Law firms of all sizes face increasing price pressures from clients. We are all trying to develop business, price effectively, and compete for clients. But, what happens when efforts finally pay off? How do you handle an increased workload without completely burning out?
No one wants to turn down work. Professionally, we also understand the need for competency and capacity to handle the work. Unfortunately, our ego often makes us think that only we can possibly deliver what is needed. At some point, everyone realizes that they need help.
The real issue is how—not who. Work comes and goes. Thus, firms need to be creative in the terms of the arrangements rather than just focusing on the individual. Here are four ways to put some flexibility into the arrangements that build out your talent bench:
Karin Ciano, who frequently freelances, blogged about freelancing in a prior Soapbox post. In addition, with assistance from the Minnesota Freelance Attorneys Network, the MSBA has provided resources on practice law (see the sidebar on “Freelance Resources”) for those hiring freelancers and those who freelance.
The key is in the execution. A bad hire often costs more than no hire. However, firms can turn a smart hiring plan into a profit center. See i.e. ABA Formal Opinion 08-451. This is a diverse market with a deep legal talent pool (i.e. 3 law schools, 6 ABA accredited paralegal programs, etc). Think strategically in formulating the plan and align the implementation with the actual needs—as they evolve. Doing so might just free you up enough to focus on what is actually enjoyable about practicing law.