The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/480238
PEER TO PEER: THE QUARTERLY MAGA ZINE OF ILTA 60 a manager needs training on personnel functions, legal project management or budgeting for revenue-generating support teams, the IPMA offers cutting- edge online and in-person programs. When considering any training program, look at not only the immediate training but also the longer-term networking where peer interactions augment your firm's management resources. Practice support managers must become more agile in project management and more familiar with industry data/ trends. No longer will it be sufficient to run a department viewed as simply knowledgeable and reliable. Understanding how pricing decisions and revenue allocation impact the visibility and reputation of the practice support team is crucial. Some of the effects might not be obvious. For example, a litigation support manager should be aware of the profitability of contract attorney document reviewers, since it is the litigation support team's work that enables the firm to avoid outsourcing this revenue stream to a third-party service provider. Senior firm management knows this information and makes decisions based on it. To succeed, practice support managers must have a broader understanding of the legal industry, the economic pressures caused by client demands for discounts and fixed fees, and how their groups can (and do) contribute to the health of the firm's bottom line. SEEK ASSOCIATION SUPPORT Professional associations provide much of the formal education available for practice support positions. Some of these associations focus on a particular metropolitan area, while others endeavor to meet the needs of a national or international audience. For many practice support supervisors — such as litigation support managers — there are a variety of associations that focus on technology, but there are fewer choices when looking for an organization that offers training and peer support on managing fee earners. Selecting the most appropriate association for membership and training depends on the manager's background and the needs of the organization. It is critical to examine the educational offerings and opportunities for frequent interaction with peers. Gauge whether the manager will find membership useful. Building a network of similarly situated managers can be a great resource when new issues arise and to understand how peer organizations are handling similar situations. INTO THE FUTURE As practice support management matures, the need for supervisors to become more proficient in resource management (both personnel and financial) will increase. Managers must not only become adept at supervising their permanent staff, but also with alternative staffing arrangements, cross-training existing staff and, for firms with multiple locations, efficient cross- office utilization. Professional associations that focus on management issues provide much of this education. The IPMA, historically focused on paralegals, has recognized that many of the themes that paralegal managers have examined over the years are relevant to all practice support managers. Whether supported by managers responsible for the day-to-day activities of various practice support teams. • Enlisting Department Practice Support Managers: Here, managers are generally responsible for one or more support teams for a single practice/legal department. This person might supervise teams located in or that provide service to multiple offices. This model has the potential to maximize operational efficiencies by utilizing staff across the organization's locations. • Incorporating Multiple Practice Support Managers: With this model, a practice support manager supervises a single practice support team and reports to an administrative manager or to a legal department chair. An organization might have several different practice support managers who report to different supervisors. This manager will possess a high level of expertise in the practical applications used by the department and can guide the team in daily activities and troubleshooting problems. The tasks performed by the leaders under these models have many similarities: recruitment, orientation, training and development, evaluation and performance management — the life cycle of the practice support employee. The role of these supervisors is unique since they manage revenue budgets associated with practice support activities, unlike other legal support managers. Managers must understand how their teams' contributions add value to the client engagement when questions arise. About the Author Gary Melhuish is the Manager for Litigation Support Services at Ballard Spahr LLP in Philadelphia. He has been a manager of paralegals and other practice support professionals for 25 years. Gary is a past president and Life Member of the International Practice Management Association. Contact him at melhuishg@ballardspahr.com. Learn more about the International Practice Management Association, at www.theipma.org. I N T E R N A T I O N A L P R A C T I C E M A N A G E M E N T A S S O C I A T I O N