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December 21, 2005
Fear and Loathing at the CLE Seminar? Getting an Earful from GCs.
Law.com's In-House Counsel section recently linked to a December 9 article from the Fulton County [Georgia] Daily Report entitled "Getting an Earful From GCs". Apparently--and this fascinates me--at a CLE seminar hosted by the Corporate Counsel Section of the Georgia state bar, some of the 100 GCs present asked outside law firm reps a bunch of "why-can't-you-get-it?" questions, including this one: Why don't outside lawyers understand the "business models and corporate culture of their clients?" Assuming that's true, i.e. we are not learning about clients from which we want repeat business, and at the risk of sounding didactic, I ask this one: How did so many of us get this bad? Whoa.
Posted by JD Hull at 10:39 AM | Comments (0)
Passion Plays
The subject of passion came up in two fine recent posts (here and here) I just noticed from Pat Lamb at In Search of Perfect Client Service and Tom Kane at The Legal Marketing Blog. Although I don't think I articulated it that well at the time, waning passion for what we do for clients is one of the things I tried to discuss in my first post for What About Clients? as I worried aloud whether we lawyers have lost our way. When lawyers can even talk about the importance of passion in our work, as Tom and Pat have done, we've come a long way, and shown some real leadership. And that's good for clients.
Posted by JD Hull at 07:48 AM | Comments (0)
December 19, 2005
Writing For Clients--Just Say It-Part 4 of 4-Final
Five years ago, Julie McGuire, a CPA and tax lawyer with whom I co-founded my firm in 1992, and I wrote a short but easy-to-read book entitled Hull McGuire Practice Guide* (*or how to become a productive associate or paralegal). We wanted to write down our best "how to practice law" tools--without which, in our view, your hard-won Order of the Coif or Law Review pedigree from, say, Hastings, Michigan or Yale will mean zilch and zero by the time you're 35. We apparently were successful in making the Practice Guide entertaining; people genuinely enjoy reading it. We revise it once a year. Just a couple of days ago, while reviewing the book for its annual update, I noticed that the Guide's section on "Writing" says it all for us, especially the final item, Point 8:
"1. Use short "people" words whenever possible. Like words a trial lawyer might use in addressing a jury. Use short sentences. Be precise but informal. Don't try to sound too much "like a lawyer": "whereupon", "hereinafter," "aforementioned", etc. No one is impressed or enlightened by these terms. Just say it.
2. Economize on words. Make every word count. Don't repeat yourself.
3. Be accurate and truthful--yet friendly, personable and optimistic in your writing style. Clients know they have issues and problems. There's no need to further agitate and depress them.
4. There are no perfect or sole answers to 95% of legal issues. So offer a few alternatives, take a position and even break new ground. You need a reasonable and logical position which makes good business sense and provides an affirmative recommendation, plan of action or conclusion. Whatever you do, do not only tell the client what it cannot do under the law. Tell our client what it can do, too.
5. Proofread, proofread, proofread. (NOTE: We have a written policy on proofreading you must actually sign.) Pretend that, for every typo you miss or grammatical error you make, you have to buy Dan Hull as many Heinekens as he could drink in one evening in his late twenties on a St. Patrick's Day in the most expensive Capitol Hill watering hole he and his friends could find.
6. Citations of sound authority should be used--but used sparingly. No string cites. Use the The [Harvard] Blue Book--A Uniform System of Citation or The University of Chicago Manual of Legal Citation ("The Maroon Book"). The citator is your friend--not your enemy.
7. When you write, get to the point up front and summarize it right away. And then expand on it. Don't make the client, other lawyer or judge guess about what your conclusion will be 5 pages away.
8. Take a stand. Tell the client what you think the client should do. Our client reps are business people or lawyers. A good way to make them mad is to not tell them what you think they should do. If your advice is sound, and followed, but not successful, don't sweat it. Business clients take calculated risks every day--and you can, too. Pretend here you are not the side-stepping risk-averse lawyer they may have trained you to be, and take responsibility for some of the failure. But do make a decision, recommend something concrete--and take the hit if you are wrong."
Posted by JD Hull at 11:34 AM | Comments (4)