Section Newsletters

Articles From Kerry M. Lavelle

Keeping a document library: Efficiency 101 By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, March 2019 If you are organized and structured, you can create a system that will improve your efficiency and provide immense value.
The necessities: The difference between wants and needs By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, December 2018 Tips on how to get your law office up and running.
A refresher on the ‘five tool attorney’ By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, November 2018 There are five necessary tools that an attorney should possess or have the ability to develop to add great value to your law firm.
Billing practices that keep clients happy By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, May 2018 With the right approach to billing, most clients will appreciate your hard work, advocacy, and passion as their lawyer.
Financing your first year in practice By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, May 2018 Starting your own practice comes with financial risks. This article addresses the traditional ways to stay afloat while you get your practice up and running.
If everyone is so busy, why is cash flow so low? By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, May 2018 There are a few rules you need to follow to keep collections high, receivables low, and clients understanding that they are receiving value and hard work in exchange for paying their legal fees on time. 
What are the ‘externalities’ of practicing law? By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, May 2018 To build your book of business, meet referral sources, and become a better lawyer, it is critical for attorneys to participate in activities outside of the firm and courthouse.
Marketing: Why it has to be done By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, March 2018 It is not just one person’s obligation to bring in business in a law firm—everyone should speak proudly about where they work and how they add value.
Should initial client consultations be free? By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, March 2018 Should clients pay for an initial consultation or not? Author Kerry Lavelle discusses the pros and cons of each option.
What is the business reason for concentrating your practice in a specific area? By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, March 2018 It is difficult to be great in multiple areas of the law. But is there an economic benefit to focusing your practice?
The role of the office manager By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, December 2017 The office manager needs to be an extension of the managing partner. His or her job is to serve as an absolute support mechanism and system for the managing partner.
The value of mentoring By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, December 2017 Mentoring a new attorney has multiple benefits for the young protégé, but also provides benefits for the senior attorney in his or her mentoring role.
What’s your succession plan? By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, December 2017 There are basically four strategies to consider for a law firm succession plan: sell to colleagues; sell to a third party; liquidate the business and move on; or transition the business to family members.
Systems, processes, and checklists all critically important to a successful law office By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, June 2017 Imagine having a compelling and detailed checklist, or litigation handbook, specific to your firm’s “process” encompassing the local rules where every new attorney and attorney thereafter would need to understand in the process for litigation.
The law practice MBA By Kerry M. Lavelle Law Office Management and Economics, Standing Committee on, October 2016 By measuring empiricle data about your firm, you can view the current economic state and make adjustments and plans for future success.

Spot an error in your article? Contact Sara Anderson at sanderson@isba.org. For information on obtaining a copy of an article,visit the ISBA Newsletters page.

Select a Different Author