How to Jump Start an Attorney Tech-Knowledge Program
People rarely change unless a change is necessary; how does your firm define the necessity for technology competence? Here are a few ideas for getting things moving in the right direction.
Step #1: The direction for change has to come from the top. It shouldn’t be up to staff to cajole, beg or lure people to attend training classes; the goal for improvement has to be identified as a business initiative and communicated directly from leadership; then in-house or external specialists can develop and provide the substance.
Step #2: The targeted group should be tasked with identifying their own knowledge gaps and desire for improvements. A strategic survey, designed by the tech committee and representatives from each practice area, can be used to query lawyers about their current technology usage and anticipated client service needs. This would get the ball rolling and allow lawyers to identify where they feel their practice would benefit from new technology, or where they need some additional insight with current tools. Since lawyers don’t always take the time to participate in things like surveys, this initiative may be better received if it comes from leadership or peer committees.
Step #3: The firm’s leadership must create the firm-wide awareness which can influence the desire for and excitement around change. Perhaps technology can be a topic for a lawyer retreat, or the firm could hold monthly or quarterly lawyer luncheons where technology usage is a regular topic of discussion. Bringing in technology subject matter experts and consultants who work with a variety of technologies and law firms can be well received, and the firm may be able to apply for CLE credit for speakers or workshops conducted by outside consultants. Once the momentum has begun, and input is received, leaders can set the firm’s learning and development goals and expectations, and then the HR and IT departments can organize and provide the educational solutions.