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December 12, 2018

LPM success at Lathrop Gage (Part 2 of 2)

By Tim Batdorf and Jim Hassett

In November 2017, we published a case study entitled “LPM Initiatives at Lathrop Gage” describing the steps this 260 lawyer firm had taken to maximize LPM’s impact, and the results they’d achieved through our Master Certified LPM Coach™ program, and the use of LegalBizDev’s proprietary tools and templates.  This post provides an update, based on an interview LegalBizDev CEO Tim Batdorf recently conducted with David Clark, Lathrop Gage’s LPM partner. 

LegalBizDev:  Several of the examples discussed earlier sounded like areas where our tools and templates on developing checklists would be especially helpful.

Clark:  They were.  Having a comprehensive checklist makes the process more efficient.   A checklist ensures that all steps are being taken, and that the appropriate people are doing the appropriate tasks.  A checklist also improves the process because as you think through the steps, you must determine who should take each step, what documents are associated with each step, and who needs to do it.  Without the systematic approach of LPM, many checklists are developed “catch-as-catch-can.”  One result of not having a checklist (or having a poor one) is inconsistency in who performs certain tasks.  Attorneys perform tasks at times, while paralegals do the same tasks at other times.  In addition, the person performing the task would have to try to find forms.  The net result often was a wasteful and inefficient effort.

In fact, developing more effective checklists was the key focus of my LPM coaching for a number of lawyers.

A good example is the LPM coaching experience of Courtney Conrad, the head of our Wealth Strategies group.  In our coaching program, Courtney developed a “checklist on steroids” to be used in both basic estate planning and more complex situations.  Then she made that checklist accessible to the rest of the Wealth Strategies group.  It has made a number of lawyers in her group more efficient – since they don’t have to reinvent the wheel – and also assures that all the things that need to be done in a particular situation actually get done.

LegalBizDev:  Do you think that in some cases lawyers would have created checklists and other systems like this even if they had not gone through the LPM coaching process?

Clark:  Yes, in some cases.  In estate planning, checklists are pretty standard.  And when lawyers plan fixed price retainers, of course they look at some past bills and talk to people on their team.  The difference with LPM coaching is that lawyers attack the problem more systematically and more effectively, thus  increasing their impact.

LegalBizDev:  How often do you use the LPM tools and templates Lathrop purchased when they designed this program? 

Clark:  All the time.  It’s been very useful to have the latest tools in a form that allows me to send each lawyer exactly the information they need, just when they need it, whether it’s a list of 15 questions to help lawyers define scope, a checklist for personal time management, or advice about how to deal with difficult clients and situations.  Having the details available in a short written form saves significant time for me, and makes it easy for lawyers to refer back to the details when they need them.

A lot of lawyers just get stuck because they don't know what to do or what the next step is.  The online library supports the coaching in that it gives some concrete examples of how some of these principles and techniques and tools are being used by lawyers at other firms.  The result is not necessarily “I’m going to do it exactly like that.”  Instead, they say: “OK, I see how they set this up.  I could do something similar with the checklist that I have in mind.”  The tools give them ideas and samples that they can work off.

These online tools also help push them to develop a spreadsheet or a checklist that they've been thinking about – but never got around to completing – and to develop a better version more quickly than what they could have done without examples.

LegalBizDev:  You said the online tools “help push” the lawyers.  Does coaching also provide a push?

Clark:  Absolutely. I often hear that “I've always wanted to do this, but coaching gave me the push to actually do it.”  For many lawyers, LPM is just “white noise” until they engage in LPM coaching and experience its benefits firsthand.  After LPM coaching, lawyers begin to put all the dots together.

LegalBizDev:  When we wrote the original case study last year, this type of one to one coaching was one of the most important elements of your firm’s LPM initiative.  Is that still the case?

Clark:  Yes, more than ever.  In my role as LPM Partner, I spend much of my time applying the techniques I learned when I became a Master Certified LPM Coach™.  The certification program highlighted for me what some of the more important principles in each of the eight key issues of LPM are.

More importantly, the program recognizes that lawyers are busy, so you need to tailor coaching to each lawyer, and focus on what their specific issues and challenges are. With the next step then being to direct them to the online library of tools that best address the issues each lawyer cares about.

It’s one thing to understand LPM at a theoretical level, and another to know how to apply it or coach it as a practical matter.  The coaching certification program made me much more cognizant of what actually works than I would have been if you had just handed me the book and said: “Knock yourself out.”

LegalBizDev: How many lawyers have you coached since you were certified as an LPM coach?

Clark:  In the past year, I have completed one to one LPM coaching with 17 lawyers, and am now coaching 11 more, for a total of 28 lawyers so far.   The feedback has been extremely positive.  More and more of our lawyers are volunteering and seeking me out for coaching.  For example, when numbers come out, lawyers now approach me and ask for my help in reducing write-offs.

LegalBizDev: When you include the lawyers that we previously coached, approximately 60 of your lawyers have completed in-depth, one to one LPM coaching.  How has LPM coaching changed your firm’s culture?

Clark:  Many of the lawyers who have been coached have become internal champions of LPM.   They have informed other lawyers about certain tools and templates and have also encouraged them to participate in the coaching program.  Those lawyers who have completed the coaching program are also more likely to consider whether there might be an LPM solution to a problem or challenge they are facing.

LegalBizDev:  Can you sum up the benefits the firm has experienced so far?

Clark: Very simply, LPM is enabling us to increase client satisfaction.  We are communicating more effectively with clients, and providing more cost-effective service.  It is also increasing the firm’s profitability by ensuring that lawyers better plan and budget work, especially in cases where there are fixed fee arrangements or hourly arrangements with a firm cap.

LegalBizDev: Is the firm committed to continuing to focus on LPM?

Clark:  Yes, now more than ever.  I am currently working with a group of lawyers and other firm personnel who are focusing on a number of initiatives to improve service and value to clients through innovative approaches.  One key reason that LPM coaching has worked is that it has been consistently supported by the firm’s management.  And I expect this support will continue to increase.  When Cameron Garrison took over as managing partner this year, the American Lawyer post announcing his appointment was headlined:  “Lathrop Gage's New Leader Stresses Innovation, 'Re-Imagining Everything.'”

LegalBizDev:  Do you have any advice for other firms that would like to implement LPM?

Clark:  Yes.  If you fail to change lawyers’ behavior it will have no impact on client satisfaction or firm profitability. So I would recommend that other firms do what we’ve done.  Start small, perhaps with a pilot group of lawyers for coaching.  After that succeeds, and internal support increases for the concept, then look for the most cost-effective ways to get more lawyers onboard. 


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