What requirements did the Virtual Law Office have in terms of start-up and execution?
Casey will take this on in more detail, but from my perspective, there were a number of key needs to get started. I am sure there are many more, but these come to mind.
1. Team ethics, teamwork, goal and project focus.
2. A top notch IT consultant working with in-house tech manager – after hours on call availability.
3. A reliable web host and a static IP address.
4. Smart Technology – a tablet – networked.
5. Web Cams/Projector, Bizhub. Kick-ass server.
6. Encrypted remote access.
7. Backups on backups.
8. Exchange Server and network.
9. Strong anti-virus software and security protocols.
10. Lap top, 6″ Notebook and a Smart phone
11. Advertising exposure province-wide.
12. Loyal and tech-savvy staff enthusiastic about doing things in new ways.
13. Policies and procedures promoting paperless files and remote functionality.
14. Money. Lots of money.
15. And did I mention teamwork?
What benefits does it provide to you to operate virtually?
I take clients all over Alberta now. Thinking virtually has opened up new worlds and locations. It keeps my marriage together and in the last three years has allowed my husband and I to travel within Canada and the US, to Mexico, China, South Korea, Japan, Australia, New Zealand, Russia and Alaska while operating a small law office by remote access. I’ve upgraded my hardware as technology has advanced and I now use a Netbook, Iphone and Ipad.
My associate, initially my student, was able to maintain work life balance – a key value for her. Ultimately she relocated to Vancouver for family reasons, but I understand she is seeking out the virtual model in that jurisdiction too.
Are there any aspects you would change?
I would spend less time on the bricks and mortar investments, and more time on firm exposure, sustaining technological change and training momentum, professional upgrading and skill development, research and growth of the concept to meet client needs. I would also spend even more time on team development, because a solid infrastructure is critical to the success of a VLO, unless you choose to practice entirely alone – and even then, in my opinion, you have to have some support anchored in a home base somewhere. It is misleading to think that one can live entirely in the clouds – at least, not in a divorce practice. Clients want real people helping during tough emotional times. A voice on the phone – immediate advice during times of crisis – quick written replies and case momentum, even when the lawyer is not physically present, are essential. I would spend as much, or more, on the technology – and even more on the staff who are important to the success of the model I have developed. (Memo to self – am I paying my team members enough?) Treating staff as what they are, members of our “case management team”, pays dividends in increased client case momentum, staff loyalty, and career satisfaction. I would spend more time in retreats and team development.
Stayed tuned for Part 3: A Mentoring Relationship is Born
