Law Practice Today

Software, known as case management, is now used by most law firms to manage their cases or matters. Many of the companies that sell this software to lawyers advertise their software as Case Management. I have in my hand a magazine that has an ad by one well-known company who describes its software as a “calendar and matter management system.” This emphasis on cases detracts from need to manage client-relationships. Managing cases is important, but managing clients is more important. Client relationship management (CRM) software should give you the ability to not only manage your cases but collect information on the most important people in your firm – your clients. Without clients you don’t have a law firm. With the right CRM software you can collect information on prospects, clients, competitors and others to allow your firm to better enhance the experiences people have with your firm. Of course you want to use the CRM solution that best suits your firm’s needs. On the other hand, the software product itself –  no matter how good – will not guarantee implementation success. All too often, money is spent on software that is rolled out to lawyers and staff, only to meet with a lukewarm reception. At best, a few power users will latch onto the software and use it very well, while the rest of the users put in what is minimally expected of them. At worst, the software is discarded after a year or two and the search for a better product commences.

There are eight factors that have proven time and again to ensure a successful CRM implementation, if they are put into place before the software is rolled out.

1. Management Buy-in
   If the manager or managers in your firm don’t care about the project and don’t give solid backing, then don’t expect the other users to care. Managers and lawyers need to have a clear understanding of how the software can support and enhance their current business processes, and enforce its use. This does not mean that management needs to be breathing down the backs of the users; in fact, if a system is used properly, a manager will be able to pull the reports he or she needs to check on the activity level in the database without ever having to call a meeting.
2.  Lawyer Buy‑in
   Some lawyers view a shared database system as an intrusion upon their client-base. Thus, they are reluctant to put their data into a common database where others can potentially call upon their prospects. They may put the bare minimum of information in the shared database while maintaining a separate database on their own. Users need to know that the CRM solution will make their life easier, too. Sharing data does have its benefits; for instance, a database that clearly shows who is courting a prospect reduces the chance that another lawyer will call on the same prospect. Message and activity reports, for example, will become easier for them because the reports will be based on the notes and activities they enter into the database.
3. IT Buy‑in and Support
   Your project will be doomed if your IT staff is not prepared to support the application with hardware, network and help desk resources. Slow performance will hinder the practical effectiveness of the database, and downtime for any reason will give the impression that the software is unreliable. Someone with strong technical skills should be given the responsibility of a database administrator, and be prepared to handle all first level help desk support calls. There should be a long‑term commitment from the IT staff to support the database technology, since turnover in personnel can bring in new ideas of better technology despite a successful track record for particular software.
4. Clear Expectations
   CRM software should be designed to adapt to your existing clients. It is often purchased in the hope that it will give structure to how lawyers deal with clients. If, however, good client relationship practices are not already in place, it will not magically create them for you. Lawyers usually want to see clear measurable results after making an investment in software. Thus, don’t set goals that are so lofty no one can reach them. Break your implementation down into phases, where phase one might include creating a solid database and using basic contact management functionality such as notes, letters, calendar and simple billing forecasting.  Phase two might include customization, high level reports and implementation of strategies. Be sure that each phase has been successfully integrated into your existing business process before moving on.
5. Data Integrity
   Be careful when doing any data imports or combining multiple data sources to create your main database. Starting out with a huge database of obsolete names and duplicate entries can discourage users. It may be better to begin with a small amount of data and let users input new clients, or hire a professional to do the initial input and have the database administrator go over the entries with a fine-tooth comb before rolling it out in the firm. It will take more time, but it will be worth it in the end. Generally speaking, people do not take the time later to go back.
6. Training
   All too often, training is thought of as the expendable part of a project or someone figures that five people crowding around one PC while someone demonstrates the features will be sufficient. There is no replacement for hands‑on training, where users are able to ask questions and try the features for themselves. Having a clearly written training guide as a handout is a good reinforcement for training as well. A good training program will give the users the base knowledge they need so that they can focus on using the software effectively, rather than doing everything the hard way.
7. Hire Professionals
   The do‑it‑yourself mentality might work when doing home improvements, but in this case it is better to hire consultants who have expertise to help you get started. Make sure that they work hand‑in‑hand with your IT staff and database administrator during the implementation so that they get the training they need to support the system later on. Also, creating a good relationship with a reliable consultant now will ensure that if you have a critical problem in the future you will get better, faster resolution.
8. Give It Time
   Keep checking in with your users to see how they are doing as they begin implementing the new system into their daily practices. Listen to any issues that arise and work to resolve them. Offer follow‑up advanced level training. Be willing to hire someone to help you get past any technological bumps in the road before giving up. Upgrade your software to keep up with the latest improvements, especially those that may address any open issues you might have. And remember, you will get out of your implementation exactly what you put into it.