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If I had to take an educated guess the one area that we have the hardest problem convincing law firm owners on is the matter of quality assurance. In other words accountability for standards set and how you measure whether or not the standards (or goals were met). Until you take this next leap, that of becoming a quality assurance law firm auditor, you will never know if any plan you have succeeds.

Admittedly Dave had to hit me on the head a few times as he is a former IBM auditor, ISO auditor, etc. etc. etc. My first thought was that I didn't see the return on the bottom line profit. However even I can be convinced and over the course of the years started putting in QA in all areas of the law firm.

I have been known to measure the productivity in work product generation. For example a law firm who says we will be an assertive law firm in litigation. The first thing I did was measure the amount of time between pleading due dates. For example, is discovery truly answered on time or is it continued and how many times. What I found was that the turth of the matter is litigation was not assertive, was not proactive but reactive, and that the length of time from cases start to finish was not based on court delays but on firm delays.

I then came in and started factoring in cost per hour for the delays. In other words the longer the case dragged out the more time put on it. I was a bit taken back on the high dollar cost factor on some cases.

The bottom line is that we put in QA metrics. We had a litigation team meeting and told them how we were going to track effectiveness. Each month we did a report on all litigation cases. The litigation lead attorney then put in some parameters that allowed the firm to fast track cases. Three things happened: (1) The actual on-going active trial case load reduced because cases were moving faster (2) We reorganized and actually reduced the section by one support person; and (3) The average fee increased.

There is not one area of your law firm you can not measure from employee productivity to cost expense analysis. All that it takes is a comimtment to define the area to be measured, put in a measuring stick, let everyone know, and hold people accountability. QA is the best kept secret in law firms that are successful in the 21st Century.

Everyone has a job to do.   I am not sure I could be a vendor calling on law firms today.  Money is tight.  Lawyers are busy.   No one has the time to hear about the wonderful improvement the product can make to the firm.   Calls are made.  Promises are made to return the call.  And if the vendor gets his or her foot through the door time is spent listening.  Then this is followed by follow up calls to see what the decision is.   All of which probably started with a thought process that the lawyer didn't need or want the promotional pitch to begin with.

There are two situations going on.  The first is the call where you do not need the product or don't even know what the product is.   This is handled very simply.  One person is designated the vendor contact person.  The rules of the firm are simple.   We set up no appointments with any attorney until we have had a chance to review written material on a product.  We don't give out any information on our own current equipment or products in our firm.  We are always interested in new ideas.  Please send us a package about your product.  If they are not willing to do this and believe the only way to sell it is to tell you about it I would not talk with them.  And by the way, they have a job to do.  Be nice about it.  No walk-ins to lawyers!  This is the biggest waste of time for a lawyer. 

The second is a product or a need you have to buy.  Please note:  You must need this not WANT this.  The first question you ask yourself is what will be my return on investment (ROI) if I buy this greatly desired product.   There may be tangible or intangible benefits but know what they are.  Don't buy bells and whistles to make yourself feel good.   Next you are going to define exactly what it is you want to buy and what bells and whistles you do want.  This is laid out in a document called an RFP.  An RFP means 'request for proposal.'  You should be able to put the product you want down in writing.  Example:  I want to buy a copier.   You put down what you want the copier to do; i.e.  how many copies per minute, scanning capabilities, envelope feeder, etc.   You set out the environment it will be in; i.e.   used by eight employees, heavy volume copying, etc.  Every thing you want the product to produce is listed.  You then put in questions you want answered. For example, does the product require special wiring or computer interace and what are the parameters.   What is the service requirement costs?  What is the cost per copy?  And finally, how much?   When you have it laid out, you select as many vendors as you want and send them the RFP with a request that they respond in writing by a certain deadline.  You tell them not to suggest other products or add-ons. They may attach a sheet with a recommendation but the response must be aligned with your request.  You also ask for three references of people who have used this product in similar circumstances.

When the quotes are returned carefully consider all of them and then pick those vendors you want to come in and present their product.  I caution you.  Vendors do not like RFPs.  By the same token I say play fair with vendors.  Don't make them jump through hoops if you aren't ready to buy.  And if a vendor refuses to provide one, don't do business with them. 

One finally note of caution:  QUIT USING YOUR BEST FRIEND TO SELL YOU PRODUCTS.  Encourage your best friend to submit a professional quote.   I find many lawyers who have been over-sold in the name of friendship.   Best business practices dictate being best business minded.