May 22, 2013

A New Take on the Top Ten Rules for Court and Professional Life

By Mimi E. Tsankov and Jessica L. Grimes

This is part of an article written for the University of Denver Law Review. Cite as Mimi E. Tsankov & Jessica L. Grimes, “A New Take on the Top Ten Rules for Court and Professional Life,” 89 Denv. U. L. Rev. 369 (2012). Click here to read the article in its entirety.

INTRODUCTION

After the last brief is written, the final scrap of evidence considered, and the list of witnesses prepared, every litigator would be well-served to reflect on how his actions will impact him professionally and whether they will strengthen or lessen respect for our legal institutions. To be sure, the better nuanced his arguments and the more accurate his riposte, the greater the chance of a favorable outcome for his client. And while “favorable facts” and “favorable law” ultimately affect the success of a litigator’s case, what of the myriad exchanges which do not deal with the legal issues per se, but with more ambiguous concepts like respect and integrity? What function do an attorney’s choices in this area of form and procedure have on outcomes, if any, and what impact do they have on respect for the rule of law? How do the carefully choreographed interactions among the parties before and during the hearing influence our notion of a fair legal system of law whereby “justice” is served? What lingers beyond the particulars of the case at hand for the courtroom litigator who will be defined in part by his reputation as a guardian of the rule of law? Indeed, as the following discussion suggests, there is more than one way to successfully walk out of a courtroom.

This Article offers ten rules for court and professional life. Succinct, yet deceptive in their simplicity—the Article considers the hows and whys of their formulation. It explores these rules through both conventional and anecdotal research to examine the subtleties of courtroom relationships. While mastering these rules can take years, a concerted focus on some of the basic elements can assist a recently admitted attorney to command the focus of attention on the issues most advantageous to him and divert the focus away from unhelpful distractions. Moreover, adherence can build an enviable reputation for upholding the rule of law and thereby strengthen the American legal system.

Nine of these ten rules fall loosely into three general categories. The first group emphasizes the importance of respecting the rule of law, our legal institutions, and the specifics of how best to demonstrate that respect to all the parties involved in the legal process. This group of rules deals with the attorney’s role in our legal system and how his actions and the choices he makes influence whether the rule of law is upheld. They embody the philosophy that by upholding the rule of law, one shows respect for the court, one’s colleagues, and ultimately all of those that are subject to it. The rules focus on maintaining courtroom decorum, following ordinary court rules and procedures, and refraining from conduct that questions the authority of the judge. These rules challenge practitioners to self-reflect.

The second group of rules focuses on the importance of effective communication, both written and oral. These rules emphasize that honesty, candor, and precision are critical components of effective communication. They suggest that attorney statements should tend to earn the trust of those with whom one practices. They also indicate that compliance supports respect for the rule of law.

The third set of rules focuses on how practitioners can exhibit respect for the time and resources of all involved in the legal process. These edicts acknowledge the value of judicial economy and evince the practical realities that many involved in the court system are today being asked to do much more with much less.

The final maxim set forth in this Article explores how failure to abide by the previous nine rules can result in a loss of professional reputation. It emphasizes that loss of reputation can result in a diminution of a lawyer’s value in both professional stature and economic terms. It acknowledges that once lost, it is difficult, if not impossible, to regain one’s professional reputation.

And now a word about how this Article came to be. United States Magistrate Judge Kristen L. Mix sits on the bench of the District Court in Colorado. As those who appear before her know, she is respected for her competence, revered for her exacting standards, and admired for her cutting wit. She sets forth her expectations unabashedly and demands adherence to the high standards that she seeks to uphold. Judge Mix began her legal career in the mid-80s and has witnessed a time of great upheaval in the legal profession, including the recent financial crisis, which has drastically altered fundamental aspects of the legal profession. What led her to set out written expectations reflected a very real concern that the legal profession was undergoing a crisis, which manifests itself in very concrete ways every day in court.

This Article offers Judge Mix’s “Ten Rules” and explores each in the context of what it may reveal about a legal system in crisis. It raises threshold questions about whether the current crisis is really a new phenomenon, and if so, speculates as to how it might have come about. It examines professionalism challenges in a variety of court contexts—from federal district court and administrative hearings to state court matters and international court proceedings. The Article examines the rules in the context of bar self-policing enforcement actions and considers how some judges are able to institute measures that tend to increase civility and decrease intemperate remarks. The Article concludes that careful adherence to Judge Mix’s rules in all bar activities, including court appearances, will not only enhance an attorney’s effectiveness in representing his client and result in a greater and more effective impression on the triers of law and fact. It will also enhance respect for our legal system as a whole. By following the spirit of the Ten Rules, attorneys can develop and maintain a high level of professional integrity amongst both their colleagues and the general public. As Judge Mix says, “Keep your eye on the prize: achieving a just, efficient and appropriate result.” (Kristin L. Mix, U.S. Magistrate Judge, U.S. Dist. Court for the District of Colo., Presentation on Professionalism and Ethics at the Meeting of the Colorado Intellectual Property Inn of Court 1 (presentation on file with Denver University Law Review).)

For the full article, click here. For a list of activities celebrating Legal Professionalism Month, click here.

Mimi E. Tsankov is an Immigration Judge and Jessica Grimes is an Attorney Advisor with the Department of Justice (DOJ), Executive Office for Immigration Review (EOIR). They write in their personal capacities and the views expressed are not necessarily those of the Department of Justice. The authors wish to thank U.S. Magistrate Judge Kristen L. Mix for developing the rules and for permitting us to write about them. While we hope to have provided context for her succinct set of directives, we have likely overstepped in some respects, and wish to absolve her from our verbose and possibly imprecise efforts at elucidation. The thoughts expressed herein are not necessarily her views. The authors also wish to thank Judge Russell E. Carparelli, Colorado Court of Appeals, and Sarah M. Clark, Counsel to the Chief Justice, Colorado Supreme Court, for their valuable insights and edits.

ABA House of Delegates’ Ethics 20/20 Commission Approves Changes to the Model Rules of Professional Conduct

The dawn of the information age has changed life as we know it. Our personal lives and businesses have been affected, and the practice of law is no exception. The ABA House of Delegates’ Ethics 20/20 Commission met in August to decide how best to advise attorneys of their ethical obligations in the global marketplace. The top ten issues addressed by the House of Delegates were:

  1. Protecting client information in electronic communications;
  2. Cloud storage and properly safeguarding protected client information;
  3. How to set up an ethical screen for a new attorney with a shared electronic network;
  4. The importance of competency in a multi-jurisdictional practice;
  5. How attorneys who frequently change jurisdictions can practice law without undergoing rigorous admittance procedures;
  6. Outsourcing to other lawyers and non-lawyers, and potential hazards;
  7. What types of online behaviors could potentially create an attorney-client relationship (including social media, communications on law firm websites, etc.);
  8. The ethical propriety of advertising on the internet, and whether pay-per-click ads constitute improper referral services;
  9. The importance of competency in technology, including some understanding of electronically stored information; and
  10. Advising clients on technology, such as maintaining electronically stored information.

The American Bar Association Model Rules of Professional Conduct are intended to provide guidance to the states, and to encourage adoption of a standard procedure throughout the country for attorney regulation and discipline. However, although resolutions on the above topics were passed by the ABA, they are not binding on Colorado attorneys absent amendments to the Colorado Rules of Professional Conduct.

Join us at CBA-CLE on Wednesday, September 12, for a breakfast seminar where Troy Rackham, a representative of the House of Delegates, and Alec Rothrock, from the Colorado Rules of Professional Conduct committee, will present on the changes adopted by the ABA and what this means for attorneys in Colorado.

CLE Program: Competency and Confidentiality in Lawyers’ Use of Technology – New Changes to Model Rules of Professional Conduct

This CLE presentation will take place on Wednesday, September 12, at 8:30 a.m. Participants may attend live in our classroom or watch the live webcast.

If you can’t make the live program or webcast, the program will also be available as a homestudy in two formats: video on-demand and mp3 download.

Legal Writing Pro: The Apple of Our Eye – Scoring the Apple v. Samsung Openings

One of the greatest patent cases of all time, Apple v. Samsung, just won Apple a stunning billion-dollar verdict.

But did Apple prevail on the writing front as well? Let’s see how many points each party racked up in the opening paragraph of its trial brief.

Apple’s Opening Paragraph

Samsung is on trial because it made a deliberate decision to copy Apple’s iPhone and iPad. Apple’s innovations in product design and user interface technology resulted in strong intellectual property rights that Samsung has infringed. Try as it might, Samsung cannot deflect attention from its own copying by the patents it has asserted against Apple. To the contrary, the trial will expose how Samsung deceived the international body responsible for creating the UMTS wireless standards to slip its patents into the standard and illegally monopolize technology markets. [Apple’s brief]

Points for Apple

  • The first sentence is short and thematic: Samsung is at once lazy and scheming.
  • The client, associated with “innovations,” is portrayed favorably.
  • “Innovation” is backed up by mentions of product design and interface technology.
  • The opponent, associated with “deception,” is portrayed unfavorably.
  • “Deception” is backed up by mentions of slipping patents into standards and monopolizing markets.

Half-Point Deductions

  • The syntax of the third sentence doesn’t work: You’d deflect attention “by” asserting patents or “through” the patents asserted. But you wouldn’t deflect attention “by” the patents themselves.
  • The final sentence tries to do too much at once, and it doesn’t contrast clearly enough with the preceding sentence to justify “to the contrary.”

Samsung’s Opening Paragraph

In this lawsuit, Apple seeks to stifle legitimate competition and limit consumer choice to maintain its historically exorbitant profits. Android phones manufactured by Samsung and other companies — all of which Apple has also serially sued in numerous forums worldwide — offer consumers a more flexible, open operating system with greater product choices at a variety of price points as an alternative to Apple’s single, expensive and closed-system devices. [Samsung’s brief]

Points for Samsung

  • The first sentence is thematic: Apple is at once greedy and anti-consumer. The Gordon Gekko of technology, it would appear.
  • Apple, with its “serial suits,” is also portrayed as an aggressor, and Samsung as its latest victim.
  • Samsung, by contrast, is portrayed as consumer-friendly (“More Choices, More Price Points”—not quite “Great
    Taste . . . Less Filling!” but effective all the same).
  • Samsung sets up a clean and even memorable contrast (“flexible and open” versus “single, expensive, and closed”).
  • Samsung subtly sounds its legal theme: that the products are much less similar than their outward appearance suggests.

Half-Point Deductions

  • The “to maintain” in the first sentence is confusing. Avoid having “to” twice in the same clause if one “to” means “in order to.” Here, for example, it sounds as if “to maintain” belongs with “stifle.” Maybe we should cut the self-evident “in this lawsuit” and move “to maintain” to the front: “To maintain its historically exorbitant profits, Apple seeks to stifle legitimate competition and limit consumer choice.”
  • The second sentence contains a common typo: the two hyphens after “worldwide” are meant to be a dash. (Hint: When you want to make a dash by typing two hyphens, you need to hit the space bar after the word that follows.)

You Win

Despite Apple’s victory on the merits, then, I’ll call this writing fight a draw. The real winner could be you, however. After all, few attorneys score any points at all in their opening paragraphs, let alone the five we’ve seen for each party here. So whether you prefer an iPhone or a Droid, see how many of these five points you can score in your next opening:

  1. A short, thematic first sentence.
  2. A sense of what the dispute involves.
  3. A key fact that puts your client in a positive light.
  4. A key fact that puts your opponent in a negative light.
  5. A clear and even memorable contrast that you can return to throughout your brief—what former Third Circuit Chief Judge Ruggero Aldisert calls the “flashpoint of controversy.”

Ross Guberman is the founder and president of Legal Writing Pro, an advanced legal-writing training and consulting firm. He has conducted more than a thousand programs on three continents for many of the largest and most prestigious law firms and for dozens of state and federal agencies and bar associations. Ross is also a Professorial Lecturer in Law at The George Washington University Law School, where he teaches an advanced seminar on drafting and writing strategy. When you see the logo, you’re reading an article from Legal Writing Pro, where the article originally appeared.

Coach’s Corner: Be a Lawyer and a Teacher

Rebecca Mieliwocki of Burbank, Calif., was recently named 2012 Teacher of the Year and honored by President Obama at a White House ceremony.

Among other impressive achievements in her career, she went to law school. This transition is not peculiar. Lawyers are, after all, teachers. They tell stories to instruct jurors and judges for the benefit of their clients.

But lawyers may not realize that they can use teaching techniques in many other ways to make the business of law more successful.

Consider just a few examples and ask yourself how good a teacher you are.

Justify your fees

Value is ultimately determined by the client, not the attorney. But it’s the attorney who must educate the client about the value of his services.

Most clients recognize the importance of and are willing to pay a fair fee for value. What they do not want is to pay for inefficiencies, duplications or unnecessary services.

To avoid fee disputes, lawyers must regularly demonstrate that their skills and the way in which services are delivered to the client coincide with what the client wants and needs.

Blog to inform

Lawyers often know a great deal about industry and economic issues that are important to clients, and can educate their clients about trends and developments using blog posts.

A blog combines the lawyer’s observations on breaking legal or regulatory issues with specialized content and research and can offer the option to comment and ask specific questions. This defines a teaching relationship — and also often serves as the beginning of a client relationship.

Educate your staff

In the current law firm world, lawyers and staff are affected by the ongoing transformation of client expectations and legal service delivery. Lawyers must take the lead in helping all staff members understand this change.

More than the continuing sluggish economy alone, firms are contending with upheaval in the way law is practiced. Secretarial assistants, technology specialists, project managers, any staff — they all need a better understanding of the forces reshaping law firms, and the lawyers who employ them should provide that understanding.

Emphasize the value of beyond-the-case effort

Young lawyers too often view themselves as being at the mercy of the firm’s partners when undergoing annual reviews. They can enhance their situations by educating the partners on what the lawyer has actually done in a key area, such as business development.

Attending lunch or bar association functions, posting blogs and client updates, writing articles in trade or legal publications are all valid marketing activities. The young lawyer who engages in them can make a convincing argument at review time: “This is what I’ve done to promote myself and promote the firm.”

Don’t assume these efforts are well-known tactics. Teach those who matter about the value of the effort.

Education is all about communication. It is essential that those with whom a lawyer interacts knows what the lawyer is doing and understands why it is being done. As lawyers, our job is to help others. Constantly conveying how and why you are doing this is an excellent way to derive greater personal satisfaction from your practice.

Ed Poll is a nationally recognized coach, law firm management consultant, and author who has coached and consulted with lawyers and law firms in strategic planning, profitability analysis, and practice development for over twenty years. Ed has practiced law on all sides of the table and he now helps attorneys and law firms increase their profitability and peace of mind. He writes a syndicated legal column, Coach’s Corner, where this post originally appeared on June 20, 2012.

Is Solo Practice a Good Fit for You?

Today’s economy can lead seasoned attorneys, mid-career laterals and even freshly minted law grads into solo practice. But is solo practice a good fit for you? No matter the stage of your career, there are questions to ask yourself and options to examine to determine whether this is your best choice before you launch a solo practice.

How Many Hats Can I Wear?

Opening a solo practice means wearing many hats to handle all the functions in the firm—in addition to practicing law. A lawyer stepping out of a larger firm may find herself a bit ill-equipped to manage all the details required in running a law office, even a solo one. That realization—sometimes a difficult one—may lead to the need for extra support, either outsourced or in-house, to cover everything from bookkeeping and billing to marketing and technology support, plus other administrative duties. Acknowledge your strengths and interests, and then plan ways to cover the rest so you can balance both the administrative and the legal side of running the practice.

What Is My Vision of Solo Practice?

Do you view solo practice as a temporary or long-range option? Will you focus on one practice niche or several areas? Do you anticipate a need for support through a paralegal, legal assistant or other? Will you need the involvement of other lawyers? Many solo lawyers network and solidify of counsel relationships with their peers to plug into particular client matters as the need arises. Being prepared in advance is key to ensuring solid legal services and handling client expectations.

Who Would Be My Best Client?

Think about the areas of practice you want to concentrate in. Consider your background and experience—what types of client matters do you enjoy? Describe your best client and explore why that’s the case. Developing key areas of practice where you have both experience and interest to grow and develop will lead you on a path to a satisfying and successful practice.

What Is My Ideal Practice Setting?

The location of your office depends on the type of clients you want to serve. Are your clients businesses or consumers? How will the physical office affect attracting clients? Will clients need to visit you often or only occasionally? Endless technology options can support your law practice wherever it is, but you still need to decide what setting works best for you. Do you enjoy tossing around a legal issue or argument among a group of other legal minds? If so, consider renting within a suite of other lawyers. Or if you desire a strong presence, explore leasing or owning your own space. While working from home may seem like paradise, it is not always wise to bring clients to your home. You might consider a virtual office with a professional business address and renting a conference room for meeting with clients on confidential matters.

How Will I Find Clients?

To build your business, you must have a strong strategic plan that makes marketing and business development a high priority. Concentrate on marketing a few key areas of your practice. Reach out and network—you can learn and gain valuable insights by getting active in your local bar or other specialty law groups. Develop your writing and speaking skills so you can share your knowledge with potential clients. Weave your interests and experience into your online presence through your website and social media as you develop your place in a niche.

Remember, too, that in a solo setting, you may no longer be perceived as competition by your peers. This is a good thing. Communicate how you can be of value to them by helping when conflicts arise in their own firms. Their good feelings about you can result in a stream of solid referrals.

Ellyn Caruso is principal of CarusoPR, a group that combines strategy, creativity and technology. Ellyn is passionate about delivering persuasive marketing and public relations programs to help attorneys, businesses and organizations. She brings more than 25 years of public relations experience serving national and international clients. She also contributes to the Attorney at Work blog, where this post originally appeared on August 14, 2012.

CLE Program: Hanging Your Shingle

This CLE presentation will take place from Thursday, August 16 through Saturday, August 18. Participants may attend live in our classroom or watch the live webcast.

If you can’t make the live program or webcast, the program will also be available as a homestudy in three formats: video on-demand, mp3 download, and audio CD. The course materials will also be available.

Legal Writing Pro: Five Grammar Myths

For scams and urban legends, we have snopes.com. But what about the grammar myths that fill the air at so many workplaces? Are these five myths holding you back—or making you crazy?

If you think you can’t start a sentence with “but” or “because” or would rather get a root canal than split an infinitive, prepare to be liberated.

Myth One: You can’t start a sentence with a coordinating conjunction like and, yet, or but.

What it would mean if true: All nine Supreme Court Justices would be incompetent writers.

Who says it’s a myth:

  • Chicago Manual of Style, 16th ed.: This myth has “no historical or grammatical foundation”; “a substantial percentage [often as many as 10 percent] of the sentences in first-rate writing begin with conjunctions” (5.206).
  • American Heritage Guide to Contemporary Usage and Style: starting sentences with conjunctions is “rhetorically effective” (p. 70).
  • Joseph Williams, Style: “Just about any highly regarded writer of nonfictional prose begins sentences with and or but, some more than once a page” (p. 182).
  • Garner’s Modern American Usage: “It is a gross canard that beginning a sentence with but is stylistically slipshod” (p. 121).
  • Fowler’s Modern English Usage, 2nd ed.: “That it is a solecism to begin a sentence with and is a faintly lingering superstition. The OED gives examples ranging from the 10th to 19th c.; the Bible is full of them” (p. 29).
  • Wilson Follett, Modern American Usage: “A prejudice lingers from a by-gone time that sentences should not begin with and. The supposed rule is without foundation in grammar, logic, or art. And can join separate sentences and their meanings just as but can both join sentences and disjoin meanings” (p. 27).
  • Merriam Webster’s Dictionary of English Usage: “Everybody agrees that it’s all right to begin a sentence with and, and nearly everybody admits to having been taught at some past time that the practice was wrong. . . . Few commentators have actually put the prohibition in print; the only one we have found is George Washington Moon (1868)” (p. 93).

Myth Two: You can never split an infinitive.

What it would mean if true: The Star Trek writers should have rewritten this famous sentence: “To boldly go where no man has gone before.”

Who says it’s a myth:

  • Chicago Manual of Style, 16th ed.: “It is now widely acknowledged that adverbs sometimes justifiably separate an infinitive’s to from its principal verb” (5.106).
  • The Elements of Style, 4th ed.: “Some infinitives seem to improve on being split,” as in “I cannot bring myself to really like that fellow” (p. 113).
  • American Heritage Guide to Contemporary Usage and Style: “[T]he split infinitive is distinguished [by both] its length of use and the greatness of its users . . . noteworthy splitters include . . . Abraham Lincoln, George Eliot, Henry James, and Willa Cather” (p. 441).
  • Barbara Wallraff, Word Court: “Splitting an infinitive is preferable both to jamming an adverb between two verbs . . . and to ‘correcting’ a split in a way that gives an artificial result” (p. 99).
  • Fowler’s Modern English Usage, 2nd ed.: “We admit that separation of to from its infinitive is not in itself desirable,” but “we will split infinitives sooner than be ambiguous or artificial” (p. 581).

Myth Three: You can’t split a verb phrase.

What it would mean if true: You would have to write “he usually will take an extreme position,” not “he will usually take an extreme position.”

Who says it’s a myth:

  • Chicago Manual of Style, 16th ed.: “There is no rule against adverbial modifiers between the parts of a verb phrase. In fact, it’s typically preferable to put them there” (5.168).
  • Garner’s Modern American Usage: “[M]ost authorities squarely say that the best place for the adverb is in the midst of the verb phrase” (p. 23).
  • Wilson Follett, Modern American Usage: “With a compound verb—that is, one made with an auxiliary and a main verb—the adverb comes between auxiliary and main verb (He will probably telephone before starting)” (p. 18).
  • Merriam Webster’s Dictionary of English Usage: “This bugaboo, commentators agree, seems to have sprung from fear of the dread split infinitive” (p. 36).
  • Fowler’s Modern English Usage, 2nd ed.: “It is probably a supposed corollary of the accepted split-infinitive prohibition; at any rate, it is entirely unfounded. . . . There is no objection whatever to dividing a compound verb by adverbs” (pp. 464-65).

Myth Four: You can’t end a sentence with a preposition.

What it would mean if true: You would have to mimic Winston Churchill, who famously mocked the alleged rule by saying, “This is the type of arrant pedantry up with which I shall not put.”

Who says it’s a myth:

  • Chicago Manual of Style, 16th ed.: “an unnecessary and pedantic restriction” (5.176).
  • Garner’s Modern American Usage: The rule is “spurious” (p. 654).
  • Patricia O’Connor, Woe is I: “This idea caught on, even though great literature from Chaucer to Shakespeare to Milton is bristling with sentences ending in prepositions” (p. 183).
  • Fowler’s Modern English Usage, 2nd ed.: “It was once a cherished superstition that prepositions must be kept true to their name and placed before the word they govern in spite of the incurable English instinct for putting them late” (p. 473).

Myth Five: You can’t start a sentence with because.

What it would mean if true: Emily Dickinson made a mistake when she wrote, “Because I could not stop for Death, / He kindly stopped for me.”

Who says it’s a myth:

  • American Heritage Guide to Contemporary Usage and Style: starting a sentence with “because” is “perfectly appropriate” (p. 53).
  • Mark Davidson, Right, Wrong, and Risky: starting a sentence with “because” is “fully accepted” (p. 105).
  • Joseph Williams, Style: “[T]his particular proscription appears in no handbook of usage I know of” (p. 181).
  • Garner’s Modern American Usage: “odd myth [that] seems to have resulted from third-grade teachers who were trying to prevent fragments” (p. 92).
  • Merriam Webster’s Dictionary of English Usage: “This rule is a myth. Because is frequently used to begin sentences,” often “for greater emphasis” (p. 171).

Ross Guberman is the founder and president of Legal Writing Pro, an advanced legal-writing training and consulting firm. He has conducted more than a thousand programs on three continents for many of the largest and most prestigious law firms and for dozens of state and federal agencies and bar associations. Ross is also a Professorial Lecturer in Law at The George Washington University Law School, where he teaches an advanced seminar on drafting and writing strategy. When you see the logo, you’re reading an article from Legal Writing Pro, where the article originally appeared.

The Perils of the Video-Conference Deposition

The video-conference deposition itself sounds like a great idea. After all, we were supposed to have flying cars and robot maids by now.  However, the reality of video-conference deposition reveals many, many challenges.

The first and most obvious challenge is the technology. Through trial and error, I would always suggest using a court reporter’s office, which should be properly equipped to handle the video feed. The onus is therefore on the hired court reporting firm to have working equipment. Otherwise, should you use your own conference room and your Internet goes out, everyone looks at you.

The second challenge is the materials. Some fact witness depositions sail through without any marked exhibits.  Most expert and party depositions contain many marked exhibits. Therefore, the video-conference deposition requires some advanced planning. This challenge is magnified in video-conference depositions of expert witnesses. Essentially, you have to scan and copy your expert’s entire file the week prior to the deposition and mail (or cloud upload) copies in advance. Not only is the manual labor extensive, but often your experts do not have everything prepared a week in advance of the deposition.

The third challenge is the deposition itself. We can get to the moon, but we cannot figure out how to eliminate a delay on a video-conference. Therefore, you have to adjust your rhythm of asking questions. Slow down.

The fourth challenge is the lack of the interpersonal contact. There is something more commanding about being present in the room in front of your deponent. Video can cloud body language and, more concerning, can hide attorney assistance.

In my humble opinion, I think the technology is still a few years away. In the interim, video-conference depositions can be useful for lower-level fact witnesses. If you are deposing a party or an expert, I recommend being in the room.

Chad Lieberman served as lead trial attorney for a commercial litigation firm located in Chicago from 2005 through late 2010. He handled lawsuits involving contract disputes, personal injury, insurance related issues, product liability matters, construction defects, and real estate. Since moving to Colorado in 2010, he practices in state and federal courts throughout Illinois and Colorado, primarily in product liability and commercial litigation. He is also the new editor/promoter-in-chief of the SOLO in COLO blog, where this post originally appeared on July 20, 2012.

CBA Upgrades to the New Casemaker on July 18

Casemaker, the Colorado Bar Association’s free legal research member benefit, will be upgraded on Wednesday, July 18, 2012, to provide new features and functionality that will greatly improve users’ legal research experience.

Users will have three months to explore the new interface before the old Casemaker 2.2 version goes away for good. When using the New Casemaker, if you find yourself stumped, assistance is just a phone call away at (877) 659-0801, or revert to Casemaker 2.2 by clicking on the “Return to 2.2” link at the top of the New Casemaker search window. You can also call the CBA’s Casemaker Hotline for assistance at (303) 860-1115, and ask for Reba Nance or Lauren Eisenbach.

To make the transition easier, the CBA has created a video tutorial, specifically tailored for Colorado attorneys. The tutorial is broken down by chapters, allowing you to easily locate the information you need. In addition, trainings are available in person and via webinar.

The new version of Casemaker offers many improved features. Here are just a few:

  • Faster search results with a single, Google-like search field
  • Personalized search history—save and reuse your searches
  • Create folders to save your searches and cases and organize your research
  • Results can be filtered by most relevant, most cited, and date decided
  • Adjustable font sizes for easier viewing

Find the complete list of features here. As you explore the latest version of this member benefit, take advantage of the many video tutorials (one provided below), and access the schedule of upcoming trainings.

Finding Efficiency in a Solo or Small Firm

One of the hardest parts of being a solo attorney is all the non-lawyering tasks that have to be accomplished on a day-to-day basis. What’s worse is we can’t bill clients for that time. It’s not just me that sees this as a problem for solo lawyers: LexisNexis recently released a survey indicating solo and two-attorney firms work more hours per hour billed to a client than attorneys in any other sector. Disregarding the numerous methodology issues raised by this survey (and there are enough for an entire additional post), this survey raises some interesting questions about how solos can become more efficient.

There are dozens of interesting thoughts from this article, but I’m going to hone in on two in particular: the use of legal staff and the use of technology.

Using Staff

One plausible explanation given for smaller firms being somewhat less efficient is that the larger a firm is, the more they will be able to delegate non-legal tasks to non-attorney staff:

“Bigger law firms often have armies of support staff and sophisticated billing systems that boost efficiency and let ‘attorneys be attorneys,’” said Loretta Ruppert, senior director of community management for LexisNexis Legal  and Professional.  “But at the smaller end of law, they typically wear multiple hats.”

On one hand, this is a good point. Many solo attorneys answer their own telephones, most probably write or manage any ad campaigns they might do, and, for many, a specialized staff person to do the accounting and taxes is a pipe dream, so the attorney does it.

On the other hand, management takes time. Somebody has to tell the support staff what to do and be accountable for their work. And until the Rules of Professional Conduct change, those tasks can’t be delegated to a non-attorney management wiz kid. Given how poor attorneys generally are at grasping management theory and technique, I wonder how it’s possible that any segment of firms bills 92 percent (like the 11-20 attorney “medium sized” segment of the survey) of their attorney time to clients while actually keeping the office operating.

Even assuming a solo lawyer can perfectly manage staff, there’s an additional issue unique to solos. Many solos have practices with fluctuating books of business that bounce back and forth between the break-even point for making staff worthwhile. Considering the effort and expense that goes in to hiring and training an employee; it’s probably wise to err on the side of caution rather than efficiency in the calculus of whether to add staff. That’s before even considering the human cost of hiring an employee and then having to cut him or her loose after six months because business drops off.

While technology, such as remote receptionists or cloud-based billing software, can reduce the amount of time an attorney spends on overhead, that comes with its own difficulties.

Using technology to be more efficient

I am a very pro-tech guy, but this comment about how lawyers use technology shows considerable cluelessness:

“It’s more an indication of the way they use technology,” Ruppert said. “What we have found is that law firms are bucketed into three different areas: traditional, progressive, and low-tech firms.”

While “technology” can certainly make a law firm more efficient, it also takes considerable effort. Presumably, the folks going to the ABA TECHSHOW are writing that off on their taxes and they hopefully aren’t billing that to clients, so it’s unbilled work. In addition to that, a tech-savvy lawyer needs to read technology blogs and magazines, and probably tries out a number of products that don’t work well throughout the year.

While this may be fun for some, it is still work that a lawyer can’t bill! The comment from Ruppert is basically a caricature of LexisNexis: technology (no specifics) will help you soak your clients for more money since you can work the same amount and bill more.

In the real world, what technology can do for law offices is help them provide their clients with better service. Technology can provide more accurate and detailed billing statements through Clio, better availability through phones that send email, and make lawyers more efficient by saving money on paper and paper-related machines (paperless office), and phone service (Skype and Google Voice).

Keeping up with the latest legal technology will make an attorney more efficient, but it probably won’t make that attorney bill a greater percentage of his or her day. It might just make a client a little bit happier though. Isn’t that the greatest payoff, both personally and financially?

Chris Mommsen is a criminal defense attorney in Denver. He contributes to the CBA’s SOLO in COLO blogwhere this post originally appeared on June 22, 2012.

Law Firms and Small Businesses: Protecting Security Interests (Part 2)

Editor’s Note: This is the second in a two-part series of cyber security articles. Part one can be found here.

Reasonable Contractual Expectations

One of my best contractual stories revolves around a conversation with the president of a local web site design firm – a good friend and one who feels comfortable with being candid with me. During one of his development projects, I offered to do a free security evaluation of the soon-to-be-released web application. His rejection of my offer came with the rationale that if the web application was ever compromised, he wanted to be able to honestly tell the client that, to the best of his knowledge, the delivered web site was secure.

I haven’t the faintest idea of the legality of my friend’s hope for plausible deniability, but it should be obvious that two very poor consequences come out of his approach to security. The first is that his client will end up with an unsecure web site, when they could just as easily have had a product that would have withstood all but the most experienced and persistent hackers.

The second eye-opening realization is that the client never asked about security, and the development contract never addressed security. In this case, the client (and potentially the law firm that reviewed the contract) never included security development and testing as one of the primary requirements of the relationship. A single section added to the development contract might have the effect of preventing a devastating security breach.

A favorite statement of mine goes as follows:

Businesses end up with a lack of security because they never, ever ask about it. 

Almost all web site development contracts include obvious legal details like payment schedules, software ownership, and product specifications. These terms protect the interest of the business as well as the development firm – standard boilerplate.

A well-written contract should also include a requirement that the contracted web site be developed under strict security guidelines (consider OWASP as a source of information) and that a comprehensive third-party security penetration test (Acunetix as one such test) be run and presented before product acceptance.

The additional cost for security-oriented development should be minimal, since a knowledgeable development firm should be adhering to these practices regardless of a request. The third-party security penetration test can be contracted for with one of many firms and should cost only a few thousand dollars.

Again, the role of a law firm in this environment should certainly be the crafting and approval of the basic development contract, but also making sure security validation is a well-defined requirement of the overall agreement.

How to Respond After a Breach

When a security breach does occur, businesses (and their counsel) need to be ready to react thoroughly and decisively. A few of my suggestions for the days, weeks, and months following a breach are:

  • Don’t panic. Carefully consider the nature of the breach, what data (if any) has been compromised and what the business’ next steps should be. A premature release of breach information may cause unnecessary customer panic or, even worse, make management look even more inept when they revise information sent out too hastily. Advise them to take the time to respond with dignity and thoughtfulness.
  • If required, inform the appropriate financial and legal entities as soon as possible. Depending on the industry, there may be strict requirements for reporting security breaches. Your client’s problem will only get worse if they are caught hiding information. Keep in mind that many security breaches become public knowledge as the compromised data is used or sold within the cyber underground, not as a result of company disclosure. As a side note, an embarrassingly large number of security breaches are never discovered by the company that was breached.
  • Inform users or clients and customers as soon as appropriate. There is a line between keeping a company viable and an ethical responsibility to customers. My thoughts on this line are to consider the damage that might be done to customers and think about how you would expect to be treated.
  • Call the insurance company. Depending of the nature of the breach, the business may be covered for some, if not all, of the expenses associated with recovery. Suggest that the business give their insurance company a call. They might also take the time to talk about cyber insurance with their agent – for the next time.

As a legal professional, you should easily be able to see the pitfalls inherent in panic-stricken businesses reacting to security breaches. Legal, financial, and professional stakes surrounding a security breach may be high enough to shut down the business. The correct reaction may be well outside of the expertise of the business, or, even worse, the business may naively attempt to react on their own.

Conclusion

Hopefully, I have provided food for thought on the security opportunities and responsibilities of law firms supporting small businesses and their own technological infrastructure. Obviously, I’ve brought up far more issues and concerns than solutions. My hope is that even a casual discussion of security problems will prepare you with far more knowledge than the majority of your clients.

It’s a mean world out there; cyber crime is an industry run by foreign nationals from countries where cyber criminals are not prosecuted. An industry-accepted statistic is that more than 70% of all Internet web sites contain critical security vulnerabilities. Many of your clients, and your own web sites, undoubtedly are on the wrong side of this depressing number.

One final note to add one more level of additional worry: Web application security awareness has only recently entered mainstream web site development. If your web site or your client’s is more than four years old, not only is it certainly open to a critical security attack, but it is probably a target for even the most amateurish hackers: script kiddies, young kids who hack web sites because doing so is more fun than playing a predictable Xbox game.

Alan Wlasuk is a managing partner of 403 Web Security, a full service, secure web application development company. A Bell Labs Fellow award-winner with 18+ years of experience building secure web applications, Wlasuk is an expert in web security – from evaluation to web development and remediation.

Learn More: Cyber Security/Privacy CLE Homestudy Programs

Is Your Sensitive Data Secure: Cyber Insurance for Your Firm and Your Clients (video on-demand and mp3 download)

Avoiding The Lawyer’s Digital Nightmare: How To Safeguard Your and Your Clients’ Sensitive Information And Survive The Inevitable (?) Security Breach (video on-demand, mp3 download, and audio CD)

Ethics in a Wild Wired World (video on-demand, mp3 download, and audio CD)

To Use and Protect: Privacy Basics for Business (video on-demand and mp3 download)

The Google-Powered Law Office: Quick Tips for Gmail and Word Processing

On June 29, Carole Levitt and Mark Rosch, internationally recognized Internet trainers and authors of five American Bar Association books, will be in the CBA-CLE classroom to show you how super-charging your Google search strategies will assist you in your discovery and trial preparation needs, in addition to locating missing persons and successfully completing transactions.

In anticipation of their presentation, they have provided two quick Google Apps/Docs tips to enhance your email communications and word processing to the next level. Carole and Mark will be discussing these and many more amazing and often untapped Google features and resources on the 29th – click here for registration information or view more options below.

Undo Sending a Gmail Message

At one time or another, just about all of us have inadvertently sent an email message before we’ve actually finished writing it or pressed “Send” on a message that we never actually intended to send. Gmail and Google Apps for Business give users the ability “undo” that mistake.

While not all that new anymore, the ability to recall a message after you’ve clicked the send button, but before it’s actually been sent, is still surprisingly little-known. “Undo Send” lets you set a cancellation period—up to 30 seconds—within which you can pull that message back.

To turn on this feature, click the gear icon in the upper right-hand corner of the Gmail Inbox window and then scroll down, check the “Enable Undo Send” box, and select an amount of time (5, 10, 20, or 30 seconds) in which you can undo sending a message.

After you send an email with “Undo Send” enabled, a blue “Undo” link appears at the top of your screen. Clicking the link pulls the message back from being sent and reopens the message in a composition window so you can edit (or delete) it.

Customizable Styles in Google Docs

One of the complaints we hear most about Google Docs is the lack of sophisticated styles, like those found in packaged commercial word processing software. This is one of the areas where Google Docs has made some of its biggest strides. Now, not only can you set styles using a drop-down menu on the Google Docs toolbar, but you can also customize and automatically update existing styles throughout an entire document.

Previously, if you wanted to update all the text assigned the style Heading 1 in your document to look a particular way, you had to change each of them one at a time. Now you can customize all the Headings, Titles, Subtitles, and regular text in your documents using an intuitive “Styles” drop-drown menu or using your mouse buttons. For example, if you want to change all the text assigned the style Heading 1 in your document to be a 10 point Arial bold, you can select one line of type to which you’ve assigned the style Heading 1, change it to 10 point Arial bold, select it, right click, and choose “Update Heading 1 to match selection.” This will change all the text assigned the style Heading 1 already in your document and automatically update the style for any new text you assign the style Heading 1.

Using the “Options” menu in the styles drop-down, you can also save the current document’s styles as your new default set of styles for new documents.

CLE Program: The Google-Powered Law Office – Search Tricks, Cloud Apps, and Research Tips

This CLE presentation will take place on Friday, June 29. Participants may attend live in our classroom or watch the live webcast.

If you can’t make the live program or webcast, the program will also be available as a DVD homestudy.

Law Firms and Small Businesses: Protecting Security Interests (Part 1)

Editor’s Note: This is the first in a two-part series of cyber security articles. Part two can be found here.

Is there anything more financially fragile than a small business in the U.S. today? As we climb out of the Great Recession, many of the surviving small businesses were forced to cut corners, often making compromises on the IT side. Combine this with an unprecedented rise in cyber crime that took the 2011 U.S. cost of security breaches to $32 billion, and one can easily predict the future security troubles of many small businesses.

As legal, and sometimes operational and financial, advisers to small businesses, law offices should be more aware than ever of the security risks to small business clients, understand how to mitigate these risks, and lend support when a security breach occurs.

These considerations are also important for attorneys to make regarding their own online presence and security risks, especially solo/small firm practitioners.

While I can’t cover IT security in its entirety here, I’ll touch on three areas, each of which should give you an idea of security troubles ahead and what you might be doing to anticipate these troubles:

  1. Professional and financial liabilities
  2. Reasonable contractual expectations
  3. Responses after a breach

To set the stage for my thoughts on the advice and support a law office might provide to small businesses, consider for themselves, or at least be aware of, let me start by sharing a few details of my background. I am the managing partner of 403 Web Security, a web application security company, and WDDinc, a software development firm with close to 20 years of developing software, much of it for small businesses. While I am not a legal expert, I have seen more than my share of software related contracts and have a firsthand view of the risks these organizations place themselves under.

For the sake of simplicity and to take full advantage of my experience, I’ll limit my notes to web application security – more commonly known as security within small business web sites.

Professional and Financial Liabilities

Without hesitation, I can say that the vast majority of small businesses not only have inadequate security protections in place, but also are oblivious to the fact they are security risks. Even worse, recent headlined security breaches of high-profile companies seem to engender only a misguided belief that they are immune from security attacks because they are small fish in a huge ocean.

The truth is, not only are small businesses not immune from attack, they are prime targets because of their lack of security. Consider the monetary value of even small, undetected breaches – unlimited time to exploit compromised data and the opportunity to revisit the sources months and years into the future.

When considering security liabilities, I like to separate small businesses into two categories. The first would be those businesses that collect and save protected data (i.e., medical, identity) within their own environments. The web sites that support these businesses tend to be custom built by design or development companies that have little or no experience in creating secure web sites, and almost never have the capabilities of testing new sites for security vulnerabilities. These companies potentially are open to huge fines when their data is compromised.

The second, and larger, category is small businesses with e-commerce components. These businesses usually, and wisely, use well-established (and secure) external web services to handle credit card and other payment transactions. Unfortunately, this approach is successful only when the business’ basic web site is secure. The point almost always missed is that a hacker does not always breach a web site for its underlying data. For example, a hacked site may be modified in subtle ways to take an unsuspecting consumer to a fraudulent e-commerce service that will happily collect and exploit the consumer’s credit card as soon as it is entered. Or, one of my favorite security flaws, Cross Site Scripting (XSS), might allow a hacker to take over a legitimate user’s browser – effectively compromising that user’s e-commerce transactions or invading the user’s entire computer.

In either case, a small business may be financially and legally liable for the fraud and illegitimate use of information from its security breaches. Perhaps just as importantly, the loss of reputation and consumer confidence alone might be enough to ruin any small business.

A proactive law firm might be in a unique position to address potential security issues and breach consequences with their clients. This should be part of the support of any client and attorneys should heed the same advice themselves.

Alan Wlasuk is a managing partner of 403 Web Security, a full service, secure web application development company. A Bell Labs Fellow award-winner with 18+ years of experience building secure web applications, Wlasuk is an expert in web security – from evaluation to web development and remediation.

Learn More: Cyber Security/Privacy CLE Homestudy Programs

Is Your Sensitive Data Secure: Cyber Insurance for Your Firm and Your Clients (video on-demand and mp3 download)

Avoiding The Lawyer’s Digital Nightmare: How To Safeguard Your and Your Clients’ Sensitive Information And Survive The Inevitable (?) Security Breach (video on-demand, mp3 download, and audio CD)

Ethics in a Wild Wired World (video on-demand, mp3 download, and audio CD)

To Use and Protect: Privacy Basics for Business (video on-demand and mp3 download)

Protected

2013-05-23 04:07:36