Category Archives: law

Keeping Your Team Productive Through Worst-Case Scenarios

keep your team productive


Sometimes disaster hits members of your team or your office. How you and your team handle it can make a huge difference—you can either add chaos to an already chaotic situation or maintain calm when things go wrong. Regardless of what type of disaster your firm is facing, there are things you can do to keep everyone as productive as they can be.

Here’s what you can do:

Take Stock.
You need to know what people would have been working on under normal circumstances to get complete situation awareness of how your firm would have been operating if the disaster were not about to hit. So before a disaster, ask your entire team to provide a detailed list of what they are working on, when it is due, and who else will have to work on it.  Of course, you might not always know when business is going to be disrupted. So you might want to gather such information on a daily or at least weekly basis anyway.

Redistribute Work.
Ask your team members to let you know whether they are evacuating and, if so, when and for how long. Find out what internet and phone capabilities they think they will have during that time. If they think they’ll  be unavailable, let them off the hook. Give them work that is not time sensitive and does not absolutely require connectivity. If they need research materials or design elements or any other third-party input, provide it to them ahead of time. Also, if they are evacuating and will be on the road or just unable to work, take that into consideration with no judgment and redistribute work away from them. Disasters are incredibly stressful. Having scared, tired or overworked employees who are trying to do it all while their lives are falling apart does you no good and does them no good, so avoid that situation at all costs.

Ensure Access to Materials.
Of course, lawyers can not lose access to their documents and case files. However, documents and resources will no longer be accessible if they are stored in one place and that place loses power. Any materials therefore need to be distributed in redundant and mirrored locations. As I recently wrote, having an external hard drive, a remote server, and a cloud-based system together provides very good redundancy.  Examples of such cloud-based platforms are Rocket Matter, Google Drive and Dropbox.

Have Regular Check-Ins.
Each team member has to have the ability to communicate with everyone else. This is a good time to make sure personal email accounts and cell phone numbers are distributed. This ensures people can keep letting each other know how they are doing if work servers also go down. These methods of communication are important so that teams can keep in touch.  While getting everyone on the phone at the same time may be difficult, it is helpful for everyone to provide a regular status report via email, text, or voicemail. If someone does not check in, a team leader can shift work around so that it keeps getting done even if the absent team member is having difficulty completing tasks.

Maria-Vittoria Carminati
Carminati is a trial attorney and litigator, women’s advocate, and founder of Carminati Law PLLC, a distributed law firm. Her practice consists of commercial and business litigation, family law, and mediation. She is licensed in NY, TX, DC and CO. Carminati speaks and writes about gender bias, micro-aggressions and advocacy for victims of sexual assault and domestic violence.  Her firm leverages technology to maximize productivity and decrease costs while delivering high-quality legal counseling and representation.

The post Keeping Your Team Productive Through Worst-Case Scenarios appeared first on Rocket Matter.

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[Webinar Wrap-Up] Billing Best Practices- How to Make Billing a Breeze and Collect More Money

In case you missed it (or if you want to see it again!), here are the slides and video from our recent webinar with Adam Holden from LexCharge: Billing Best Practices- How to Make Billing a Breeze and Collect More Money. 

In this webinar, Nefra and Adam discussed various better billing practices from setting up your invoice templates and configuring taxes and fees, to enabling online payments and offering alternative fee arrangements.  Adam even touched upon frequently asked questions regarding payment processing. You won’t want to miss this, so we’ve provide the slides and the recording for your convenience:

Best Billing Practices- How to Make Billing a Breeze and Collect More Money from Rocket Matter on Vimeo.

Originally recorded on November 2, 2017


Nefra MacDonald is the Business Development and Strategic Partnership Coordinator at Rocket Matter. After working in various capacities at law firms, corporations, and non-profits, she decided to use her experience to help address the pain points that practicing lawyers feel every day. Nefra currently co-chairs Rocket Matter’s Product Advisory Committee, which serves as a source of targeted feedback for the company’s product improvement strategy.

Adam Holden is a sales executive at LexCharge, a leading legal payment processing company. Previously, he worked in both consumer and business banking for Capital One Bank in New York City. Adam has helped many businesses leverage lines of credit, business loans, credit cards, and investment strategies to align with their strategic directions.

The post [Webinar Wrap-Up] Billing Best Practices- How to Make Billing a Breeze and Collect More Money appeared first on Rocket Matter.

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Ep 20: Sexual Harassment in Law Firms

On this week’s episode of the 10 Minute Law Firm Podcast, Larry Port interviews Steven Adler, who has practiced employment law for 35 years and is co-chair of his firm’s labor and employment law practice group in New Jersey. Steven talks about how pervasive sexual harassment really is in the legal field, how to recognize if you’re being harassed, and which first steps one should take if he or she finds themselves the victim of harassment. You don’t want to miss this timely episode!

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How to Prevent Sexual Harassment at Your Law Firm

prevent sexual harassment at your law firm


Sexual harassment certainly exists in the legal world, as we’ve recently reported. So what can you do if you’re running a firm and you want make sure such incidents are not part of your workplace at all? There are various ways for a law firm to make it clear to all employees that sexual harassment will not be tolerated.

Here, some leading experts share how to do just that:

Be a good role model.
If you’re in any position of power at a law firm, check your own behavior. “Remember, you are setting the tone for the entire organization,” says Barbara Walters, president of the HR Advantage, who has led a harassment prevention investigation committee for 13 years. Adds Laura Handrick, a human resources expert who has served as the human resources director in Fortune 100 companies, “The higher level the leader, the more likely they are to behave in inappropriate ways because they think ‘who’s going to report me?’ So if you’re that leader who thinks it’s okay to disparage females and gay people or tease office workers, just stop. Just because employees are afraid to report you, that doesn’t mean they won’t have a concern with your behavior. And you might not know until they quit… and you’re hit with a lawsuit.”

Create a clear sexual harassment policy.
If someone is sexually harassed at your firm, he or she should have a clear understanding of the proper steps to take to report the incident. “Have a clear, succinct, and documented harassment policy which covers verbal, physical, and emotional harassment,” says Kristen Nielsen Donnelly, MSW, PhD, a social science researcher in Philadelphia. Such a policy might be in an employee handbook, for instance. “This should clearly state whom the individual should report to and what the consequences of behavior may be. ‘Zero tolerance’ means nothing unless you define it”

Maintain an open-door policy.
It’s essential that everyone at the firm knows they can speak freely about the perceived incident or incidents that they regard as sexual harassment, says Gary S. Young, an employment lawyer in New Jersey. Also, if you have people on staff who administer the policy—such as an HR staff—make sure there’s at least one woman on the committee so all employees feel comfortable reporting issues, suggests Steven Adler, who has practiced employment law for 35 years and is co-chair of his firm’s labor and employment law practice group in New Jersey.

Take stock of your company’s culture.
It’s important to know what kind of work environment people on staff are experiencing. “Hire a consulting firm that specializes in organizational analysis to assess if your company/firm has a culture of harassment,” says Dr. Donnelly, “Another great way to discover what is actually going on within your organization is to conduct a completely anonymous employee survey,” suggests Cynthia Fenton, who has 15 years of experience in litigation and employment compliance.

Train all employees.
Many experts recommend that you conduct formal policy training or anti-harassment training sessions for everyone on staff each year. “Offering such an annual training program keeps the policy top of mind and helps people learn about any new litigation or statutes related to sexual harassment,” says Handrick. “For example, this year, gender neutral restrooms became an issue in the media, and several states have enacted policies against pregnancy discrimination and discrimination against individuals on the basis of sexual identity.”

Most importantly, make sure everyone on staff shows up to such training—even the managing partner(s) and executive committee. The managing partner might even speak to “make it very clear to all in attendance that this type of behavior will not be tolerated,” suggests Adler. “I recall an occasion when I was conducting training at a large company New York City when the CEO stood up, got everyone’s undivided attention, and said that the company would not hesitate to terminate any employee, no matter how high in the food chain, if he or she was found to have harassed any other employee.  That is precisely the message an employer, including law firms, should want to send to staff members.”

Act swiftly.
If someone reports sexual harassment, don’t wait a few weeks to see how things play out. Respond immediately to every incident. “Set and enforce a ‘zero tolerance’ policy for harassing behavior,” says Walters. “Delaying or doing nothing is equal to condoning poor behavior.  In other words, any exception you make sets a precedent and opens you up for more of the same.” Create a committee to investigate claims and harassment complaints, and then always respond to such complaints as quickly as possible.

Look beyond your firm.
Of course, you want to prevent any sexual harassment within your firm. However, don’t forget about your clients and other companies you might work with. “An often missed area of sexual harassment prevention is the training of all employees on the fact that they can and should report any harassment from non-employees– this includes lawyers from other firms, vendors that service the firm, or clients who may behave in an inappropriate way,” says Handrick. “Employees need to know that management will address these issues, up to and including terminating the client or vendor relationship, if the harassment does not stop.”

The post How to Prevent Sexual Harassment at Your Law Firm appeared first on Rocket Matter.

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What to Do if You’re Sexually Harassed at Your Law Firm

sexually harassed at your law firm


In light of the Harvey Weinstein scandal, women and men from nearly industry are speaking up and sharing their stories of sexual harassment. As we’ve reported, the legal industry is certainly not immune.

However, what do you do if you are being pressured or sexually harassed in any way by a superior in a law firm?  As part of our three-part series on the subject, we asked leading experts for their advice.

Here’s what they suggest:

Keep track of details.
It’s critical to keep track of every detail of the harassment. “Document the date and the extent of each occurrence,” says Daren H. Lipinsky, an employment lawyer in California. “Although it may be embarrassing, try to make the report as detailed as possible and include any potential witnesses who may have seen or heard the harassment.”

Also, save all emails, texts, and voicemails related to the harassment. “Print out whatever you can and bring it home, and forward any emails to a private account that you don’t check at work,” suggests Carlota Zimmerman, J.D., a  career strategist.  “At some smaller companies, management might retaliate [to your speaking up] by immediately locking you out of your email. If that happens, there goes your evidence.”  You might want to record the harassment if possible; however, only do so if it’s legal in your state.

Understand your firm’s policy.
Take a look at your company’s specific policy and read the fine print. “Actively look for clauses of certain actions and/or words that the firm condemns so you can start building your case,” says Jennifer Magas, who has served as an employment law attorney and handled employee relations (including all sexual harassment cases) for 9,600 employees at an international trading firm. “Write down dates, names, phrases used, locations, and other details of your harassment and match them up to your company’s policy so you can argue the case that this behavior [of the person who harassed you] is without a doubt inappropriate and worthy of punishment.”

Find allies.
Finding others in you firm who have experienced harassment can help you in many ways.  “Coworkers may have experienced what you did and might be willing to talk,” says J. Bryan Wood, an employment lawyer in Chicago.  “Choose wisely and think strategically. Find people with power who can help.”

Of course, only talk of the harassment to select people. “Don’t become the topic of office gossip, don’t tout your plan to your harasser, and don’t be loose-lipped,” says Magas. “If you need witnesses, be careful about whom you choose. Make sure those you confide in are loyal to you and won’t tip off anybody about the case you’re building. You want this to be a clear-cut case of ‘My rights were violated, here’s how,’ and not ‘I ruined so-and-so’s reputation by spreading rumors of harassment.’  Be smart and protect yourself as best you can.”

Go through proper channels.
When reviewing your firm’s policy, find out to whom you’re supposed to report any case of sexual harassment. Often this is the firm’s human resource director. “The firm’s handbook or policy will provide the proper channel for any complaint that you submit,” explains Matthew J.P. Coffman, an employment attorney in Columbus, Ohio. “After determining what that is, the employee should submit a complaint which is crucial because courts have found that employers are not vicariously liable for actions of their employees unless the harasser is a supervisor or unless the sexual harassment has been reported.”

Another option: “The employee also can file a charge of discrimination with the U.S. Equal Employment Opportunity Commission or similar state agency,” says Steven Adler, who has practiced employment law for 35 years and is co-chair of his firm’s labor and employment law practice group in New Jersey. “There are anti-retaliation provisions in federal and state employment laws to protect victims who come forward in any of those ways.”

Of course, if you are a victim of sexual assault—defined as unwanted sexual touching—that’s a crime that should be reported to the police, adds Adler.

Know your risks.
“Speaking out is risky and starts a process that frequently ends with a job change,” explains Wood. “Understanding that likely outcome and being prepared for it is key. Of course, having a shiny new job offer in your pocket is leverage that can make reporting harassment more tolerable.”

Another consideration: If you report sexual harassment, think about how that will affect your ability to land other jobs in the future. “It’s difficult to control what information a law firm may disclose to a prospective employer should the victim leave the firm,” says Adler. “Always consider confidentiality clauses in separation agreements and language concerning what information the firm can, and cannot, disclose. Do firms abide by such agreements?  Not always.” However, Adler has a helpful suggestion:  “Some people retain investigators to make pretext phone calls to former employers acting as if they are considering hiring the victim to find out what the law firm really is saying about them.”

Lastly, don’t assume that your firm will fire your harasser. “Once the employer receives notice of the sexual harassment, it has duty to investigate and take action as necessary depending upon its findings,” explains Coffman. “However, the employer is not required to terminate the harasser and it may choose to
take other action, such as transferring the harasser away from the harassed employee.”

Consider legal action.
If you follow the proper channels and report the harassment, your employer should take action. If they don’t, you might want to consider at least speaking with an employment lawyer.  “If the employer fails to take immediate and effective investigative and corrective action, or terminates the complaining associate without an independent and legitimate good faith reason, then the associate should seek advice from an experienced employment law litigator,” suggests Lipinsky.

Also, choose a lawyer wisely.  “If you consult a lawyer, find one committed to helping you achieve your goals, not theirs,” suggests Wood. “That may require the lawyer to operate behind the scenes, not in the spotlight, and may mean delaying agency or court filings until absolutely necessary. But that’s probably what’s best for your career.”

Remember, it’s your choice.
Of course, whether or not you come forward is a very personal decision. “When it comes to reporting sexual harassment, disgusting as it is, you’re going to have to choose between different levels of embarrassment: Do you continue to let your predator embarrass and humiliate and hurt you at work…or do you tackle all those feelings and report him or her?” says Zimmerman. “Each person has to make this decision for him or herself, but the sooner you do, the better.” Adds Wood: “Harassment in any form is unacceptable, but there’s no shame in doing what’s best for you or your family given the ramifications of reporting harassment at work.”  Bottom line: Know your risks and know your rights. Then make the decision that’s right for you.

The post What to Do if You’re Sexually Harassed at Your Law Firm appeared first on Rocket Matter.

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Is there a “Casting Couch” in the Legal Industry? Four Women Share Their Stories

sexual harassment in the legal industry

While shocking, the Harvey Weinstein scandal isn’t all that rare. And it’s certainly not limited to Hollywood. Sadly, sexual harassment is far too prevalent in the legal world as well. In fact, there seems to exist a “casting couch” of sorts for people first trying to break into the legal industry.

Here, four people share their stories:

The Yearly Firm Ritual
“When I was 23, I was a summer associate at a big law firm in D.C. I was excited to be a part of the firm and ready to be a part of the team. Partners and senior associates, all men, arranged a number of firm outings where I felt pressured to drink a lot of alcohol.  I was repeatedly hit on, with various degrees of aggression. Two of them—one of whom was married—kissed me.  And then one night when I was working late, one of the partners put a note on my office chair.  The note said that if I didn’t meet him later that night he would ruin my future at the firm.  I crumpled up the note and never met up with him.

That’s when things got really awful. I began to feel depressed, unsure of myself, and unsure of what I truly contributed as a lawyer.  My self-confidence became so low that I didn’t think I could ever get another job—so I accepted an offer to join the firm after graduation.

Meanwhile, the partner who had left the note did, in fact, poison people against me at the firm, leading me to get fewer assignments. I learned this because another partner, who did want to work with me, told me that the other partner was telling people they shouldn’t work with me because I was a slut.  I was eventually called in to meet with the senior partner of the corporate group who told me that I had to suck it up because I was not important enough and didn’t make enough money for the firm to be treated well there, whereas the partner who harassed me did.  It was a particularly awful meeting because I had never told anyone at the firm about the letter. I immediately realized that the firm knew what the partner had done and still supported his behavior.

About 18 months later, I left the firm. Years later, I ran into a man who had been a summer associate at the big law firm with me. He told me that the male associates and partners passed around a booklet that had pictures of incoming summer associates so they could pick the women they planned on attempting to have sex with.  It was a yearly firm ritual, fueled by firm money to pay for the nightly alcohol-driven opportunities to compete for the young women.” —Anonymous

An Inappropriate Interview was Just the Beginning
“While in law school, I thought I had checked every box to earn a coveted spot as a summer clerk with one of the big firms: I was in the top of my class at the University of South Carolina, writing for a journal, and president of Women in Law, an association at the school. At my first interview at the firm, I was greeted by two young, white, male associates. When I—a young, curvy, plus-size woman—walked in, they glanced at each other and didn’t bother to look at my resume sitting on the table before them. Interviews were limited to 10-15 minutes and in that time they asked me where I was from, if I was married, what I liked to drink, and if I was any good at softball. Towards the end, one of them asked, ‘What kind of law do you want to practice.’  I smartly said, ‘I want to litigate. I want to try cases.’  They both laughed and one said, ‘That’s funny. You don’t look like a litigator.’  I paused, shocked, and then said the only thing that came to mind, ‘That’s funny, because you didn’t look like an asshole either.’ I walked out.

Unfortunately, that was just one of many such experiences I’ve had in the legal industry. For instance, I once had one elderly judge who claimed to be hard of hearing. At one hearing, he kept saying I mumbled and he couldn’t hear me. (This was despite the fact that we were using microphones.) He asked the opposing counsel, ‘You don’t mind if I let this pretty young thing approach, do you? I can’t hear her.’ When we both approached, the judge said, ‘At least the view is now really good.’ (He was higher on the bench and could now look down my blouse.) We argued the motion and the judge ruled in my favor saying, ‘Sir, I hear you and you make a good argument, but I think our pretty young friend is both smarter and prettier than you.’ The opposing counsel was so offended on my behalf that he walked me out and said, ‘If you want to report him, I’ll back you all the way. That was disgraceful.’  In the end, I did not report the judge because the senior partner at my firm told me not to as it would ‘make trouble.’” —Alexia Pittas, a litigation consultant and legal research provider serving solo and small firms in the Southeast

An Object He Could Use
“While in law school, all I wanted was to work in one of Chicago’s top firms after I graduated. And even though my grades were mediocre, I believed that my natural talents would shine through. Then, one night I volunteered for a gala for the Minority Corporate Counsel Association, where I was introduced to the hiring partner at one of the top firms. After speaking with him for a while, the man turned toward an attorney at his firm and said, We’ve got to get Reese a clerkship.’ I couldn’t believe my luck! The hiring partner made it clear that he thought I was smart, engaging and a worthy cause for his seemingly altruistic endeavors. I believed that I had found a mentor who would take me under his wing. He could help guide me along the way.

That night, he offered to give me a ride home. Since it was the dead of winter in Chicago, I quickly accepted. When he pulled up to my front door, he leaned in and planted a long kiss on my lips. I was lost for words. I quickly fumbled for the door, jumped out of the car, and ran into my building. I was in shock. I felt cheap and dirty. My heart sank. I thought this hiring partner was being nice because he saw that I was talented and had promise. But no, the powerful partner—who was married with three daughterswanted something completely different.

I was so desperate to get a BigLaw job, that I did keep in touch with the partner, thinking he could help me. However, several times he’d try to kiss me and say things like, ‘You won’t give yourself to me. You aren’t serious about your career, and you’re not willing to do what it takes for you to make it.’

I felt like I had no choice. I eventually did start an intimate relationship with this man. However, he still never helped me get a clerkship, a summer internship, or any type of job. He’d say I wasn’t what the firm was looking for. At last, I realized it was never about my getting a job. It was about me being an object he could use.

So I ended the relationship and went out on my own and started a solo practice.  I forged a path where there wasn’t one. Right around that time, I also founded an organization called “B.A.B.E.S.” (Beautiful, Ambitious, Brilliant, Entrepreneurs ) in the Workplace. Our mission is ‘to help millennial women navigate the workforce with integrity’ and ‘to support and empower women who have been sidetracked and derailed in their careers due to sexual harassment and gender discrimination.’ When I created my organization, my prayer was that it could help ensure that young women entering the workforce wouldn’t have to endure the hell that I went through.”  —M. Reese Everson, Esq., an attorney in Illinois and author of The B.A.B.E.’s Guide to Winning in the Workplace: You Don’t Have to Compromise

“Just the Way Things Were”
“Several years ago I applied to a DA’s office in one of the boroughs in New York City. I hadn’t come from a New York law school, I hadn’t interned at that DA’s office, and I had no connections there, so even getting an interview was going to be an uphill battle.

A few days after I turned in my application packet, I attended a criminal bar association meeting, where I networked with some attorneys. One of the people I met was a male executive at the DA’s office who at the time was in charge of training the new classes of ADAs. He looked like he was in his 60s and was very nice and fun. Almost too nice and too fun. I knew I could hold my own in a conversation but wasn’t that great to warrant the attention I was getting. He told me at least a few times that he has a very high position within the DA’s office, so clearly he had some influence.

I followed up on my application with him a few times over the next few months and was so grateful he took interest in making sure that HR would properly look at my application. Then one afternoon before I had even gotten an interview, he called me and left a voicemail asking me on a date to a Broadway show.  I was gutted. I thought he was truly just vested in my abilities to be a good ADA. His call destroyed my world. It made me feel that my abilities and qualifications weren’t actually relevant at all. It was humiliating to me and I felt like a fool and reduced to literally nothing more than a woman he could exert power over because of his position.

I spoke to him one more time to decline his theater offer and never talked to him again. I ended up getting the job, and I would see him  around the office every once in a while. Every time, I would look or walk the other way.

It turns out that this was just a harbinger for things to come at that office. The inappropriateness of that office in terms of sexual innuendos and more in the years I worked there was abysmal. For instance, on numerous occasions, I was out with work colleagues and one of them would slap my butt. Everyone would just laugh. The worst part is that I got used to such behavior and began to think it was normal. It’s ridiculous how caught up I got in the dynamics of the office and how much I let slide because that’s ‘just the way things were.’” —Anonymous

The post Is there a “Casting Couch” in the Legal Industry? Four Women Share Their Stories appeared first on Rocket Matter.

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Ep 19: How to Run Your Firm Like a Business

Attorney Evan W. Walker returns this week on the 10 Minute Law Firm Podcast. Evan discusses in detail what it really means to run your law firm like a business and shares his personal experiences with advertising, marketing, and accounting. In other words, you’ll learn lots of tips on successfully running your practice. You don’t want to miss this episode!


The post Ep 19: How to Run Your Firm Like a Business appeared first on Rocket Matter.

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How to Standardize Operations so Your Firm is Prepared for Anything

Law firms around the country have had to deal with many unexpected disruptions over the past few months: Fires in California, hurricanes in Texas, Florida, Puerto Rico, and other states, and various other catastrophic events that have thrown people and their businesses into disarray.

When disaster strikes, the logistics of getting work done becomes more complicated. Every system gets stressed and even simple tasks can become challenging.

Of course, keeping everyone safe is paramount. However, it’s also critical to get your firm back up and running as soon as possible. Not only do your clients rely on you, but you and your employees need the business.

That is why it’s crucial to have solid systems in place before any such disasters strike. In fact, a good predictor for how a firm will continue to operate under stress is how organized it was to begin with. Firms that have standardized processes and built-in redundancies in place will be more capable to handle stress and sudden changes in resource availability such as those created by natural disasters.

Here are the three most important steps:

Essential data must be electronic and versioned.
Lack of access to documents and case files is fatal for lawyers. That’s why it’s imperative for firms to have solid systems in place that allow team members easy access to such materials while having solid versioning. In other words, central copies must be rapidly updated so that everyone is always looking at the correct version of the document.

Having an external hard drive, a remote server, and a cloud-based system together provides very good redundancy.  Examples of such cloud-based platforms are Rocket Matter, Google Drive and Dropbox. It is also important to discourage team members from using local copies or to rely on emailed copies for the latest version of any document. Once a natural disaster hits, these redundancies and versioning safeguards will protect against the challenges of system and work interruptions. Of course, it’s also critical that the document management system has regular back-ups in several different locations.

Task management is critical.
It is important for team leaders to know what people on their team are doing at any given time (when it comes to work, of course!)  This is good practice generally but becomes crucial during natural disasters when it becomes harder to maintain the right amount of oversight. Having regular check-ins in place, whether by phone or email, is essential. Online task management tools such as Evernote, Google Tasks and Rocket Matter can help you achieve this.  If no system is in place when disaster strikes, you’ll add more chaos and uncertainty to what’s already a chaotic, uncertain time.

Calendar management is key.
While each team member should absolutely have their own deadline management systems, teams need to always be aware of each other’s deadlines. Cloud-based calendars, case management platforms, and milestone software are all good ways to do this. There are a variety of available options such as Rocket Matter, Google Calendar, Microsoft Office 365, and Outlook. (Rocket Matter actually also syncs with the latter three options.) During natural disasters people unexpectedly go offline and they may not be able to let others know they are unavailable. Providing information regarding what has to happen by when allows other people to pitch in if this happens. It is also a good idea to ask team members to add their personal or soft deadlines before a natural disaster to further help overall situational awareness.

Maria-Vittoria Carminati
Carminati is a trial attorney and litigator, women’s advocate, and founder of Carminati Law PLLC, a distributed law firm. Her practice consists of commercial and business litigation, family law, and mediation. She is licensed in NY, TX, DC and CO. Carminati speaks and writes about gender bias, micro-aggressions and advocacy for victims of sexual assault and domestic violence.  Her firm leverages technology to maximize productivity and decrease costs while delivering high-quality legal counseling and representation.

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Anatomy of a Perfect Business Email (Infographic)

Good business communication usually falls by the wayside when it comes to composing email messages. In addition to being grammatically correct, there are essential components to an effective business email that will ensure your recipient reads, understands, and follows through with your message.  We’ve laid out the anatomy of a perfect business email for you in this handy infographic.

Click to enlarge and share if you love!

Anatomy of a Perfect Business Email

Anatomy of a Perfect Business Email

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Ep 18: How to Make Yourself Available to Your Clients

On this week’s episode of the 10 Minute Law Firm Podcast, Larry Port is joined by Evan W. Walker, a successful personal injury attorney based out of of San Diego, California. Since communication with clients can make or break your practice, Evan talks about the technologies he uses to keep himself accessible. He also talks about strategies to make sure that your clients don’t take over your personal life. This week’s episode is a must for all attorneys!

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