Andrew McDermott

Free legal consultations are a great way to vet clients to determine if they’ll be a good fit and assess whether you can handle their case. There are hidden downsides to offering free consultations though. This blog will help you weigh your options to determine if your law firm should offer them.

The hidden cost of free legal consultations

Let’s do a little math to reinforce that point. Let’s say two attorneys in your boutique firm provide 325, one-hour free consultations to prospective clients each year. To keep things simple, both attorneys bill at a rate of $325 per hour.

If you were paid for your time, 325 free consultations annually at a rate of $325 per hour would be $105,625.

325 consultations x $325 per hr = $105,625.

Let’s also assume that you’re able to convert 10 percent (or 33) of these prospects as clients with an average retainer of $5,000.

33 clients x $5,000 retainer = $165,000 in revenue

Free consultations don’t require a significant amount of resources. However, bringing a client on means you’ll now need to deduct your expenses from the $165,000 listed above. If you deduct 40 percent for expenses (e.g., salaries, supplies, rent, utilities, taxes, etc.), you’re left with $99,000.

$165,000 in revenue – 40% expenses = $99,000 in net income

You’ve just taken a large pay cut to service this client. This is before your client requests discounts, or you have to make write-downs or write-offs. 

The challenges with free consultations

Hidden problem #1: Ideal clients who want to pay are lost

Quality clients want to know what they’re getting for their money. But they also want to be able to capture your undivided attention. Ideal clients are aware that a simple one or two-hour consultation isn’t enough to provide them with genuine and actionable advice they can use to address their matter.

They also realize that a free consultation means you’re not 100 percent focused on your clients, and you’re not 100 percent focused on them. So after vetting your firm, these clients immediately move to retain your services, so they have your undivided attention. This is the power of paid consultations.

The issue here is that free legal consultations make it difficult to find these clients right away. There’s a qualitative difference between ideal clients who pay for your services and prospects who demand a free consultation. Laura Ruvolo Lipp, Esq. of the Ruvolo Law firm, shares her experience on the clients that come with free consultations.

“A tiny percentage (less than 10%) of those consultations retained and became clients.  Those who did were the people who were serious about retaining an attorney and understood what attorneys charge before they scheduled the consultation.  Many were personally referred to me and were already determined to work with me before they arrived.  The mass that did not retain was largely comprised of individuals who: (1) had no intention of retaining an attorney but wanted to gather as much free legal advice as they could; (2) had absolutely no ability to fund legal representation; (3) were hoping to talk me into helping them for free or a reduced cost; and/or (4) were meeting with as many family law firms as they could so those attorneys would be conflicted-out of representing their spouse.  That last one happened a lot after it was discussed in an episode of The Sopranos. I kid you not.”

With paid consultations, there are no illusions about whether your clients value your services or not. They’ve paid for your time, and they’re working with you to resolve their matter.

Hidden problem #2: You lose future clients

Attorney Tripp Watson describes yet another problem with free consultations.

“Your “quick question,” is actually considered to be legal representation. If I provide any advice to you whatsoever, no matter how benign, you just constructively became my client under the law. So, when the person that is trying to sue you comes into my office wanting to pay me to sue you for the issue that you called me about, my 30-second response to you will prevent me from being retained by a paying client. Your “quick question” may just cost me actual money.”

This is especially difficult if a client disqualifies you from future work due to a free consultation you received from a client. If you’re handling this situation properly, this is a headache.

You have even more nonbillable work to do.

You’ll need to keep track of the free consultations you provide —who, what, where, when, etc. You’ll then need to be on the lookout to ensure you aren’t creating a potential conflict when you take on new clients.

Here’s where this gets expensive.

Imagine that you’re running ads or paying for leads in your local area. A free consultation has prevented you from retaining a paying client due to a potential conflict, one you’ve just spend good money to acquire.

Free consultations generally take more than they give

The more devastating consequences are hidden. These hidden problems make it difficult for your firm to maintain profitability. They ravage your utilization and productivity rates. They decrease billable time and hammer your realization rates.

Are they worth it? That’s for you to decide. While it makes financial sense for some firms, there are far more consequences at play. A large majority of small to medium law firms rely on free consultations; it seems like they’re doing fine. Dig a little deeper, and you may be surprised at what you find.

Revenue leakage is a bad thing. It’s also optional; with the right approach and an emphasis on paid consultations, you’ll generate a steady supply of clients.

The idea of a remote law firm or hybrid work environment no longer fell on deaf ears when the pandemic hit. As many firms transitioned to remote work, silos and barriers that once flourished in the traditional office setting were no longer prevalent. Silos, often linked to employees feeling unvalued, overworked or a general lack of company morale.

Here are a few reasons why silos fester in traditional law firm settings and how remote work can help improve or diminish them.

Many traditional law firms have a hidden class structure

Equity partners receive a greater share of the rewards and are treated differently (better) than non-equity (service) partners. What exactly is a non-equity service partner? Here’s how Toby Brown at Geeks and a Law Blog defines it.

“I define service partner as a partner with sufficient legal skills, but not one with a sufficient book of business. These are typically very good lawyers, and their role is focused on overseeing major client work, but not as the one who brings the client and work in the door.”

Like service partners and associates, support staff are treated as second class citizens, each tier working against the tiers above and below their position in the firm. It’s a chronic problem that leads to silos, politics, and turf wars inside the firm. This turns colleagues into competitors.

The impact on law firms and their employees:

• Employees don’t feel safe when they’re replaceable
• According to Gallup, unsafe employees become mercenaries who look out for themselves
• Mercenaries are employees who are not engaged or disengaged 

How remote work improves law firms

With remote work, law firms are forced to acknowledge their co-worker’s output (or lack thereof). If firm leadership is reliant on practice management software, they’re far more likely to look at performance data to get a true sense of who’s doing what and when.

This data provides you with answers to crucial questions, like:

• Are employees losing time to non-billable work?
• What do attorneys spend most of their time doing?
• What is the utilization rate for your partners, associates, and support staff?
• How does this affect firm realization rates?
• Which employees are underperforming? Which employees simply need help?
• Who are your superstar employees?

With remote work and the right practice management tools, your firm is forced to take a look at the data that really matters.

How remote work serves law firms

Altman Weil’s survey on underperformers exposes a common law firm response when dealing with underperformers. Many law firms reduce underperformers’ compensation, which makes the problem dramatically worse.

According to Dr. Bradford Smart, creator of Topgrading, “the average cost of a mis-hire can be six times base salary for a sales rep, 15 times base salary for a manager, and as much as 27 times base salary for an executive.” (Note: Calculate the cost of a mis-hire for your firm with his mis-hire calculator). With the right practice management tools:

• You won’t mistake an overworked top performer with an underperformer
• You’ll know why top performers are failing to perform
• Using data, you can identify chronic underperformers, and you can remove or redeploy them

Data and outcomes are all you have in a remote work environment. You’ll need to depend on your team to produce the results you need. With the right data, you can identify:

• Whether you’re meeting billable targets (or not)
• Your utilization and realization rates at the firm, partner, associate, and support level
• Which employees rely on reconstructive vs. contemporaneous (as-it-happens) billing
• The employees that are most productive (and why)

This also means you’ll be able to:

• Minimize (or eliminate) billable leakage due to poor timekeeping habits
• Avoid paying 6x to 27x an employee’s salary due to poor hiring or retention decisions
• Systematically increase your firm’s utilization rate and profitability, producing more billable work in less time
• Retain top A player talent in your firm

According to the 2019 Altman Weil’s Law Firm in Transition survey, “84 percent of firms still say they have chronically underperforming lawyers and 56 percent report that overcapacity is hindering overall profitability (74 percent of large firms).”

Remote work, combined with a strong practice management solution, may be the firm power-up you need.

Applying remote work in your law firm

It’s a good idea to test remote work with a phased approach. Here are some options you can use to deploy remote work in your firm:

1. Allow top performers to work remotely, on a trial basis
2. Permit specific practice groups or employee types (freelance) to work remotely during the vetting process
3. Apply specific iterations of remote work (telecommute, flex work) where employees have specific parameters governing remote work
4. Go 100 percent remote and convert your traditional law firm to a virtual one
5. Go 100 percent remote, switch to a virtual law firm; focus on building a results-only-work-environment (ROWE)
6. This is very good news.

When it comes to applying remote work in your organization, you have lots of options. Regardless of the remote work option you choose, it’s essential that you select a practice management solution that provides you with the data you need to achieve results.

The pandemic has disrupted the legal industry and many are looking for ways to increase law firm revenue. According to a recent survey by Martindale-Avvo, 81 percent of law firms have experienced a significant decrease in revenue, and 27 percent of firms have seen their revenues decrease by half.

Additional data shows firms are experiencing a 40 percent decrease in the number of new legal matters being opened each week. Approximately 20 percent of firms have been forced to lay off employees as firms struggle to survive.

How law firms can survive a downturn

Your firm needs revenue. This is an obvious but difficult proposition for firms. Research from McKinsey confirms these trends and recommends planning for the current trend to increase law firm growth in the long term.

Plan for continued pressure on pricing and on shifts to alternative delivery models. In the last downturn, standard rates continued to rise by 3 percent per year, on average, but pressure on collections did too. From 2007 to 2012, the fraction of standard rates not collected more than doubled (to 16.4 percent, from 8 percent) because of increases in discounts, write-downs, and write-offs, which left net prices relatively flat. This time around, expect that procurement teams will play an even larger role and that there will be a greater focus on commercial arrangements that provide clients with greater cost certainty, either through a fixed or capped arrangement or through one that more closely aligns fees to the outcomes achieved. Client demands and competition from alternative legal-service providers will also likely pressure high-cost real estate, staffing pyramids, and other elements of the traditional service-delivery model.”

How can your firm generate more revenue at a time when clients, who are also feeling the pressure of an economic downturn, want to decrease the amount they spend on legal matters?

There are several opportunities to increase law firm growth during a downturn.

Step #1: Maintain financial discipline

Law firms may be more motivated to use discounts, write-downs, and write-offs as a client retention tool. It helps to retain clients in the short term, but it’s destructive in the long term if it locks your firm into discounted arrangements. McKinsey agrees:

Leaders will be creative in providing pricing or volume relief. Rather than reflexively locking into long-term, highly discounted arrangements, explore ways to offer strategic investments, flexible payment terms, credits toward future services, and the broader panoply of alternative fee arrangements. Strategically show strength through extending the firm balance sheet for clients rather than gradually losing ground through a lack of pricing discipline.”

Use various tactics, like alternative fee arrangements to show your client that you are flexible and empathetic while remaining committed to the value of your work. Use realization optimization to keep realization rates high. Follow financial best practices to ensure that your firm stays in the black.

• Maintain accurate timekeeping habits
• Verify attorneys are recording their time as-it-happens instead of reconstructing their timesheets
• Follow client billing guidelines to avoid disputes
• Send invoices to the right parties (e.g., decision-makers, points-of-contact, accounting, etc.)
• Follow up with clients to ensure prompt payment

Financial discipline means financial stability. The better you are at maintaining your firm’s financial health, the greater your odds of surviving and thriving during the downturn.

Step #2: Increase law firm revenue streams

Here are six ways your law firm can generate more revenue while decreasing the amount of billable work you take on.

1. Earned revenue: This encompasses the services your law firm provides to clients. If you’re a shareholder or owner of a law firm, this is typically your primary source of income.
2. Interest revenue: These are interest payments you receive as a result of lending money to third parties, which could be from excess cash in your corporate savings account, investments, or money loaned to crowdfunding platforms like Prosper.
3. Dividend income: Revenue received from your ownership interest in a business (whether it’s an independent or client-owned business) or stock.
4. Rental income: If you own your office building, your firm could take advantage of rental income from real estate. If the space has gone unused during the pandemic, you could lease smaller units to individuals who are looking for office space.
5. Capital gains: This is income derived from the sale of investments like real estate, stocks, bonds, etc. It can also come from the sale of a business you own (e.g., your own business or equity received in lieu of payment for services).
6. Royalties and licensing: You could create an asset, service, product, process, or idea — like a paywalled guide with advice to help other lawyers run their business — then you rent it to third parties who are willing to pay you a fee whenever they use your assets.

Alternatives to increase law firm revenue streams:

• Trademark monitoring services: Monitor and manage your client’s intellectual property in exchange for a monthly or annual fee. This service can be automated or semi-automated, depending on your client’s needs.
• Legal search services: You can use software to provide clients (or other law firms) with the legal search requirements they need. Add a set number of consulting hours to the plan; provide clients with summaries, warnings, changes, reports, and disclosures.
• Subscription products and services: Providing clients with ongoing legal support for odds and ends or minor legal work via a recurring subscription.
• Annual or quarterly events: You can create your own in-person or digital conferences or meetups. Create an event around a topic, problem, desire, or goal your clients have (that you can solve), then provide them with a valuable solution. Capture a percentage of the value you create via ticket sales, product sales, or bonus offers.
• Workshops and seminars: Paid workshops and seminars that provide clients with the information they need to solve a specific legal problem.
• Affiliate marketing programs: You can promote complementary products and services on your website and marketing to generate a substantial income (e.g., identity theft protection or credit monitoring services recommended by bankruptcy attorneys).
• Employee monitoring: Monitoring employees on behalf of their employers to minimize data loss and confirm company policies compliance.
• Transactional data and analysis monitoring: This varies depending on your practice area; it can be as simple as monitoring static data (i.e., home/land sales in the last six months) or dynamic data (i.e., changing market conditions).
• Optimized origination credit plans: Motivating employees to pursue new clients and mine their professional connections to attract new business.
• Outsourcing work to low-cost, freelance attorneys: If you’ve already had to deal with layoffs, you can use freelance attorneys to maximize revenues and bounce back. This increases cash flow and minimizes the amount you’ll need to spend (salary, health insurance, bonuses, 401K, etc.) to service clients.
• Digital publishing: This category is broad — ebooks, podcasts, audiobooks, videos, blog posts; these digital products can be monetized in various ways (e.g., advertising, sponsorships, paid subscriptions, paid products, add-on services, etc.).
• Collecting capital gains:  Acquire ownership interest in corporations that are big on potential but short on cash flow and investment.

With a bit of upfront preparation, these ideas can provide you with reliable  revenue you can use to grow your firm while your competitors continue to struggle.

Step #3: Iterate and expand to increase law firm revenue

You’ll want to identify a list of three to seven ideas that work best for you.

Choose one idea at a time. Develop an idea, so it’s profitable and will increase law firm revenue at the levels you need. Then, move on to your next idea once your current revenue stream is stable and self-sufficient. Iterate and expand continuously.

Scrap the ideas that fail and focus on the ideas that are successful for your law firm.

Law firms have been hit hard by the downturn

The vast majority of firms have experienced a sharp decrease in revenue, but there’s good news.

Law firms all over the country are losing revenue. They’re struggling to survive as the pandemic and downturn continue. Alternative services can provide you with the cash flow you need to survive a downturn. With upfront planning, your law firm can thrive and find ways to increase revenue.

With a little bit of ingenuity, your firm can increase revenue while decreasing billable work. This is achieved by providing clients with the services they need to grow during the downturn, boost your revenue in the process.

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Attorney credit card services are abundant, yet many law firms are still hesitant to make the switch to online payments. Part of the reason behind this hesitation is a certain degree of uncertainty. Attorneys don’t know what to look for.

They’re not sure about the focus, features, or options that should be included. They’re not sure how to differentiate between one credit card services provider and another. Today we’re going to take a closer look at credit card processors, outlining what firms should look for and what they should avoid. 

What attorneys should look for in an online payment processor

If you’re in the market for an online payment processor, it’s a good idea to look for processors who offer the following:

1. PCI compliance: Compliance means your provider has taken on the burden of ensuring you, your clients, and your data remain safe and secure. Your credit card service provider should be willing to walk you through a self-assessment questionnaire to verify that compliance is achieved on your end. They do most of the heavy lifting, but compliance is an absolute must. Your provider should be willing to provide you with an attestation of compliance when requested. If they can’t, walk away.
2. Strict security protocols: Working with you, your payment processor should be fully capable of protecting sensitive business and client data, whether you’re dealing with data-in-use, data-at-rest, or data-in-transit. They should be able to provide this level of security without negatively impacting your firm’s performance or productivity.
3. Open and transparent: Your payment processor should provide you with clear agreements with precise language. They should provide you with a clear list of fees (e.g., pricing is 3.3% + $.60 per transaction + $60 per mo.). If there are any unexpected fees or expenses, these should be disclosed clearly and completely before you sign on the dotted line.
4. Attentive customer service: It’s a good idea to identify what you want first. Do you want your payment processor to provide you with the handholding you need, or would you prefer them to process your payments and leave you alone? Determine what you’re looking for first, then find a reliable provider who’s willing to accommodate. Remember the adage, “how they sell you is how they’ll serve you.”

Third party processors can be a hassle and may not meet legal standards for accepting online payments. Attorneys should look for payments processors that are easy to use with transparent pricing. Built-in processors, like Bill4Time Payments, are compliant and offer industry-low fees. The feature is accessible within your Bill4Time account and easy to activate.

Attorney credit card services are straightforward

Many law firms are still hesitant to make the switch to online payments even thought billing software has been show to increase productivity across their practice.

A hidden concern that’s driving their hesitation is the fear that something will go wrong. They’re not sure how to differentiate between credit card services providers. They don’t want to be burned.

With the right education, attorneys will be able to choose the credit card service provider that meets their needs. They’ll be able to identify the focus, features, or options that should be included with their ideal provider, no mishaps necessary.

If you’re not already using Bill4Time, schedule a demo to learn how to get access to Bill4Time Payments and other features to streamline your business.

What’s the first thing most professionals do on social media? They beg. Add a new follower on Twitter or Facebook, and almost immediately, you’re bombarded with a request or demand; your new “friend” wants a favor, one that requires you to share personal information, spend a lot of money, or donate your time. Attorneys using social media should take these steps to build valuable relationships and generate clients.

Begging destroys business development opportunities

When I use the word “begging,” I’m not referring to the indigent or those in need. I’m referring to those who can’t be bothered to build a relationship with you the right way, before asking you for your time, resources, or energy on their behalf.

Here’s how the scenario works: You’re a corporate attorney, and you’re trying to connect with small business owners online. You greet followers, and you work hard to engage with business owners authentically. On the other hand, these business owners see you as a mark, just another customer.

So they spam your inbox with requests like this.

They’re interested in the value you provide, but they also want you to invest what’s yours in their business, for free, with no relationship established. This is the problem with business development and social media. It’s the same problem many new law firms make on social media platforms.

Successful business development begins with a relationship

Professional relationships are built around value. Inexperienced attorneys invert the value equation. They immediately attempt to extract value from new followers and connections. This immediately ruins the relationship with potential clients. Savvy attorneys work with the value equation to generate clients.

You’re probably wondering, what is this value equation? It’s actually two equations that work together.

1. Value equation #1: 80 percent giving, 20 percent receiving.
2. Value equation #2: Create X dollars of value. Capture Y percent of X.

This is how successful business development is done online. Now, let’s take a closer look at these equations so we can use them effectively to attract and win new clients.

• 80 percent giving, 20 percent receiving: 80 percent giving is exactly what it sounds like. You’re spending most of the time you have allotted for social media business development, on sharing valuable information with prospective clients. 20 percent receiving, on the other hand, is different. You’re spending 20 percent of your time, making an offer that creates more value for prospective clients.
• Create X dollars of value, capture Y percent of X: You create value for prospective clients, then you create a complementary offer that amplifies the potential value clients will receive if they choose to work with your law firm.

Apply these equations consistently along with the details you’ve learned about making and keeping friends, and you’ll find business development on social media is fairly straightforward.

How do you use social media to generate clients? 

Imagine that you’re a real estate attorney. You work with investors, real estate agents, and other corporations — you assist them with all things real estate. Now imagine that a prospective client is in the market for a real estate attorney. 

They have a specific set of problems, but they’re not sure where to start. How do you apply these value equations? How do you go about creating value for your clients? Here’s a list of ideas we can apply to our real estate attorney example.

1. Answering real estate questions on Quora
2. Creating profiles on real estate forums like Bigger Pockets and answering questions with people
3. Creating city-specific groups on Facebook and LinkedIn to help people in your local area
4. Use hashtags and geotargeting to help locals on Twitter who need advice
5. Join a Meetup group to discuss real estate or create your own. Meet online and in-person
6. Create YouTube videos that focus on real estate
7. Join Clarity.fm; add each of your junior associates as experts on their platform, then promote them as paid advisors
8. Make a list of all of the local Eventbrite real estate events in your area. Contact the event organizer and offer to speak or present at their next event
9. Reach out to influential thought leaders and publishers to generate clients (i.e., Loopnet) on social media and make an offer to create content for them (e.g., Q&A, articles, videos, podcasts, etc.)

These ideas are simple, but they require a long-term commitment. Once you become known for these ideas, you’ll have the trust you need to scale business development.

Did you catch it? The equations in action? Each of these ideas is an example of the value equation in action. These ideas are focused on giving prospective clients maximum value. How do you capture a percentage of that value?

Generate clients with a lead magnet.

You give them a helpful checklist, resource, guide, or book in exchange for their email address. Using these tools along with local SEO, you will have a steady supply of leads. When clients are interested in purchasing a property, you’re the professional they’ll contact. Why? The law of reciprocity.

Our cultural conditioning tells us that we’re supposed to respond in-kind. If we receive a positive action, we’re expected to reward the giver with positive action in turn. If we receive a concession during a negotiation, we reward that concession with a conciliatory reward.

Attorneys using social media to generate clients should build relationships through a value exchange; this is the secret to social media business development. This is how business is done at the highest levels.

Getting clients using social media is easy

When you earn a friend, follower, or fan, build the relationship by looking for ways to add value to the relationship. To generate clients, focus your attention on giving and serving, spend most of your time focused on taking care of those around you and opportunities to receive will present themselves.

Work to avoid begging. Avoid professionals who can’t be bothered to build a relationship in the right way. Give and serve before you ask. The attorney/client relationship hasn’t been established yet, that’s okay. Stay within the bounds of professional conduct but provide value.

Focus your attention on adding value, and you’ll find prospective clients are begging for your help and support.  

Legal software is complicated and there’s a lot of ground to cover. Take billing for example. Firms need to manage billable rates for each of the timekeepers in your firm, bill in the appropriate billing increments and ensure timekeepers are tracking their time properly. 

That’s just billing. 

Here’s the problem plaguing legal software, it frequently gets in the way.

The best legal software disappears

Here’s a scenario firms deal with regularly. Let’s say your firm is asked to represent both a company and a client suing that company. That’s a straightforward conflict of interest, right? Here’s how the best legal software performs in that situation. 

The best legal software disappears. 

When I say it disappears, I don’t mean it’s suddenly invisible; I mean the software behaves in such a way that it’s easy for people to accomplish the tasks they need to complete — say a conflict check — with minimal interruptions. This doesn’t seem like a significant problem, does it? 

Imagine that you’d like to check for a client conflict. Your practice management software doesn’t really do that, so the attorneys handling a client matter will have to: 

1. Remember to search for a potential conflict, which let’s be honest, probably won’t happen as often and 
2. Run a manual conflict check using a series of outdated checklists. 

What’s the potential impact here? Increased liability and a potential malpractice suit if something happens to go wrong. This may sound a bit dramatic and far-fetched. Until you read the story Joseph O’Neill shared at The Expert Institute: 

“This case involves an insurer that was sued by a law firm for their alleged failure to pay legal fees, which then counter-sued alleging legal malpractice on the part of the law firm. The insurance group was responsible for providing medical malpractice insurance to a hospital network, and the events of the incident in question were initiated in response to a lawsuit against one of the network’s physicians. In that suit, another doctor was also sued, however, she was not covered by the same insurance group. 

Nevertheless, both physicians were represented by the same law firm in the malpractice suit, in spite of the fact that they had conflicting interests. There was apparently minimal effort on the part of the law firm to compartmentalize the work done for each physician, and the nature of the conflict was not made clear to the insurance provider.”

As a result of this conflict of interest, the insurance company was hit with a “significant verdict.” The insurer refused to pay their legal fees, and then they counter-sued alleging legal malpractice. What a messy yet avoidable disaster.

What should your legal software do?

Remind you that there’s a potential conflict, quickly identify conflicts via a search, and provide you with the data you need to correct the problem. Can you see the difference? It’s subtle, but it’s there. The best legal software works behind the scenes ensuring firm standards are met. 

The best legal software acts as a silent guardian. Do you want timekeepers in your law firm to bill in 15-minute increments? Need your software to point out potential conflicts? Find unbilled time/expenses? The best software handles it quietly, with minimal disruptions to your law firm. 

What about transitional pain and upfront work? 

Transitional pain, also known as switching pains, is inevitable. Upfront work is a necessary component that establishes standards and guidelines; the guidelines your software will use to keep everyone in your firm on the same page. 

Once that’s established, the best software disappears. It works behind the scenes, ensuring that your law firm performs as expected when expected. Poor software doesn’t function this way. It gets in the way, making it difficult for your firm to keep your team on the same page. 

Your legal software should disappear 

Your software should provide you with the alerts needed to address an issue or concern. Then it should disappear into the background, acting as the silent enforcer in your firm. 

Legal software often gets in the way, complicating a firm’s day-to-day operations. As we’ve seen, that’s a problem for most firms. The best legal software does one thing well. It enforces the boundaries you’ve set, and then it gets out of your way.

Law firms are complex but your software shouldn’t be. Choose the right legal software, and you’ll have the tools you need to grow your firm, no complications necessary. Let us show you how Bill4Time operates in the background, letting you focus on practicing law, while allowing you to collect more from your clients through accurate billing habits.

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