P2P

69 I L T A N E T . O R G technologies, and budget. In many ways focusing on these variables is the most important part of the collaborative problem-solving process as it generates information necessary to troubleshoot a client's problems. The Right Communication for Effective Collaboration Very few clients have the time or inclination for a daily deep-dive into the minute details of a matter. A quick phone update, a summary email, a morning team meeting—any might be appropriate depending on the scale and priority of the project. But most clients tell us what they really want is an easily digestible snapshot of the major elements of a project that shows them quickly whether they are on track. The metrics might focus on cost, team productivity, pace of work, numbers of responsive documents, or numbers of additional attorneys required. Based on client feedback, we have developed a simple graphical summary—a dashboard—that clients receive every morning, pointing them to particular areas of detail and allowing them to breathe easily if everything is going to plan. The value of this daily snapshot lies in the helpful and usable insights that keep the client informed but not overwhelmed. Clients appreciate regular, useful, digestible communication. And it must be timely. As an example, when a provider waits until later stages to involve clients in an eDiscovery project, big surprises may come on important metrics like cost, pace of work and relevance of data. A more collaborative approach is to provide the client with regular sample documents along the way so that they can validate approaches and ensure alignment. Conclusion Collaboration is an essential success ingredient for all legal services organizations—regardless of whether they are an ALSP or law firm. Technology tools that provide deeper insights into data, eliminate tedious manual processes, and offer both the client and the provider earlier access to critical case information are crucial enablers. But the most important step in cultivating collaboration is to acknowledge the human beings at the heart of every legal matter and resolve to provide a human touch in every interaction. While legal services providers are aware of the need to be more collaborative, making it happen takes a head- to-toe reimagining of their organization. Legal services providers who succeed will be those who start listening to their clients, who hire for empathy and train for better service levels, who leverage technology to improve communication, and who infuse their organizations with a spirit of shared success through service excellence. ILTA Joey Seeber is the CEO of Level Legal, as well as an experienced litigator, successful entrepreneur, and, previously, was a dedicated elected official. As a practicing lawyer, he discovered the ins and outs of the profession – from tackling litigation-related discovery matters to trying cases before a jury. Joey served three terms as mayor of Tyler, Texas and in 2009 founded Level Legal, a provider of legal services supporting law firms, in-house legal departments, and government agencies globally.

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