May 18, 2013

Legal Writing Pro: Stop Cutting “That”

When I ask my audiences which words or phrases they like to cut from their drafts, someone often mentions the word “that.”

Not so fast, I suggest.

Read this sentence to see why:

After an evidentiary hearing, the court found Buffalo Wild Wings was not a fast-food restaurant and, hence, was not covered by the restrictive covenant.

I plucked this example from the first pages of an Illinois Court of Appeals opinion on Buffalo Wild Wings and on trailing modifiers in restrictive covenants (don’t ask).

In this sentence, and in millions more just like it, cutting “that” does more harm than good.

After all, the Buffalo Wild Wings restaurant wasn’t lost, so the court didn’t “find” it, despite what the court suggests.

Incidentally, we should also change “hence” to “thus” and cut the pair of commas.

So we end up with something like this:

After an evidentiary hearing, the court found that Buffalo Wild Wings was not a fast-food restaurant and thus was not covered by the restrictive covenant.

Other sentences in the opinion need similar fixes:

The court found the action was to determine the consequences of future action: in the event Reed returned the dozer, would Roland be obligated to accept it and return the purchase price?

The court didn’t find a lost action here; it found that the action had an aim.

Lopax appeals the court’s decisions (1) the restrictive covenant covered only fast-food restaurants serving primarily chicken, (2) the declaratory-judgment action was not barred by the doctrine of nonliability for past conduct, . . .

Lopax, for its part, didn’t appeal a “decision the restrictive covenant covered” (whatever that might mean); it appealed from a decision that the covenant covered a certain kind of restaurant.

Bottom line: give “that” a break. By doing so, you’ll be following the lead of our Supreme Court:

Anthony Kennedy, Citizens United v. Federal Election Commission, opinion:

Austin had held that Congress could prohibit independent expenditures for political speech based on the speaker’s corporate identity.

John Paul Stevens, Citizens United v. Federal Election Commission, dissent:

Yet in a variety of contexts, we have held that speech can be regulated differentially on account of the speaker’s identity, when identity is understood in categorical or institutional terms.

We have long since held that corporations are covered by the First Amendment, and many legal scholars have long since rejected the concession theory of the corporation.

And our new Solicitor General:

Donald B. Verrilli, Jr., FCC v. Fox Television Stations, merits brief:

Fox contends that past Commission orders involving those words could not have alerted it that the Billboard Music Awards broadcasts would be considered indecent because the prior orders involved the “repeated[]” use of the expletives.

Moreover, many programs are not rated at all, and even for rated programs, a recent study found that “only 5% of parents felt that television ratings were always accurate.”

While acknowledging that its own standards “generally do not permit” broadcast of the F-Word or S-Word, Fox contends that those standards are “irrelevant to the vagueness analysis.”

Donald B. Verrilli, Jr., HHS v. Florida, merits brief:

In particular, Congress found that without a minimum coverage provision, “many individuals would wait to purchase health insurance until they needed care,” taking advantage of the Act’s guaranteed-issue and community rating provisions, thereby driving up costs in the non-group market (and, indeed, threatening the viability of that market).

And even the Wall Street Journal:

The Georgia Supreme Court’s unanimous ruling concludes that the 1994 state law “restricts speech in violation of the free speech clauses” of the U.S. and Georgia constitutions.1

In congressional testimony on Thursday, Fed Chairman Ben Bernanke acknowledged that low rates penalize savers.2

Just to be clear, I’m not suggesting that you never cut “that.” I’m simply suggesting that confusing the reader even for a second is far worse than including one short four-letter word. So while “The court found the bank” can mislead, “I suggest you call him” cannot.

And that’s enough of “that.”


  1. Wall Street Journal, “Georgia Court Overturns Law Restricting Assisted Suicide,” Feb. 6, 2012.
  2. Wall Street Journal, “Itchy Investors Ramp Up the Risk,” Feb. 6, 2012.

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: Do You Have What It Takes to Start a Firm?

I have often argued that that law schools do little to prepare graduates for dealing with the business of law — finance, practice management, client relations — that determines practice success. That puts the onus on new lawyers to do the preparation themselves, especially if they are starting a practice on their own.

Solo or small-firm lawyers need all the traits of an entrepreneur: motivation, acceptance of risk, resiliency, commitment, persistence. You may think you have these traits in abundance, but what do they really mean on a personal level if you want to run your own firm?

A new resource enables lawyers to get some definitive answers for themselves. The U.S. Small Business Administration now offers a self-test, aimed at anyone interested in starting a small business.

The test will prompt you with questions and assist you in evaluating skills, characteristics and experience as they relate to your potential as an entrepreneur. Responses are scored automatically to create an assessment profile for how prepared you are to run your own business. And make no mistake: A law firm is a business.

These are just some of the key questions; consider for a moment how they relate to your own personal knowledge and inclinations:

  • Do you have support for your business from family and friends?
  • Have you ever taken a course or seminar designed to teach you how to start and manage a small business?
  • Have you discussed your business idea, business plan or proposed business with a business coach or counselor?
  • Do you have enough confidence in yourself and your abilities to sustain yourself in business if or when things get tough?
  • Are you prepared, if needed, to temporarily lower your standard of living until your business is firmly established?
  • Do you have a business plan for the business you are planning to start?
  • Do you know if your business will require a special license or permit and how to obtain it?
  • Do you know where to find demographic data and information about your customers?
  • Do you know how to compute the financial “break-even point” for your business?

If there is one running theme here, it’s that the lawyer starting a firm must make a commitment to success. Expressing success in relative terms such as “more revenue” or “greater satisfaction” sets a subjective standard that is difficult to achieve.

The truly successful person wants and needs a target. To successfully start a firm, know what you want to do, who you want to be and how you will provide your clients with value.

Ask a coach or other independent person with knowledge of the profession, its requirements and the requisite skills of entrepreneurship. Ask this person to react to your analysis of your strengths, weaknesses and opportunities. Although such an analysis will be at least somewhat subjective, it is essential to help you understand if you have what it takes to start your own firm.

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 March 22, 2012.

Legal Writing Pro: Four Usage Fights

1. Should I use a serial comma?

Some say we should omit the last comma in a series because it takes up space. For lawyers, however, ambiguity is much scarier than an extra comma.

Every authority that matters in the legal world favors the serial comma: Strunk and White, Wilson Follett, the Chicago Manual of Style, and Bryan Garner’s Dictionary of Modern Legal Usage, just to name a few. The few authorities that disagree are all journalism guides.

Still not convinced? All nine U.S. Supreme Court Justices use the serial comma. Here are three examples:

Justice Breyer:

They have no access to newspapers, magazines, or personal photographs.1

Justice Souter:

The thrust of this evidence was that, based on factual reports, professional observations, and tests, Clark was psychotic at the time in question, with a condition that fell within the category of schizophrenia.2

Justice Kennedy:

The Court’s tripartite structure is something not addressed by the state trial court, the state appellate court, counsel on either side in those proceedings, or the briefs the parties filed with us.3

2. Can I start a sentence with however?

Starting sentences with however is grammatically correct. Many good writers avoid doing so, however, because however is heavier than but. When these writers do use however, they move it into the middle of the sentence to emphasize the contrast:

Smith, however, was unable to compensate Jones.
Smith was unable, however, to compensate Jones.

In the recent Solomon Amendment case, Chief Justice John Roberts uses however six times mid-sentence. At the beginning of his sentences, he prefers but:

In its reply brief, the Government claims that this question is not before the Court because it was neither included in the questions presented nor raised by FAIR. […] But our review may, in our discretion, encompass questions “fairly included” within the question presented, […] and there can be little doubt that granting certiorari to determine whether a statute is constitutional fairly includes the question of what that statute says.4

3.  Can I start a sentence with and, but, or yet?

Yes, yes, and yes. Note the following sentences from Hamdan v. Rumsfeld:

Justice Stevens:

And that authority, if it exists, can derive only from the powers granted jointly to the President and Congress in time of war.

Justice Scalia:

But they surely gave Congress ample reason to doubt that their application in pending cases would unfold as naturally as the Court glibly assumes.

Justice Alito:

Yet the mere statement that a military court is a regularly constituted tribunal is of no help in addressing petitioner’s claim that his commission is not such a tribunal.

One small point: When you start a sentence with and, but, or yet, don’t use a comma. The purpose of these punchy conjunctions is to force the reader into the rest of the sentence. A comma does nothing but stop the flow.

4.  Can I start a sentence with because?

“You shouldn’t start sentences with because.” Really? It’s true that kids are inclined to say, “I want to stay inside. Because it’s raining.” But great adult writers can—and should—start sentences with because to emphasize cause and effect:

Kathleen Sullivan:

Because each posting of a work is technically a “copy,” each posting is within the reach of the Copyright Act.5

Lawrence Tribe:

Because all the undervotes that will be manually counted will be counted under this same standard, there is nothing to [Bush’s] equal protection claim.6

Walter Dellinger:

Because the team was not afforded funding, equipment, and facilities equivalent to those offered to boys’ teams, petitioner was denied an equal playing field from which to coach.7

Justice Ginsberg:

Because the deadly weapon Recuenco held was in fact a handgun, the prosecutor might have charged, as an alternative to the deadly weapon enhancement, that at the time of the assault, Recuenco was “armed with a firearm.”8

Justice Thomas:

Because the criminal justice system does not operate perfectly, abolition of the death penalty is the only answer to the moral dilemma the dissent poses.9

_____

  1. Beard v. Banks (2006).
  2. Clark v. Arizona (2006).
  3. Id.
  4. Rumsfeld v. FAIR (2006).
  5. Petitioners’ brief in Eldred v. Ashcroft (2003).
  6. Respondents’ brief in Bush v. Gore (2000).
  7. Petitioner’s brief in Jackson v. Birmingham Bd. of Educ. (2006).
  8. Washington v. Recuenco (2006).
  9. Kansas v. Marsh (2006).

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.

It’s Elder Law Month: Do You Have a Plan for Your Own Disability or Unexpected Events?

May 1 is law day, we all know that, but did you also know that it’s Elder Law Day? Well, technically, May is Elder Law Month. What does that mean for attorneys? Well, for many of us that means taking a look in the mirror! You might have noticed that the average age of attorneys in Colorado is getting a bit older. From what I could dig up, somewhere around 36% of CBA members (April 2011 CBA demographics, supplied by Heather Clark via Reba Nance) are over the age of 55. Based on another statistic (let’s call it anecdotal evidence), I’m pretty sure most of them aren’t reading this post . . . !

For solo and small firm attorneys in particular, the “age thing” has important consequences for our law practices. But the bigger issues for solo and small firm attorneys have not so much to do with age as with planning. I won’t beat around the bush here – I’m talking about disability, destruction, and death. Yep, it’s why my policy is always to eat dessert first! But seriously, as the number of solo attorneys grows and many of us (yours truly included) are eligible for AARP membership, are we making the necessary plans to protect our loved ones, our law practices, and our clients? The ABA’s Law Practice Today has a good article about this, even if it is a couple years old.

If you are like the majority of my trusts & estates colleagues (I informally “interviewed” about a dozen lawyers a couple years ago), you don’t have anything in place. A couple years back I participated in a CLE program called “Planning Ahead” and we prepared some forms as part of the CLE. I think the occasion of Elder Law month is an excellent time to revisit some of the themes in that CLE. Where do we start? At the beginning!

Start with two basic questions. Ask yourself:

  • What would happen if ________?
  • What will happen when _________?

Do you have an idea of the answers? Many of us don’t! So what is the next step? Forms of course! These forms are designed to get the process started and are meant only as guidelines to help you get some strategy or plan in place with documentation to support it.

How do you get started?

How about the 15-Minute Fix? Okay, it will take longer than that – but at least the forms could be easy. Here are a few suggestions to get you started:

  1. Checklist for An Assisting Lawyer to Protect the Interests of  an Affected Attorney’s Clients (read office/file management policies and procedures)
  2. Checklist for Closing a Law Office
  3. Trust and Bank Account Considerations
  4. Business Access Considerations (agreement between attorneys to manage/close a practice)
  5. Limited Power of Attorney for Assisting Lawyer (you can have an escrow holder for this one)
  6. Casualty Clause for Engagement Letter (to tell your clients you’ve made arrangements)
  7. Will Provisions Relating to Law Practice (mine is three pages long)

If this exercise doesn’t get you thinking about your practice and how it factors into your life and your legacy (read: mindful law practice planning), I don’t know what will.

Need some more thoughts about what to consider in a plan? Another helpful article with a good list is here. If you need to be scared into considering this “for real,” read this cautionary tale from the April 2012 California Bar Journal.

For Colorado information, Colorado Attorney Regulation has a lengthy pdf from 2007 here, which contains several helpful checklists. Please, don’t give inventory counsel more work to do!

You want to read more about this in book form (with a CD with forms)? Go to the CBA lending library and check out “Being Prepared: A Lawyer’s Guide for Dealing with Disability or Unexpected Events” (2008:ABA).

Start planning – even a small plan – right now.

Barbara Cashman is a solo practitioner in Denver, focusing on elder law, estate law, and mediation. She also edits the SOLOinCOLO blog and contributes content for the site. She can be contacted at barb@DenverElderLaw.org.

Coach’s Corner: Client Expectations Can Be Managed

Client Needs vs Wants
Successful lawyers must find out not only what clients need, but also what they want. Only when needs and wants are understood can you shape your assessment of the services to provide. If needs and wants are in harmony and you inform the client of what to expect, there is little likelihood of disagreement or a problem in the engagement. The lawyer who does this is proactively managing client expectations.

The obligation to promote quality communication between attorney and client and to assure that the client has a good understanding of what to expect lies squarely with the attorney, as part of his or her professional responsibility.

Essentials of Good Communication

  • Always have a signed engagement letter for a new client, stating as much information as possible about the parties, issues, anticipated strategies, desired outcomes and how much the client wants to pay.

  • Beware of clients who cannot or will not agree to what they want their lawyer to accomplish. Such clients will often be future sources of last minute complaints or emergencies that at best are irritating and at worst can result in errors under pressure.

  • Help clients understand that the fee they are charged meets the requirement of being “reasonable” under Rule 1.5, reflecting the lawyer’s skill and experience.

  • Establish a budget for the engagement that provides common sense estimates of both the time and the expense that the engagement is likely to involve, making it clear that these are estimates and not guarantees. Be sure to communicate constantly about progress in comparison to budget.

  • Consider offering a “performance guarantee” of items within the lawyer’s control, such as the level of service or an offer to adjust the fee if the client is not satisfied. This can reduce clients’ feelings of risk, so that they feel comfortable moving ahead with an engagement.

  • Find out what clients think by visiting them periodically and getting them to talk about their business and to listen to what they are saying. Managing client expectations is possible only by giving clients the chance to clearly and regularly express them.

A Collaborative Relationship
Lawyers and clients should be mutually committed to a collaborative relationship that is founded on communication and understanding. Such collaboration doesn’t just manage expectations – it builds the trust and loyalty that are essential to an enduring relationship.

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 the LawBiz® Tips E-zine, where this post originally appeared on April 26, 2011.

Introducing the New Commission and Proclaiming October 2012 Legal Professionalism Month

When I became Chief Justice in December 2010, I wanted to bring together the three major groups of the legal profession—the bar, the judiciary, and the legal academy—to better address the needs of the community in which we all serve. In the hopes of achieving this vision, in February 2011, I formed the Chief Justice’s Commission on the Legal Profession (Commission) to focus on four primary goals:

  1. improving the training of law students to help them better appreciate the vital role that attorneys play in our society;
  2. increasing the training of and providing more support for new lawyers;
  3. facilitating communication and cooperation between and among judges and attorneys; and
  4. encouraging the entire bar to recognize the broad legal needs of our community and improving public attitudes toward the profession through a renewed dedication to pro bono service.

Ultimately, I hope the Commission will serve as a forum for judges, attorneys, and legal educators to develop ideas that might eventually lead to legislation, rules, or substantive changes in law school curricula to better address the needs of the legal profession and our community as a whole.

The Commission, which meets quarterly, is comprised of practicing lawyers from various specialties, the deans of the University of Denver Sturm College of Law (DU) and University of Colorado Law School (CU), and appellate and trial judges from across the state. From this group, we formed four working groups to focus on each of the goals set forth above.

Working Group A: Legal Education

For the past year, Working Group A has sought to address the development of professional identity, social responsibility, and practice skills in law students and to increase the involvement of judges and bar leadership within our two law schools. To this end, it has worked closely with CU and DU to develop an annual event that will introduce law students to the concepts of professionalism and social responsibility.

We are excited to announce that the inaugural event—entitled “For This We Stand”—will take place on September 22, 2012. This two-part event will bring firstyear law students together in Denver from both Colorado law schools. The students will congregate in the Denver Athletic Club’s Grand Ballroom for remarks about the profession of law and the importance of practicing with professionalism. Sharing with me the honor of addressing the students will be U.S. District Court Judge Marcia Krieger, Colorado Court of Appeals Judge Russell Carparelli, and CBA 2012–13 President Mark Fogg.

Following the presentations, the students will break into smaller groups and go to the Denver City and County Building, where they will meet in a courtroom with a judge, a lawyer, and a former client. There, they will hear stories about the positive impact the profession can have on the lives of clients and society.

The conclusion of the event will be interactive. The students will participate in discussions about the vital role that reputation and relationships play in achieving a successful and fulfilling career.

Working Group B: Newly Admitted Attorneys

When the Commission first met, it identified the mentoring of new lawyers as the most pressing need in the legal community. Working Group B, in partnership with the CBA and Denver Bar Association (DBA), have been addressing the development of professional identity and social responsibility for newly admitted attorneys through mentoring programs.

Statewide Mentoring Program

A pilot study was initiated and a model for a prospective statewide program was developed by the CBA to assist several local bar associations, the law schools, the Yasui Inn of Court, the Colorado Hispanic Bar Association, and the Adams County District Attorney’s Office. Mentors and mentees earn fifteen CLE credits, including two ethics credits, for participating in the one-year program. The CBA has provided necessary staffing for the program.

The DBA’s mentoring program, which began more than two years ago and has more than seventy mentor and mentee pairings, has provided valuable background information for the pilot study. CU has a unique program that matches a mentor attorney, a mentee attorney, and a law student to jointly handle a pro bono case.

Working Group B and the mentor program standing committee will make recommendations to the Commission about funding and the hiring of an executive director. It is looking into expanding the program statewide.

Colorado Lawyers for Colorado Veterans

Working Group B, again in partnership with the CBA and local bar associations, also has worked to increase community outreach and opportunities for new and seasoned attorneys to engage in community service. The creation of Colorado Lawyers for Colorado Veterans, which the CBA has been instrumental in coordinating, is an outcome of this effort.

Colorado Lawyers for Colorado Veterans kicked off its efforts on Veterans Day 2011 with pro bono clinics in Denver, Colorado Springs, and Fort Collins. At its Veterans Day event, the Denver clinic accepted fifty-five cases. It has taken nearly 100 additional cases since then. As a result of the success of the first event and the continued demand within the community, the Denver clinic has begun to hold an event on the second Tuesday of each month and plans to continue the tradition of holding a larger annual event on Veterans Day. Colorado Lawyers for Colorado Veterans also is planning to conduct clinics in Pueblo, Alamosa, Colorado Springs, and Fort Collins, and at CU’s Boulder campus.

Finally, the group hopes to expand its efforts so it can provide monthly clinics at DU, as well as in Grand Junction and Durango. I am especially excited about this program, which provides our veteran heroes vital pro bono services while also increasing the opportunities for attorneys to engage with our community. If you are interested in supporting or participating in Colorado Lawyers for Colorado Veterans, please contact John Vaught at vaught@wtotrial.com or Ben Currier at benc@m-s-lawyers.com.

Working Group C: Bench and Bar Cooperation

The goal of Working Group C is to identify and implement strategies to facilitate communication and professionalism between and among judges and lawyers. Working Group C members have met with leaders of our many bar organizations and Inns of Court to explore ways to foster professional relationships and promote a collaborative culture of civility and respect.

As a result of this input, Working Group C has determined that one way to bring increased awareness to these vital issues is to establish an annual Legal Professionalism Month. Accordingly, CBA President David Masters, the Chief Justice’s Commission on the Legal Profession, and I proclaim the month of October 2012 to be Legal Professionalism Month.

As explained in the Proclamation (which appears at the end of this article), October 2012 will be a month for attorneys and judges to rededicate themselves to the importance of public service and community outreach. There will be professionalism events and pro bono activities throughout the month.

Legal Professionalism Month will culminate in “The Assembly of Lawyers” on the afternoon of October 29, 2012, at the Boettcher Concert Hall. This event, which will immediately precede the swearing-in ceremony for new attorneys, is intended to bring together lawyers from across the state to reflect on the importance of service in our profession. Although this event is still in the planning stages, we intend to grant CLE credit for attendance and expect to include an influential speaker on the subject of legal professionalism. Afterward, the assembled attorneys in Boettcher Hall will be joined by the newly admitted attorneys for a special session of the Colorado Supreme Court to administer the Attorney’s Oath. By their presence, the assembled lawyers will make visible the fact that we welcome the new attorneys into our great profession.

Working Group D: Outreach to the Community

Working Group D has focused its efforts on supporting the profession’s culture of service and increasing access to justice. To this end, Working Group D has reached out to and begun to collaborate with organizations such as the Colorado Access to Justice Commission, Colorado Legal Services, and Make History Colorado. This group has recognized that pro bono opportunities serve to benefit the community at large and provide fertile training ground for new lawyers to obtain trial experience. Collaboration in pro bono activities also could serve as a way to bond mentors and mentees through joint participation and representation.

Consistent with the recommendations of the Colorado Access to Justice Commission, Working Group D has focused on encouraging members of the private bar, government attorneys, in-house counsel, and newly licensed lawyers to increase their participation in pro bono representation. The members of this group plan to meet with the managing partners of metro area law firms to discuss how to remove existing barriers to pro bono service and to explore the viability of collecting pro bono data as an incentive to increase participation. Additionally, Working Group D will continue to publicize and advance the efforts of Make History Colorado and to collaborate with the CBA on its work with pro bono and unbundled legal services. Finally, following the successful model of the Adams County pro se Self-Help Center,1 Working Group D plans to identify additional sources of funding to establish self-help centers across the state.

Galvanizing Professionalism

After a productive and inspiring inaugural year, several prominent themes have emerged from the Commission’s work. I believe our profession has been and continues to be a positive force for society. However, at times—in the face of economic and professional pressures, for example—we have lost our way.

Accordingly, I believe that now is the time for each of us to renew our efforts to the legal profession through increased civility toward one another and by instilling these values in law students and new lawyers. Finally, we must rededicate ourselves to the service of society, including the most vulnerable among us. To galvanize and focus these efforts, CBA President David Masters, the Chief Justice’s Commission on the Legal Profession, and I proclaim the month of October 2012 to be Legal Professionalism Month.

Note

1. The Self Help Resource Center at the Adams County Justice Center is available at www.courts.state.co.us/Courts/District/Custom.cfm?District_ID=17&Page_ID=335. See also “Online Pro Se Resources” at www.courts.state.co.us./Self_Help/proSeResources.cfm.
Proclamation: Declaring October 2012 Legal Professionalism Month In the State of Colorado

The Colorado Lawyer, the official publication of the Colorado Bar Association, serves as an informational and educational resource to improve the practice of law. When you see the logo, you’re reading an article from The Colorado Lawyer. CBA members can also still read the full issue online at cobar.org/tcl.

Paper Shredding and Electronics Recycling Day Coming in June

Join the Denver Bar Association for their annual paper shredding and electronic recycling day on June 6, 2012, from 3:30 – 5:30 pm. Dispose of your sensitive client and case information at this free event in the parking lot east of the DBA offices, located at 1900 Grant Street in Denver.

A donation of one food item or $2.00 is requested per box or electronic item. All contributions benefit Metro CareRing, a hunger relief organization that operates one of the largest food pantries in Denver.

There is a limit of 20 boxes (no 3-ring binders) and five electronic items per vehicle. Click here for more information on acceptable items for recycling. Make sure all hard drives are wiped clean before you recycle them.

Click here for more information.

Regulation Counsel Says Law Students Need More Exposure to Professionalism

This post originally appeared on the Educating Tomorrow’s Lawyers blog. Educating Tomorrow’s Lawyers is an initiative of the Institute for the Advancement of the American Legal System (IAALS) that leverages the Carnegie Model and the work of law schools and professors committed to legal education reform to align legal education with the needs of an evolving profession by providing a supported platform for shared learning, experimentation, ongoing measurement and collective implementation.

We recently sat down to talk with John Gleason. As Regulation Counsel for the Colorado Supreme Court, he directs the office of the Court responsible for lawyer admissions, registration, regulation, and client protection. In 2010, Gleason was appointed by the Arizona Supreme Court to investigate and prosecute Andrew Thomas, the former Maricopa County Attorney—a prosecution that last week ended in the disbarment of Thomas and one of his lieutenants, and the suspension of another attorney in Thomas’ office.

Gleason often meets lawyers when they are at their most vulnerable—under investigation for misconduct—and he believes new lawyers need more guidance on professional issues. Recent graduates, he says, are often referred to his office for minor misconduct issues. “There are an enormous number of issues that are not covered in law school. In fact, probably most issues related to professionalism are not covered in law school.”

Hear more from John Gleason below or click here to view the rest of his interview.

Alli Gerkman is Online Content Manager for IAALS, where she manages, edits, and creates content for IAALS and Educating Tomorrow’s Lawyers.

Legal Writing Pro: Five Secret Typography Tips for Lawyers

By Matthew Butterick

Writing a book about typography for lawyers is a little like running a karate dojo — as the master, I have to keep a few secrets for myself. But for Ross, I’ll bend the rules. Here are five of my favorite typography tips that I don’t usually share with people:

1) Extra characters on the iPhone & iPad

Press a key on the iPhone (or iPad) keyboard and hold it down. For many keys, a key palette will appear with alternate characters. Alphabetic characters reveal accented versions. Under punctuation, you’ll find the ellipsis, the em dash, the bullet, the section mark, curly quotes, and other little conveniences.

2) Footnote references in bold

By default, your word processor will set your footnote-reference marks in the same font as your text. But at their reduced point size, those marks can look a bit pale and fragile. Instead, set those marks using a bold font. That way, when the marks get shrunk, they’ll hold up better on the page.

3) ALL-CAPS on stationery and business cards

I advise lawyers not to use CAPS for more than one line at a time, to prevent anyone from setting whole paragraphs in caps. But multiple lines of caps on stationery or business cards can look quite sharp. In fact, at those small sizes, caps are often more legible than standard upper & lower case. My own stationery and business cards are entirely set in caps.

4) Basic Commercial — a great substitute for Arial or Helvetica

Basic Commercial is a sans serif font from the early 1900s that was a precursor to Helvetica (and later, Arial). It has a similar informational look but with more historical flavor. (It was also the original font used for New York City subway signage in the ’70s.) A terrific and underused font. (See http://typo.la/bc)

5) PDF exhibit letters

If you litigate in a district that requires electronic filing, you may have wondered how to put exhibit letters in your PDFs. I’ve gotten documents from lawyers that look like they jammed the plastic exhibit tab through a scanner — not such a great idea. In addition to endangering your scanner, the exhibit letter will be barely visible to someone flipping through the PDF. So I made a special set of extra-large exhibit letters that I can drag & drop into exhibit PDFs. You can download them at http://typo.la/exhib.

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.

Tom Matte: A Twitter Chat Can Bring New Exposure to Your Law Firm

By scheduling regular tweet chats on topics of interest to your followers, your firm will be viewed as a go-to resource for the latest information

So, you’ve been on Twitter for a while now. You are building a nice number of followers and are conversing with them on a regular basis. Your posts are informative and interesting, and you are even retweeted on a fairly regular basis.

So what’s next? Why not hold a Twitter Chat? For the uninitiated, a Twitter Chat is when a group of people participates in a real time, online conversation around a particular topic, identified by a hashtag. Think about it as a conference call with people all over the world, where each participant can share their thoughts by typing 140-character tweets rather than talking over each other. It’s an easy way to get people who are interested in your topic to discuss concerns and share new ideas.

Sounds fun, right? While it is easy, there are some things to consider first. When setting one up, make sure you:

  • Choose a topic, time and a hashtag that makes sense
  • Choose a format and share that with your followers. It may be on a single topic (typically best), a forum for followers to ask you questions, or any number of other formats, but define it up front and stick to it.
  • Promote it in advance. Otherwise, you’ll be chatting by yourself.

So those are the basics. Scheduling and conducting a Twitter Chat is one thing, but doing it in such a way that followers will participate and want to come back for future ones is another. Here are some suggestions for doing it well.

  • Choose a topic people are interested in. What are your clients consistently asking you about? What do you see trending on Twitter lately? Put a bit of thought into your topic to ensure it’s one that will draw participants.
  • Be real. One of the beauties of social media is that it tends to break down barriers between people and allows them to show a bit of personality along with their expertise. So be authentic in your approach and don’t be afraid to show a bit of your fun side too.
  • Be consistent. If you plan to hold regular Twitter Chats, find a time that works for most of your followers and stick to it. That way people will add it to their schedule and be more likely to attend future ones.
  • Invite others to host. Just like in-person events, it’s good to mix it up a bit. Bring in other thought leaders and have them “guest host” by leading the conversation or answering questions. It will keep it more interesting and bring in entirely new participants since the guest host will promote it for you as well.

For example, Colorado Supreme Court initiated the new Civil Access Pilot Project this year, which makes significant changes to the Colorado Rules of Civil Procedure for certain types of business cases in specified judicial districts. The new procedures dramatically affect the way certain civil cases are litigated, and attorneys are beginning to wade through the new restrictions right now. Here’s a great opportunity for a Colorado firm to hold a Twitter Chat to hear what others are thinking, share their own views, and even discuss what their experiences have been with the rule changes so far. Who’s first?

Hosting a Tweet Chat can be a great way for you to add followers and increase exposure for your firm and practice area. Attend a few first to see how it’s done and take notes on what works well and what doesn’t. You can find them directly in Twitter, or TweetChat is designed to help with the process.

To read more, check out Mashable articles, 7 Tips for Better Twitter Chats and How to Start and Run a Successful Twitter Chat.

Tom Matte is CEO of Max Advertising, and focuses his endless enthusiasm on crafting creative and lasting marketing and advertising for law firms, helping them to ultimately grow their practices. Whether a 10-person firm or one of the Am Law 100, he works with firms of all sizes. Tom blogs at the The Matte Pad, where this post originally appeared on June 30, 2011.

Coach’s Corner: Q&A Law Firm Sale Transactions

I can attest from personal experience that interest in the sale of law practices continues strong and unabated. This may reflect continued economic stress, the aging of the profession or simply greater desire to look for greener pastures outside the law. No matter what the reason, lawyers regularly contact me for help in selling their practices, given that I have helped hundreds of lawyers sell and buy a law practice through my book Selling Your Law Practice: The Profitable Exit Strategy, my articles, my presentations and my hands-on consulting. The questions that I’m asked about practice sales often reflect how little even experienced lawyers know about such transactions. Here are some typical ones from recent conversations.

  • Do I need a nondisclosure agreement (NDA) before holding discussions with a buyer? While circumstances may vary, my general answer is no, because an NDA does not become an issue until later in the process, if at all. However, if a lawyer is more comfortable having one, taking a general version from texts typically found in any law library should suffice.

  • What kind of information would a buyer require? Financial information on the practice is of course essential, and lawyers selling a practice should be fully prepared to provide it. A list of current and past clients is also a necessity for conflicts checks. And remember that selling your practice is no time to be modest or reticent. If you have kept technology up to date, invested in new office space with modern infrastructure, maintained strong referral relationships, be sure to communicate those facts up front. Their value may not be easily quantifiable, but they definitely support the firm’s goodwill: its reputation, client base and client loyalty.

  • What type of contract should I have? Contract is really a misnomer. Typically an attorney for either the buyer or the seller will draft a buy/sell agreement, which both parties will review. Some negotiation occurs, but the agreement must follow the deal memorandum drafted earlier in the process – something that I do whenever I’m asked to advise on the sale.

  • How do I set the selling price? This can literally be the million dollar question. The value to you in selling your practice must be significant, or you would not be interested in selling your goodwill and a buyer would not be interested in buying your practice. Price is normally based on expected future earnings, but may also be affected by revenues that will be earned from the buyer’s talents. Many buyers want to pay a percentage of revenues collected rather than a fixed sum for the practice. However, it is generally preferable to sell (and buy) on a fixed, set sum. Setting that sum is where an experienced negotiator assists both sides in the deal. I have found that I can help buyer and seller reach their mutual objectives better than they could have on their own, simply because of how many transactions I have seen, and my unique approach to the negotiating process.

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 the LawBiz® Tips E-zine, where this post originally appeared on March 13, 2012.

LexisNexis Tips Series: Making Law Firm Teams More Revenue Focused

Practice-area teams in law firms claim no shortage of philosophies and approaches. Practice groups and client-service teams need to be focused on generating revenue, so to get there, the connection between theory, reality and dollars must be solid. What are some tangible, proactive steps lawyers can take to be more effective leaders and make their teams successful?

Here are a few suggestions by David Freeman, JD, CEO of David Freeman Consulting:

  • Get everyone on the same page. Groups as well as individuals need different styles of leadership to raise personal and team performance. If individuals are going off in different directions, arrange a planning meeting that reinforces common goals and defines steps for getting there. For groups that don’t work well together, collaborative planning and ongoing teambuilding activities can enhance personal connections and collegiality.
  • Consider 1:1 coaching. If you have underperformers in your group, one-on-one coaching and goal setting can be extremely effective. Each lawyer has different aspirations, and personal coaching can support their goals, while also aligning with the needs of the group.
  • Develop a tracking, measurement and reminder system. The biggest gap is not in the planning; it’s in the doing. It’s up to a team leader to keep business development top of mind within the group. Agree on the right activities to measure, and use meetings, e-mails, phone calls, random office drop-ins, and practice assistants to remind people of their commitments.
  • Invest in a software-based tracking system. There are many options in software from free to paid that help teams be accountable to one another.
  • Delegate, delegate, delegate. Leaders often take on more than they should. Effective leaders frequently develop lists of all group roles and responsibilities, determine which tasks they must do, and try to farm the rest to others. Leaders must be allowed time to think strategically, and to help others achieve group and personal goals. As much as possible, they should stay away from the “administrivia.”
  • Open the internal communications pipeline. One of partners’ biggest gripes, especially in larger firms, is not knowing what others do. Leaders should arrange meetings between complementary practice groups to build personal relationships and to learn more about other practices.
  • Get the juices flowing. If your culture permits, stimulate activity by creating contests and rewards. Develop appropriate goals and measures and offer incentives for reaching them. Think, for example, of increasing the number of on-site client visits, meeting with referral sources, or arranging follow-up appointments from attending conferences.
  • Support high performing groups. While you shouldn’t ignore others groups, you should invest heavily in your best performers. Build on their strengths to gain greater competitive advantages, increase revenue, enhance market share, and attract top laterals.
David H. Freeman, JD, CEO of David Freeman Consulting Group, specializes in helping law firms increase revenue through leadership training, business development training and coaching, client service and advanced cross-selling.

About LexisNexis: LexisNexis® (www.lexisnexis.com) is a leading global provider of content-enabled workflow solutions designed specifically for professionals in the legal, risk management, corporate, government, law enforcement, accounting and academic markets. LexisNexis originally pioneered online information with its Lexis® and Nexis® services. A member of Reed Elsevier [NYSE: ENL; NYSE: RUK] (www.reedelsevier.com), LexisNexis serves customers in more than 100 countries with 15,000 employees worldwide.

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2013-05-18 05:56:29