Existing Clients:

   Repeat business
   Referrals
   Word-of-Mouth

 Nurture business relationships
Four Corner Posts of LPM:
MARKETING
  Potential Clients:

    Develop Trust and Credibility

        Why word-of-mouth is so important
        Establish an identity and reputation
        Demonstrate skill and professionalism
        Become an expert
MARKETING:
Trust and Credibility
ACTIVITY: Cocktail Party
 “To schmooze or not to schmooze…”
   Divide each table into pairs
   One person draft 30-second
    elevator pitch
   Other person draft list of 5
    questions to elicit information
MARKETING:
Offer Value
 Give free advice – newsletter,
  column, blog

 Volunteer – seminars, classes, pro
  bono

 Keep clients informed – new
  developments in their area of law
MARKETING:
Communications System
Clients:
   Schedule regular contacts:
       Phone calls
       Letters
       Emails
       Interviews
       Lunches
       Outings
   Develop forms, timelines
MARKETING:
Communications System
Potential Clients:
 Develop schedule and plan to:
     Attend events
     Follow up letter
     Lunch
     Free value item
     Learn language of their industry
     Volunteer to speak to their trade group
     Utilize staff to assist in scheduling / follow up
BIG Ideas:
Finance, Tech, Management, Marketing

   WHO PAYS THE BILLS?
   PLAN AHEAD
   MAKE DECISIONS IN ADVANCE
   DEVELOP SYSTEMS
   SMALL, INCREMENTAL CHANGE
   WRITE IT DOWN
   FOCUS ON REVENUE
   LOW HANGING FRUIT / LOOSE CHANGE
   DELEGATE
   COMMUNICATE
Four Corner Posts of LPM:
Resources
1. PowerPoint slides
2. “Marketing for Lawyers”

          …will be posted on the Lawyers
          Consultant website next week.

        www.lawyersconsultant.com

      Questions? Call (218) 281-4000
Four Corner Posts of
Law Practice Management


        Dwain Fagerlund, J.D.
        The Lawyers Consultant
        www.lawyersconsultant.com
        (218) 281- 4000

                      2008 SBAND Annual Meeting
                      Grand Forks, ND
                      June 12-13, 2008