Category Archives: The Productive Lawyer – Productivity + Lawyer Wellbeing Blog

Avoid Ethics and Malpractice Pitfalls With Sound Business Practices

pitfall

Law firms must run like a real business to stay open, pay bills, and succeed financially. The lawyers who manage these firms and work in them have business responsibilities, too. Whether you’re a solo practitioner or a managing partner at a big law firm, you have to bill your clients, market your practice, grow your client base, and nurture relationships to thrive in the legal industry. Otherwise, you cannot meet clients’ needs and deliver services on a sustainable basis.

Law students are typically reminded that the practice of law is a profession, not a business. It is indeed a self-regulating profession that is bound by rules of professional conduct. But focusing on the business side of law practice doesn’t weaken professionalism. Rather, having sound business practices strengthens your ability to serve clients ethically and responsibly.

Good business practices go hand in hand with professionalism. The traditional notion that law firms are not businesses is outdated. Although law firms are not ordinary businesses and lawyers are not just business people, ignoring the business side of law practice does not benefit your clients or the legal profession.

Many ethics complaints and malpractice claims are based on issues related to how you manage your firm and practice, instead of on substantive legal errors. Failing to respond promptly to client inquiries, procrastinating, missing deadlines, and over-billing or billing inaccurately are some of the top ethics and malpractice traps.

Here are sound business practices to help you prevent (and defend against) ethics complaints and malpractice claims:

1. Screen your potential clients and accept cases deliberately 

Choosing your clients carefully is the first step to building a strong clientele that appreciates the work you do and will pay you accordingly.

Demanding and difficult clients are hard to please and often the slowest to pay. If a client has gone through several lawyers before they meet with you, be wary. If they unduly blame others without taking any responsibility for their predicament, chances are they will find you wholly at fault for any delays and negative results.

Take cases that really capitalize on your expertise and interest and choose clients you really want to help.  This is not only sound business practice, but will also make it easier for you to comply with Rules 1.1 (Competence) and 1.3 (Diligence) of the Minnesota Rules of Professional Conduct (MRPC).

You can certainly take cases that require more than what you normally bring to the table, but be sure to do the reasonably necessary preparation to meet the clients’ needs. This includes asking for guidance from your colleagues and more experienced attorneys.

Even when a client passes initial screening, there are some situations where continuing to represent the client does not make good business sense and leaves you open to ethics and malpractice pitfalls.

Except as stated in paragraph (c), paragraphs (b)(5) and (b)6) of Rule 1.16 (Declining or Terminating Representation), MPRC, allows lawyers to withdraw from representation when “the client fails substantially to fulfill an obligation to the lawyer regarding the lawyer’s services and has been given reasonable warning that the lawyer will withdraw unless the obligation is fulfilled, or “the representation will result in an unreasonable financial burden on the lawyer or has been rendered unreasonably difficult by the client.” Be sure to surrender the client’s file and property when your representation is terminated.

2. Keep a written fee agreement that fully describes the fee and scope of services

While business deals can be made verbally, on a handshake, or through a simple “thank you” letter, lawyers have unique obligations when it comes to agreements with clients. New clients and new matters should have a written fee agreement. Having the agreement in writing clarifies the scope of representation, your fee structure, your billing practices, and the out-of-pocket charges the client needs to pay. A written fee agreement also helps set clear expectations on both sides.

Make sure your clients can pay your legal fee, unless you want to end up with “forced” pro bono work.  Ask for an initial/advanced payment or retainer fee before you begin to work. Let the client know this payment is refundable if the work is not performed. Rule 1.5 , MRPC allows for advanced payments as long as they are agreed to in writing by the client and they are subject to refund.

3. Compete on value 

Rule 1.15(a), MRPC, states the following are relevant factors in determining whether the attorney’s fee is reasonable:

(1) the time and labor required, the novelty and difficulty of the questions involved, and the skill requisite to perform the legal service properly;

(2) the likelihood, if apparent to the client, that the acceptance of the particular employment will preclude other employment by the lawyer;

(3) the fee customarily charged in the locality for similar legal services;

(4) the amount involved and the results obtained;

(5) the time limitations imposed by the client or by the circumstances;

(6) the nature and length of the professional relationship with the client;

(7) the experience, reputation, and ability of the lawyer or lawyers performing the services; and

(8) whether the fee is fixed or contingent.

Charge reasonable fees, not rock-bottom fees. Set your fees based mostly on the value you bring, instead of what you think the client can pay. Low billing rates don’t necessarily attract more clients. Competing on price often results in less profitable work, additional stress, and the need to take on a huge volume of cases to make up for the financial loss. While many clients will shop around for the lowest fees, you are better off with clients who choose their lawyers based on the value they bring. These clients are more likely to stay with you and refer others to you.

4. Implement effective billing and collections practices

Fee disputes and collections suits to recover on delinquent accounts are a driving factor behind many ethics complaints and malpractice claims. To avoid this ethics and malpractice trap, you need to have effective billing and collections policies in place. Mistakes — such as double-billing for duplicative work, charging clients for filing fees that have already been paid, inconsistent invoicing, and failing to clearly describe the work performed — leads to client mistrust. Accurate billing and timely collections will reduce financial problems down the line and enhance your relationship with the client.

Avoid suing a client just because you believe you deserve to get paid for the work you did and the results you delivered. Consider whether the client has the ability to pay and whether the amount owed is worth the hassle of trying to collect it.

5. Communicate regularly and respond promptly

Rule 1.4 (a), MRPC, requires you to promptly inform the client of key decisions and circumstances and obtain informed consent; reasonably consult with the client about means to accomplish objectives; keep the client reasonably informed about the status of the matter; and promptly comply with reasonable requests for information. These ethics rules are also sound business practices.

Respond to your clients’ voice mails and emails within 24 hours, unless there are extenuating circumstances, such as your being ill or on vacation. Have a back-up plan for those circumstances. Even if you don’t have an immediate answer, let clients know you received their message and will follow up within a certain time frame. At the very least, inform your clients about your communications policy, such as your office hours and when and how they can expect a response from you.

Send your clients copies of all filings, correspondences and other materials relating to their matter.  This is a convenient way to keep them reasonably informed about the status of their case. Regular and prompt communication is not only ethical, but is also a good business policy that increases client loyalty and satisfaction.

6. Set up systems to handle client matters and run your firm

Systematizing your  law practice helps you provide high-quality service and effective representation to your clients. Systems are clearly defined, step-by-step plans, procedures, processes and policies to complete routine tasks and address common issues.

Documenting your processes and policies, as well as systematizing repetitive tasks, can help you streamline your practice and create more consistent, high-quality results (no matter how heavy your work load).

Systematization doesn’t mean you provide cookie-cutter solutions or drop the uniqueness of your brand. Rather, they help you automate routine activities and daily operations so your firm runs like a business instead of just as a practice that depends completely on you.

Two key systems that allow you to run your firm effectively and avoid ethics and malpractice traps are:

  •  Calendaring, scheduling and tickler system. e.g. recording important hearings and meetings and setting reminders for due dates and deadlines.
  • Client file management system. e.g. providing steps for running conflicts checks, opening new client files, closing files, and destroying old files.

Setting up systems can be a time-consuming, costly activity. When you’re busy, it can seem a like a low priority. But having systems in place is key to operating your law firm like a real business and meeting your obligations to clients.

7. Find the best, workable solution for the client

Although law firms are businesses, your responsibilities as a lawyer should always trump your roles as a business person. While filing a meritorious lawsuit is probably more lucrative than using informal channels, lawyers need to consider the best interest of the client. As professionals, lawyers also have a duty to avoid overburdening the courts and clogging up the judicial system.

In immigration practice, for instance, a lawyer should consider negotiating an agreement with the immigration authorities that will meet the client’s objectives, instead of filing a federal lawsuit to make case law (and more money). While using cost-effective methods to gain desired results  might not bring you fame and glory, it will enhance your reputation and add to the bottom line in the long run.

* * *

This article provides general information only. Do not consider it as legal advice for any individual case or situation.   The sharing or receipt of this information does not create an attorney-client relationship.

The author, Dyan Williams, is admitted to the Minnesota state bar and focuses on the Minnesota Rules of Professional Conduct, which are subject to change. Check your individual state rules of professional conduct, regulations, ethics opinions and case precedents, instead of relying on this article for specific guidance. 

SUBSCRIBE           CONTACT

# # #

Photo by:  Kevin Harber

Responding to Requests for Client Files: Do’s and Don’ts

Lawyers might think they “own” their clients and their clients’ files. But clients are always free to fire their lawyers and get new counsel. And the file – at least the most critical parts – belong to the client.

Failure to promptly hand over the file to the departing client or to his new counsel is a strong basis for an ethics complaint and a common reason for disciplinary action.

What are the Minnesota rules on releasing client files? 

Rules 1.16(d) (Declining or Terminating Representation) and 1.15(c)(4) (Safekeeping Property), Minnesota Rules of Professional Conduct (MRPC), require lawyers to return client files upon the client’s request.

In 2005, Rules 1.16(e), (f) and (g) were added to the MRPC, which basically incorporated Lawyers Board Opinions 11 (repealed) and 13 (amended). Rule 1.16(e) describes which papers and property belong to the client and must be surrendered as the client’s file. Rule 1.16(f) states that lawyers may charge for reasonable costs of duplicating or retrieving the client file, after termination of the representation, but only if the client agreed at the outset, in writing,  to such a charge. Rule 1.16(g) prohibits lawyers from conditioning the return of the client file on payment of the lawyer’s fee or the cost of copying the files or papers.

What does the ABA have to say about releasing client files?

In July 2015, the American Bar Association (ABA) provided further guidance on the return of client files in Formal Opinion 471, Ethical Obligations of Lawyer to Surrender Papers and Property to which Former Client is Entitled.  The ABA noted that the lawyer must, at a minimum, turn over materials that would likely harm the client’s interest if not provided.

Applying Model Rule 1.15, the ABA determined that the lawyer must return all property that came into his possession in connection with the representation. This includes tangible personal property; items with intrinsic value or that affect valuable rights, such as securities, negotiable instruments, wills, or deeds; and any documents provided by the client.

Applying Model Rule 1.16(d), the ABA determined that the lawyer must surrender any materials provided by the client; legal documents filed with a tribunal (or those completed and ready to be filed); executed instruments like contracts; orders or other records of a tribunal; correspondence in connection with the representation (including emails retained according to the lawyer’s document retention policy); discovery or evidentiary exhibits (including interrogatories and their answers, deposition transcripts, expert witness reports and witness statements, and exhibits); legal opinions issued at the client’s request; and third-party evaluations or records paid for by the client.

The ABA stated it is unlikely the client is entitled to papers or property that the lawyer generated for internal use primarily for the lawyer’s own purpose in working on the matter. Thus, the ABA determined the  lawyer need not provide drafts or mark-ups of documents to be filed with a tribunal; internal research memos and materials; a general assessment of the client or the client’s matter; internal conflict checks; personal notes, billing statements; and documents that might reveal other client confidences.  The ABA added, however, that internal notes and memos, for which no final product emerged, may have to be disclosed if this would avoid harming the client’s interests. An example is the most recent draft of a document and the supporting research to help meet an imminent filing deadline.

In a September 2015 Bench & Bar of Minnesota article, the Director of the Office of Lawyers Professional Responsibility, Martin Cole, commented on the recent ABA opinion. He stated Minnesota has a long-standing rule on what constitutes papers and property belonging to the client, and Minnesota normally follows ABA guidance, absent good cause.

Lawyers who are terminated from representation or withdraw from representation must protect the client’s interest by surrendering papers and property that belong to the client. Although the ABA Model Rules and Formal Opinions provide guidance, the state rules of professional conduct are what governs.

There are things to do and things to not do when surrendering client files and responding to requests for client files:

DO’S

1. Determine exactly what you must provide to the client 

Upon termination of representation or upon receiving a request for a client file from the client or an authorized third party, the lawyer must review Rule 1.16(e), MRPC. It provides a detailed list of what lawyers must hand over to the client in all representations, pending claims or litigation representations, and nonlitigation or transactional representations. The rule also describes what does not constitute client files, papers and property.

Rule 1.16(e) states  “Papers and property to which the client is entitled [upon termination of representation] include the following, whether stored electronically or otherwise:

(1) in all representations, the papers and property delivered to the lawyer by or on behalf of the client and the papers and property for which the client has paid the lawyer’s fees and reimbursed the lawyer’s costs;

(2) in pending claims or litigation representations:

(i) all pleadings, motions, discovery, memoranda, correspondence and other litigation materials which have been drafted and served or filed, regardless of whether the client has paid the lawyer for drafting and serving the document(s), but shall not include pleadings, discovery, motion papers, memoranda and correspondence which have been drafted, but not served or filed if the client has not paid the lawyer’s fee for drafting or creating the documents; and

(ii) all items for which the lawyer has agreed to advance costs and expenses regardless of whether the client has reimbursed the lawyer for the costs and expenses including depositions, expert opinions and statements, business records, witness statements, and other materials that may have evidentiary value;

(3) in nonlitigation or transactional representations, client files, papers, and property shall not include drafted but unexecuted estate plans, title opinions, articles of incorporation, contracts, partnership agreements, or any other unexecuted document which does not otherwise have legal effect, where the client has not paid the lawyer’s fee for drafting the document(s).

Like the ABA’s Formal Opinion 471, the Minnesota rule states that papers and property submitted to the lawyer by the client must be returned to the client. The Minnesota rule further requires any papers and property for which the client has already paid the lawyer’s legal fees or reimbursed the lawyer’s costs to be surrendered. In its recent Opinion, the ABA presumes that all fees were paid, but still allows withholding some documents.

Although lawyers retain billing and collection rights, they must hand over documents that have been served or filed in litigation matters, as well as items for which they agreed to advance costs and payments – even if the client has not paid for the work or items. In transactional matters, lawyers have a bit more leeway in withholding documents. While all work already paid for must be released, unexecuted documents that have no legal effect may be withheld if the client has not paid for the work.

2. Surrender the client file promptly

Rule 1.15(c)(4), MRPC, states a lawyer shall “promptly…deliver to the client or third person as requested…properties in the possession of the lawyer which the client or third person is entitled to receive.”

Rule 1.16(d), MRPC states, “Upon termination of representation, a lawyer shall take steps to the extent reasonably practicable to protect a client’s interests, such as…surrendering papers and property to which the client is entitled…”

Rule 1.(4)(a)(4), MRPC, further requires the lawyer to “promptly comply with reasonable requests for information.”

Delays in surrendering the client file can and often do harm the client’s interests, especially when there is an imminent deadline or statute of limitations to meet. Responding promptly to requests for client files should be a top priority for the lawyer and his firm.

The state ethics rules do not require a hard copy transmission of client files. Lawyers Professional Responsibility Board Opinion 19 states a lawyer may use technological means such as email, without encryption, to transmit confidential client information without violating Rule 1.6, MRPC.

Using cloud computing software, such as Dropbox, to transmit client files is also not prohibited specifically. In general, cloud computing refers to data that is provided over the Internet and stored on servers owned by a third party, rather than installed on the user’s computer or server. Many states have issued cloud ethics opinions that permit the use of such technology to store and transfer client files, as long as reasonable care is taken and certain conditions are met.

Lawyers — particularly those who run paperless or mobile offices — may release the file electronically to the client in the interest of expediency. Of course, original documents belonging to the client must be returned.

3.  Obtain a written agreement from clients, at the outset, authorizing you to charge for duplicating or retrieving client files upon termination of representation (if you do not want to bear such costs)

Lawyers may charge a client for the reasonable costs of duplicating or retrieving the client’s file only if they had a written fee agreement, at the outset, allowing such a charge. Billing the client for such costs, without prior written authorization from the client, violates Rule 1.16(f).

The Minnesota Supreme Court has stated that when an attorney copies the client file at the termination of representation, the copy is really for the attorney’s benefit (for example, to defend against malpractice claims or ethics complaints). If there is no written agreement authorizing the charge, lawyers must surrender all items belonging to the client without cost.

Lawyers are not required to duplicate the files upon release to the departing client. Keeping at least an electronic copy, however, is a good, protective measure.  And if the firm hands over the file without retaining any copy, it is especially important to obtain written acknowledgment from the ex-client or new counsel confirming receipt of the file. An inventory list of the items surrendered should also be kept.

4. Keep a systematic file retention policy and notify your clients about it

Rule 1.15 (c) obligates lawyers to maintain complete records of all properties of a client coming into the lawyer’s possession and promptly surrender to the client, as requested, the properties to which the client is entitled. Rule 1.16 requires lawyers, upon termination of representation, to surrender all property to which the client is entitled. But as former Director of OLPR, Kenneth L. Jorgenson stated in a Bench & Bar article, “Neither of these rules, however, provides any guidance or insight about the duration of the obligation to return client property or whether it is ever appropriate to dispose of client files.”

Advances in technology and electronic storage make it possible to retain client files indefinitely. But such a conservative file retention policy is not required by the ethics rules.

Jorgenson notes that retention periods for client files must meet or slightly exceed a client’s reasonable anticipated needs for the file.  Relevant factors include statutes of limitations or deadlines relating to the file, tax laws and other regulations applicable to the client, and whether the file includes original documents that are intrinsically valuable (e.g., stocks, bonds, notes, deeds, wills and trusts).

Lawyers should also consider their  own need for the file in the event of a malpractice claim. Work with your malpractice carrier to create and implement a file retention policy.

Jorgenson advises lawyers to separate client originals from the file and return them to the client at the end of representation, or if necessary, retain them when the rest of the file is destroyed. The lawyer should provide notice of the retention policy at the outset in a retainer agreement and/or at the end of representation in a closing letter.  Jorgenson adds, “Client notice of the firm’s file retention period may render client demand for documents after expiration of the retention period unreasonable, or at least less reasonable.”

DON’TS

1.  Refrain from hanging on to documents you may keep if this serves a trivial purpose 

Holding back parts of the file to which the client is not entitled – out of spite or for no substantial purpose – can make a bad situation worse.  Even upon termination of representation, a lawyer shall take reasonable steps to protect the client’s interest.

Lawyers may choose to hand over the entire file to the client, even if they can withhold certain parts under the state rules. Unless full release would disclose other client confidences, reveal competitive business strategies, violate a court order, or harm a lawyer’s professional interest, it is generally better to provide all documents to help the client.

In his September 2015 article, OLPR Director Cole noted:

Minnesota does not in its rule otherwise distinguish intermediate drafts of documents from final products, as the ABA opinion spends time doing. Minnesota has not stated that such drafts are somehow documents to which a client is not entitled, so it would seem that they may be. Many lawyers may not historically have retained drafts of pleadings, research memos, etc., but in today’s electronic world, perhaps they are retained and may contain valuable tracking information about changes made. Maybe this will be an area in which the new ABA opinion can influence Minnesota’s rules.

2. No holding the client file hostage to secure payment

The ABA Model Rule 1.16 (d) states that in surrendering papers and property to which the client is entitled, “[t]he lawyer may retain papers relating to the client to the extent permitted by other law.” The phrase “other law” generally refers to a common law retaining lien or other law permitting the lawyer to retain a file as security for a fee.  State rules, however, trump the Model Rules.

While some states like South Dakota, Massachusetts, Georgia and Vermont follow the Model Rule and allow retaining liens in general, others such as North Dakota and Minnesota forbid them entirely.

North Dakota Rule 1.19 states  “[a] lawyer shall not assert a retaining lien against a client’s files, papers, or property[,]” including electronically-stored items.

In Minnesota, Rule 1.16(g), MRPC, forbids lawyers from conditioning the return of client papers and property on payment of the lawyer’s fee or the cost of copying or retrieving the file. Even when a lawyer has a written agreement authorizing charges for copying or retrieving the file, he may not withhold the client file to secure payment of those costs or legal fees owed.

Rule 1.16(e), MRPC, does allow lawyers to withhold certain items that have not been paid for. But lawyers cannot keep documents that belong to the client and must be surrendered to the client, while awaiting payment for those documents.

Lawyers whose state rules allow retaining liens should carefully consider whether to exercise this right. Withholding client files to secure payment — regardless of whether you have such a right — could harm the firm’s reputation, conflict with your professional values, fuel public mistrust, and interfere with your ethical obligations not to prejudice the client’s interest.

3. Stop using client communication & correspondences during representation as an excuse to not surrender the client file

Lawyers might resist releasing a client file when they have previously provided the client with copies of documents, correspondences, etc. during representation. Rule 1.4(a)(3), MRPC, states a lawyer shall “keep the client reasonably informed about the status of the matter.”

In its Formal Opinion 471, the ABA  encourages lawyers to regularly provide clients with information and copies of documents during the course of representation and encourages lawyers to advise clients to maintain these documents. This helps to comply with Rule 1.4. But the ABA added, “The fact that copies of certain materials may have been previously provided to a client is not dispositive of whether the lawyer must also provide such materials at the termination of a representation.”

The Office of Lawyers Professional Responsibility takes a similar approach.  A lawyer is not relieved of his duty to surrender client property by claiming the client previously received copies of pleadings and other items during representation. This is part of client communication and reduces the likelihood that the client will request the file at the end of representation. But the client cannot be forced to maintain a copy of the file.

4. Avoid careless loss and premature destruction of valuable documents in the client file

Although the ethics rules do not, per se, require permanent storage of client files, lawyers ought to safeguard their client’s property under Rule 1.15  Sloppy maintenance of client files will make it much harder for you to surrender them upon request.

Keep your file management and retention system well-organized, secure, and properly labeled to allow easy retrieval. You should not destroy a client file without proper notice to the client and without providing an opportunity to take the file before the retention period ends. A client can be harmed substantially if the firm loses or destroys documents that are not otherwise readily available to the client.

Conclusion

A lawyer’s failure to return papers and property belonging to the client is a common basis for ethics complaints. The Minnesota Supreme Court has rendered public discipline when the failure to return a client file is part of a pattern of misconduct. Withholding the client file to secure payment of fees or costs may also lead to discipline, even when no other misconduct is involved.

Practicing the Do’s and Don’ts in releasing client files and responding to such requests will help you avoid ethics complaints and malpractice claims, as well as protect your reputation and your (ex) clients’ interests.

* * *

This article provides general information only. Do not consider it as legal advice for any individual case or situation.   The sharing or receipt of this information does not create an attorney-client relationship.

The author, Dyan Williams, is admitted to the Minnesota state bar and focuses on the Minnesota Rules of Professional Conduct, which are subject to change. Check your individual state rules of professional conduct, regulations, ethics opinions and case precedents, instead of relying on this article for specific guidance. 

SUBSCRIBE           CONTACT

# # #

Photo by:  Jonathan

Managing Client Expectations – Part II (after representation begins)

bullseye 6-7-15Managing client expectations is an ongoing process that begins even before you accept a case. You first need to determine why the prospect is seeking a lawyer and whether you can help meet his objectives. Once you’ve accepted the case, your meeting or exceeding client expectations is paramount to having a successful practice.

Here are tips for (setting and) managing client expectations in your legal practice after representation begins:

Turn reasonable expectations into achievable objectives

Rule 1.0(i), Minnesota Rules of Professional Conduct (MRPC) defines “reasonable” or “reasonably,” when used in relation to a lawyer’s conduct, as conduct of a reasonably prudent and competent lawyer.  The client might have a different perspective of what reasonable means.

Throughout the representation, watch for signs of unmet expectations. If the client’s expectations are unreasonable, work with them to set more realistic ones. Provide information on what factors are outside your control and why outcomes are largely unpredictable.

Focus on what you can influence to maximize the likelihood of success.  For example, in a marriage-based green card application case, immigration lawyers can help clients gather as much documentation to prove the bona fide nature of the marriage and thoroughly prepare clients for the green card interview.  But they do not control which documents are actually available, which immigration officer conducts the interview, and how long the process will take.

If the client’s expectations continue to be unreasonable, consider withdrawing from representation when possible and appropriate.

Communicate clearly and promptly

A substantial portion of ethics complaints arise from lack of communication with clients.

Rule 1.4 (a), MRPC, requires you to promptly inform the client of key decisions and circumstances and obtain informed consent; reasonably consult with the client about means to accomplish objectives; keep the client reasonably informed about the status of the matter; and promptly comply with reasonable requests for information.

At the outset, describe your communication policy and office procedures to your clients. For example, let them know whether to call you, instead of send you an email, on urgent matters. If your business phone does not accept text messages,  inform clients that you do not have this capability.

Likewise, you should educate yourself about your clients’ preferred method of communication and the depth and frequency of communication they want.  Do your clients prefer to use email instead of talk by telephone? Do they prefer to be called on their cell phone or on their work phone? May you contact them before or after normal business hours or on weekends?

From the start, describe the average time to get a matter resolved and the potential obstacles they might encounter along the way.  This makes it much easier for them to deal with negative outcomes or delays that do occur. Even if you’re just waiting to receive a decision and nothing’s happening in the case, touch base with the client. Make a courtesy call or send a status report via email to let them know you have not forgotten about them or their case.

Give clients regular and prompt updates on the status of their case, whether it’s good news or bad news. When there’s good news, briefly remind your client about what you did to influence the outcome.  Share bad news in person (or by telephone), but never by email or voice mail. Present corrective solutions or positive ways to move forward. Can the decision be appealed? Is a motion to reopen possible?

Although instant, open access to you is not always reasonable or possible, your prompt return of telephone calls, reply to emails or responses to letters is critical to meeting client expectations. If you need additional time to research their questions, get back to them within 24 hours and ask for more time to give them a more detailed response.

When communicating about their case, stay away from legal jargon. Use plain language that your client can easily understand. Repeat your explanation if necessary. When your clients fully understand  you, they are better equipped to make informed decisions and will more readily trust you.

Clear, timely communication with clients does not just involve discussions about their case, but also about fees and and bills. The attorney-client relationship will break down if you are not paid for the work you do. If a client is not paying their bills, find out why and reach a mutually acceptable solution.

Over-deliver and under-promise

Rule 1.3, MRPC requires a lawyer to act with reasonable diligence and promptness in representing a client. Giving clients a realistic assessment of how long a process takes will help to manage their expectations. This doesn’t give you freedom to procrastinate, which can adversely affect the client’s interests and destroy their legal position, as Comment 3 states. At the same time, refrain from giving overly optimistic projections.

Deliver before or or on the deadline. Be careful about the promises you make and fulfill the promises you do make. If you are unable to deliver when you said you would, inform the client well ahead of the due date. Of course, you cannot miss deadlines that are set by Court orders and other external, mandatory requirements.

End the representation gracefully and with professionalism

Rule 1.1.6, MRPC, allows a client to discharge a lawyer at any time. When a client wishes to terminate your representation before you complete the work, end the relationship gracefully and with professionalism. In some instances,  you can find out the reasons why and determine whether the relationship can be salvaged. But never pressure the client to stay with you or blame the client or anyone else for the breakdown in relationship.

A lawyer may also terminate representation when it will result in violation of the Rules of Professional Conduct or other law.  A client who insists on presenting fake documents or false information conflicts with the lawyer’s duty of candor to the tribunal, under Rule 3.3.

Rule 1.16(d) further states that upon termination of representation, a lawyer must take reasonable steps to protect a client’s interests, such as giving reasonable notice to the client, allowing time to hire another lawyer, turning over papers and property belonging to the client, and refunding any advance payment of fees or expenses that has not been earned or incurred.

When representation continues to the conclusion of the matter, a closing letter or end-of-representation meeting is appropriate. This helps to prevent any misunderstandings about ongoing representation.

Ending the relationship gracefully and with professionalism– no matter the circumstances – leaves the client with clear expectations for the future. In turn, this help you avoid ethics pitfalls and malpractice traps.

***

Managing client expectations is an ongoing process that continues throughout representation and even after representation ends.  How you conduct yourself during representation will influence the client’s level of trust in you. How you end the relationship will influence what the client says about you in the community.

Read our related article, Managing Client Expectations: Part I (before representation begins). 

***

This article provides general information only. Do not consider it as legal advice for any individual case or situation.   The sharing or receipt of this information does not create an attorney-client relationship.

The author, Dyan Williams, is admitted to the Minnesota state bar and focuses on the Minnesota Rules of Professional Conduct, which are subject to change.  Check your individual state rules of professional conduct, regulations, ethics opinions and case precedents, instead of relying on this article for specific guidance. 

SUBSCRIBE           CONTACT

# # #

Photo by:  Asim Barwani

Managing Client Expectations – Part I (before representation begins)

bullseye 7-15-15Managing client expectations is critical to building your reputation, sustaining ongoing relationships, and getting referrals.

At the very least, it helps you avoid grievances, ethics complaints and malpractice claims from disgruntled clients.

Practice areas such as family law, criminal defense, and immigration law – where the personal stakes are high and confusion can easily occur – are especially problematic.

Here are tips for (setting and) managing client expectations in your legal practice before representation begins: 

Define the prospective client’s objectives

Managing your client’s expectations begins at the initial consultation when you discuss the specifics of the case for the first time, or even at the case evaluation when you receive the initial inquiry.

The first contact normally begins with the prospect calling or emailing your office, or filling out a contact form on your firm’s website.  This is typically followed by a brief conversation to determine whether you/your firm and the prospect are a good match. If you are, the next step is to set up a consultation.

The initial consultation is the first opportunity to clarify prospective clients’ objectives, find out what relief they are really seeking, and describe the potential solutions and obstacles.

Mindful listening is essential. When you truly understand the client’s concerns, fears, desires and hopes related to why they are seeking a lawyer, you are better able to develop a positive relationship.

Decide whether to take the case

Rule 1.1, Minnesota Rules of Professional Conduct (MRPC) requires the lawyer to provide competent representation (legal knowledge, skill, thoroughness, and preparation reasonably necessary for the representation). Rule 1.3 further requires the lawyer to act with reasonable diligence and promptness when representing a client.

The case could be very interesting and the issues could be very well within your expertise, but the client has unreasonable expectations.  Trust your gut instincts. Watch out for red flags. Has the prospect had multiple lawyers before meeting with you? Did he mention fee disputes or grievances against other lawyers? Does the prospect seem impatient and demanding? Do they want to file a lawsuit to mainly punish the other party, regardless of the merits?

At the outset, if you accept the case, you should explain your responsibilities (e.g. responding to telephone calls, providing zealous advocacy) and their responsibilities (e.g. paying their bills on time, providing necessary and truthful information).

Even if you do not accept the case, you are bound by the ethics rules whenever you give advice in circumstances in which a reasonable person would rely on such advice.  Remind the person of important deadlines and statute of limitations, and confirm that you are declining the case, preferably in writing.

Clarify who the client is (when third parties are involved)

Having third parties involved in the case can break the attorney-client privilege and prevent the lawyer from offering candid advice.  Third parties often include a trusted friend or wise family member who can more articulately explain the facts of a case. They can also include a financially stable friend or relative who pays the legal bills. This is quite common in practice areas of criminal law, family law, juvenile law and immigration law.

Some clients, such as minor children and individuals with mental disabilities, need third parties involved. Rule 1.14 (a), MRPC, states that when a client has a diminished capacity, “the lawyer shall, as far as reasonably possible, maintain a normal client-lawyer relationship with the client.” Comment 3 notes that the presence of family members or other persons, when necessary to assist in the representation, generally does not affect the attorney-client privilege. But the lawyer must look primarily to the client when making decisions for the client.

Rule 1.8(f), MRPC allows lawyers to accept fee payment from third parties, provided certain conditions are met.  You cannot accept fee payments from a third party unless: (1) the client gives informed consent or the acceptance of compensation from another is impliedly authorized by the nature of the representation; (2) the third party will not interfere with your professional judgment or with the client-lawyer relationship; and (3) you comply with the confidentiality rules under Rule 1.6, MRPC.

To meet client expectations, you must ensure that a third party’s involvement will not materially limit your representation.  For example, you must decline the case when  the third party is an existing client who presents a real conflict of interest. Even if there is no formal conflict of interest, a third-party payor’s interest might be so different from the client’s that it impairs representation.  Make it clear that disclosures will be limited to protect the attorney-client privilege, or obtain a waiver from the client (if appropriate).

Specify the fees and scope of representation

Rule 1.5(b) requires the lawyer to communicate the scope of the representation and the basis or rate of the fee and expenses for which the client will be responsible, preferably in writing.

When solos or small firm lawyer sue a former client for unpaid legal fees, they open themselves up to ethics complaints and malpractice suits. In some situations, the client was dishonest to begin with and never intended to fully honor the fee agreement. Other times, unpaid fees result from unmet expectations. For example, the client did not get the desired result and blames the lawyer for not accomplishing it.

In some states such as Minnesota, flat fees and availability (retainer) fees do not have to be placed in a trust account until earned: advance payments,  if agreed upon in writing, are the lawyer’s property but are subject to refund.

A written and detailed fee agreement will help prevent misunderstandings and set appropriate expectations. It should describe the scope of the representation (e.g. what you will do and will not do); how fees are calculated and charged (e.g. flat fee versus hourly fee); and when you will be compensated (e.g. monthly installments, retainer fee, advance payment of flat fee).

You may also include disclaimers in fee agreement, such as notifying the client you cannot guarantee favorable results, despite your best efforts. U.S. immigration lawyers, in particular, may inform clients (in writing) of potential consequences, such as possibly being placed in removal proceedings if USCIS denies their green card application and they are not maintaining lawful nonimmigrant status.

Set appropriate and reasonable expectations

Rule 2.1, MRPC requires the lawyer to exercise independent professional judgment and render candid advice in representing a client. You may refer not only to the law, but also to moral, economic, social, and political factors that may be relevant to the case. Providing a realistic assessment of the case and likelihood of success is part of complying with Rule 2.1.

You will not be hired unless the prospect believes you will make a difference and deliver positive results. You can promise to do high-quality work and provide the best service. But you cannot guarantee a successful outcome because there are so many factors outside your control.

You need to be clear on the fees and costs and how long it will likely take for the matter to be resolved. If there’s a huge gap between the desired outcome and the likely expense, you either help them reset their expectations or decline representation. Unreasonable expectations means you risk doing work that will not be appreciated or compensated.

***

Breakdown in attorney-client communication and mismanagement of clients’ expectations lead to unhappy clients and potential ethics complaints. Managing client expectations is an ongoing process that begins even before you accept a case. From screening clients to charging the appropriate fees, what you do and say at the outset affects the quality of the relationship.

Read our related article, Managing Client Expectations – Part II (after representation begins).

***

This article provides general information only. Do not consider it as legal advice for any individual case or situation.   The sharing or receipt of this information does not create an attorney-client relationship.

The author, Dyan Williams, is admitted to the Minnesota state bar and focuses on the Minnesota Rules of Professional Conduct, which are subject to change.  Check your individual state rules of professional conduct, regulations, ethics opinions and case precedents, instead of relying on this article for specific guidance. 

SUBSCRIBE           CONTACT

# # #

Photo by: Chris Potter, stockmonkeys.com

Why a Niche Practice is Good for Legal Ethics and Great for Business

The very first ethics rule says lawyers must be competent in matters or fields in which they represent clients.  Rule 1.1 (Competence) requires you to have substantive knowledge of the law and prepare thoroughly for the representation.

Another ethics rule says lawyers must be diligent in representing clients. Rule 1.3 (Diligence) requires you to take lawful and ethical measures to meet your client’s objectives, follow through on potential solutions, and attend to matters in a timely manner.

While general practice lawyers are competent and diligent in most cases, being too much of a generalist can lead to mediocre work, dissatisfied clients, and subpar outcomes.

In contrast, developing a niche practice allows you to focus on specific areas of law and deepen your knowledge and experience in those areas. Having a niche usually leads to more personalized client service and better results for clients.

What is competence? 

ABA Model Rule 1.1, which is wholly adopted in the Minnesota Rules of Professional Conduct, states:

A lawyer shall provide competent representation to a client. Competent representation requires the legal knowledge, skill, thoroughness and preparation reasonably necessary for the representation.

Competence can be achieved by reasonable preparation, necessary study, and association with a lawyer of established competence in the field. The lawyer does not need to have “special training or prior experience” to handle a matter competently.

But in some circumstances, expertise in a particular field of law is required. The complexity and specialized nature of a matter is relevant. The lawyer’s general experience, the lawyer’s training and experience in the field, and the preparation and study the lawyer is able to give the matter are also significant.

The lawyer should also keep abreast of changes in the law and its practice, engage in continuing study and education, and comply with all continuing legal education requirements to which the lawyer is subject.

Developing competence requires focus. And it’s easier to focus when you choose, build and market a niche practice.

What is diligence? 

ABA Model Rule 1.3, which is wholly adopted in the Minnesota Rules of Professional Conduct, states:

A lawyer shall act with reasonable diligence and promptness in representing a client.

Diligence involves pursuing a matter for the client “despite opposition, obstruction, or personal inconvenience to the lawyer” and using lawful and ethical means to achieve a client’s objectives.

Diligence also includes controlling your work load so you handle every matter competently. It also means avoiding procrastination and neglect of client matters. Comment 3 of Rule 1.3 states:

A client’s interests often can be adversely affected by the passage of time or the change of conditions; in extreme instances, as when a lawyer overlooks a statute of limitations, the client’s legal position may be destroyed. Even when the client’s interests are not affected in substance, however, unreasonable delay can cause a client needless anxiety and undermine confidence in the lawyer’s trustworthiness.

Being diligent requires promptness, responsiveness, and awareness of important details. These qualities are harder to sustain when your attention is scattered across multiple practice areas and a wide range of client matters.

Why is a niche practice good for legal ethics?

When solos and small firm lawyers practice in multiple areas –  immigration, criminal law, estate and wills, and family law, for instance – they can spread themselves too thin. If you try to take on every conceivable client in every possible situation, you normally have less time, capacity and experience to provide competent and diligent representation.  A niche practice helps you to minimize distractions and set your top priorities.

1. You’re better able to keep up with changes and nuances in the law

By focusing on your core competencies, you’re more likely to stay abreast with changes in the law and to understand complex issues. When you have a niche practice, you have more time and interest to read books, law journals, articles, case law, legislation and practice guides, join organizations, attend advanced CLEs, and write and speak about your areas of law. You’re better positioned to know the law inside out, and therefore serve your clients competently and diligently.

If you’re a generalist, you normally have less time and fewer resources to build your knowledge and expertise in specific areas. Your knowledge is more likely to be a mile wide and an inch deep, which affects the level of competence and diligence you bring to client matters.

2. You have more opportunities to develop your expertise

When you establish yourself as an expert in your niche area, you attract more clients with the problems that you solve. You can take your niche practice to the next level by developing sub-specialties in that area. Focusing on subsets can be particularly beneficial when there are plenty of lawyers in your niche.

A niche practice leads to more opportunities to develop your knowledge, skills and experience in your areas of strength and interest. This makes it much easier for you to avoid pitfalls, spot latent but critical issues, and develop creative and viable solutions for your clients.

3. You become more attentive to clients and more focused on client matters

Having a niche practice encourages you to select the clients you want to work with and the types of matters you want to handle.  Being more selective allows you to attend to your ideal clients and to do more meaningful work.

The more familiar you are with the area of law, the more effectively you can deliver the work product, communicate with clients, and provide accurate advice. You know who to call and what resources to use. You are better able to evaluate the strengths and weaknesses in a case, choose the best strategies, overcome obstacles, and make educated guesses about the outcome.

Developing a niche practice not only allows you to be competent, but also to be diligent in attending to client matters. You become more efficient, productive and streamlined in what you do.

Why is a niche practice great for your law firm?

Competence and diligence are basic ingredients of a successful law practice. Limiting your services to certain areas and/or subareas of the law generally leads to deeper expertise, unique experience and higher success rates in client matters. In turn, this increases the odds of your building and sustaining a successful law firm.

1. You find it easier to attract prospects and clients

One of the most rewarding aspects of a niche practice is being the “go-to” person for your particular area of law, industry or geographic area. For example, through education-based marketing to your target audience, you develop your credibility, reputation, and expertise in your niche.

When prospects and clients know what you do and how you can help them, it’s easier to get them to contact you and hire you. Referral sources also have a better sense of what you do and are more comfortable sending potential clients to you.

It is temping to engage in “door law” (i.e. take any case that lands on your desk or accept any client that enters the door) – especially when you’re starting out or trying to grow your practice. But being too much of a generalist often gets in the way of building a sustainable practice.

A niche practice enables you to build a recognizable brand that stands out in the market. If you are consistent and deliberate in targeting your ideal clients with the right messages through the right medium, you are more likely to set yourself up as the expert in your area of practice.

2. You create a better work product for your clients

If you target your ideal clients, instead of take on any client, you will attain deeper fulfillment in your practice.  If you practice in areas that you enjoy the most, you will be more inclined to do the necessary work for better outcomes.

Although over-specialization has risks – such as getting bored, losing out on potential clients, and having your practice tank when the economy shifts, the work dries up, or the law changes – over-generalization frequently carries even greater risks. Having more than one niche area or subarea will help you guard against the risks of limiting your practice too much.

3. You deliver exceptional client service

Practicing multiple areas of law can lead to a lack of focus, which reduces productivity, effectiveness and efficiency. Having too many types of matters to handle requires you to switch frequently from one area to another.  This can leave you feeling scattered and drained. If you spread yourself too think across multiple practice areas, it’s more difficult to wow your clients and get referrals.

By limiting your practice to niche areas in which you excel and thrive, you are more likely to respond promptly to inquiries, meet deadlines, and provide exceptional representation to your clients.

Conclusion

There are some situations where being a general practitioner works well and is a sensible choice.  Effective general practitioners have a broad range of skills, knowledge and experience they can apply across practice areas. Those who live in small towns or rural areas, where there are only a few lawyers, often benefit from being generalists.

But in most cases – unless you have a reliable and well-trained team to which you may delegate duties responsibly- it’s much harder to meet your ethical obligations and run a thriving law firm as a generalist. And even when you have a great team, you – the individual lawyer – still often need a niche practice to truly build your expertise and provide exceptional service.

The advantages and benefits tend to outweigh the trade-offs and risks that come with developing a niche practice. Doing your market research, creating a business plan, and reaching out to your ideal clients are critical for your niche practice to succeed.

* * *

SPECIAL NOTE: Want to learn more about why a niche practice is good for legal ethics and great for business? 

Attend the Minnesota CLE live webcast on May 26, 2015 at 9 am, titled 5 Ethics Mistakes that Solos and Small Law Firms Make (and the Ethical Solutions to Avoid and Overcome Them).

At this 1-hour CLE, I will talk about building a niche practice, creating and implementing systems, offering unbundled legal services and flat fee agreements, and other ethical solutions to address 5 common ethics mistakes.

This article provides general information only. Do not consider it as legal advice for any individual case or situation. The sharing or receipt of this information does not create an attorney-client relationship.

The author, Dyan Williams, is admitted to the Minnesota state bar and focuses on the Minnesota Rules of Professional Conduct in her articles.  Check your individual state rules of professional conduct, regulations, ethics opinions and case precedents, instead of relying on this article for specific guidance. 

SUBSCRIBE           CONTACT

# # #

Photo by: Jean-Francois Gornet