Forging connections between lawyers and support teams involves more than physical proximity
In my April 2022 column, I focused on the importance of collaboration for law firms. I wrote about the challenges of a virtual environment, the benefits of face-to-face interaction and how collaboration styles should be blended and flexed based on skillsets gained from working closely with like-minded colleagues. The more that time passes the more I’m convinced that virtual working is here to stay and that law firms must adapt their technologies and operational processes to meet the virtual working challenge.
Despite office re-openings, remote working and videoconferencing with clients and colleagues has become the norm. As law firms continue to strive for the right balance between virtual and face-to-face collaboration, a disparity is emerging between legal professionals focused on client relationships and those providing operational support. The lawyers are dedicated to driving business and delivering legal advice while articulating the value of their services and building client trust – and they’re doing more of this virtually.
Meanwhile, they rely on support from teams that were previously just a few steps away from their desks, such as secretaries, document processors and billing teams. Now that so many support roles are also more virtual, that support must be faster and more efficient than ever. It requires secure technology and connectivity with lawyers – but, at most firms, that technological support is still lagging behind the banking industry and large consultancy firms.
A disparity is emerging between legal professionals focused on client relationships and those providing operational support. The lawyers are dedicated to driving business and delivering legal advice while articulating the value of their services and building client trust – and they’re doing more of this virtually
Creating more effective solutions, with more support staff working virtually or hybrid, requires strong operational processes. Before the pandemic, law firm leaders instinctively wanted to keep most operations and technology in-house, as this was perceived to be the easiest way to maintain control and avoid disruption. Now, many more are approaching third-party experts to look ‘under the hood’ of their existing operations and provide crucial advice to plug gaps in operational inefficiency. In doing this, law firm leaders have more control as key decision-makers, while also working with experts who know how to enable technology and stronger operational processes, which in turn builds more connected support services.
I have seen a significant uplift in law firms involving Williams Lea in their operational improvement initiatives, either through advisory or outsourcing environments. I believe this is a result of the ‘front-end’ of law firms working harder than ever and law firm leaders recognising that the ‘back-end’ needs to be a lot stronger to help facilitate the front-end’s needs. The reality is that the fastest and most effective way to do this is to work with operational experts who can deliver innovative solutions that forge stronger connections between lawyers and support teams, and in turn help lawyers build stronger relationships with clients and win business.
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