Gains in productivity will flow not only from the new technology but from predicted increases in court efficiency and a move to home-based practices. As well, the quality of legal services and level of services to clients have only one way to go if lawyers are interested in attracting and retaining clients. The trends that I ve identified so far are the ones that lawyers can, and will, adapt to and accommodate. But there is one trend that I believe we should actively fight, as individuals and as a profession, and that is the apparently declining reputation of the legal profession in the eyes of the public. Individual lawyers can help by delivering high-quality legal services to each and every one of their clients, discussing fees in advance and providing written information in accordance with the Code of Professional Conduct, keeping the client informed by communicating effectively and often, and avoiding to the greatest degree possible the delays that clients find so frustrating.
Law firms can assist by addressing and dealing with management issues.
Part of the problem with our public image is that law firms are often not only badly managed but virtually unmanaged. Lawyers are under stress and feel pressure to produce billable time to the exclusion of other work and activities that would equally benefit the firm. Time devoted to firm management must be recognized by all firm members as a valuable contribution having, if not direct and quantifiable results, a long term, positive impact. Just one example, lawyers must take time to train juniors or the firm s ability to retain clients will be prejudiced. Sophisticated clients are already asking questions about quality control and training as they evaluate prospective relationships with law firms.