Law Practice Management cosponsors program on strengthening communication between lawyers and firm management

How can lawyers better communicate with the administrative sections – including the information technology department – in their firm? Why is there a problem with the communication in the first place, and what are some steps that lawyers can take to better facilitate communication with their administrative colleagues?

At a recent joint Webinar titled "Bridging the Gap – Strengthening Communication Among Attorneys and Firm Management," sponsored by the ABA Law Practice Management Section and the International Legal Technology Association, several experts offered their thoughts on these questions and others. The panelists included not only a partner in a law firm but also law firm administrative personnel. Maureen Durack, director of management information systems at Vedder, Price, Kaufman and Kammholz, presented the framework for discussion by affirming that information technology has undergone a "dramatic transformation" within the last 15-20 years. "Some senior lawyers haven't realized it's occurred and how it affects their clients and practice," she noted.

Moderator John Alber, technology partner at Bryan Cave in St. Louis, posed a question – somewhat jokingly – "Are IT people just geeks?" The panelists agreed that stereotypes do come into play when dealing with coworkers. While lawyers may look at technology folks as standoffish – and, perhaps, as "geeks" – there may be a perception by administrative staff that lawyers believe that "only the lawyers are making money for the firm," noted Carl Roberts of Ballard Spahr Andrews & Ingersoll in Philadelphia. In order to better communicate and to bridge the gap between lawyers and administrators and management, law firm colleagues need not only to get beyond the stereotyping, but also to get beyond generational issues. These can include, but are not limited to, different ways of looking at technology.

Killi Kohout, northwest regional administrator for Dorsey & Whitney, noted that the lack of communication between IT staff and lawyers (as well as other administrative personnel) is often augmented by tech folks being called "when we're in crisis mode," a time when there may not be much of an opportunity for dialogue. And dialogue is critical to a firm operating in its best possible fashion and ensuring that its clients are best served.

IT personnel should "create trustworthy technologies," said Durack, and systems and tools that are purchased and put into place need to be relevant to the firm's lawyers and their clients. Alber asked the panel whether administrative staff, including IT, can do things that help the bottom line of a practice. Roberts, Durack and Kohout all responded by mentioning tools that can assist the firm's profits, including technology for greater ease in trial presentation, better marketing methods and the creation of an extranet.

Better relationships will mean better business, said Kohout. And ultimately, the client will be better served, something that all members of the firm want.

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