Sometimes, when you buy software, you don't just buy
software; what may come attached are certain accoutrements, one of
which may be a support package, which may be fairly costly in its
own right, and oftentimes a continuing expense. The continued
development of cloud products has meant an increase in intuitive
applications, which require less customization -- or less
customization that needs to be completed by outside consultants.
That's helpful, certainly. But, it doesn't eliminate support
packages in their entirety, and, considering that a number of law
firms still rely on local applications, the burden remains
generally uneased.
There are a number of types of technical support that law firms
pay for in relation to technology products. There is implementation
support, which can include initial customizations and data
transfers, and may be provided in person. There is continuing
support, which may be offered through a variety of media (email,
phone, chat, in-person). Continuing support options are varied;
but, generally, the more you want, the more you'll have to pay.
Limited support packages may be reduced to a certain number of
phone calls/inquiries/tickets over a settled period of time,
limited to certain support service actions and/or to certain media
(e.g., email only). Business owners often try to finagle their
support packages, in order to maximize what they can get for a
minimum price.
There are certain scenarios in which technical support, at least
related to local applications, will be required. However, there is
another option for managing the majority of customizations,
training and general inquires, and it's right under your nose. Your
associates, and your support staff, live in applications and may be
more comfortable using them they you are -- in fact, they probably
are. Most law firms don't cultivate that expertise, and situations
pervade where everyone is using software at different levels with
varying degrees of success, with little help (or hope) of ramping
up their knowledgebase, in an effort to increase their efficiency.
For those staff who can't figure out how certain features work,
they develop workarounds, which may be detrimental to the spirit of
a shared information repository. Worse still is when lawyers
totally subvert the preferred technology applications, and go "off
the grid" -- using their own preferred tools instead.
That simple, referenced solution, however, is at easy reach.
Empower your associates and staff who are "power users" to develop
that interest and assist others who have not so well taken to the
software products you use in your law firm. Hold trainings, which
they lead, and meld those trainings into your existing staff
meetings to underscore their importance. Create a ticketing system
for issues that arise in relation to your technology, and sit down
with your power users to try to resolve those. Cull training
subjects from this method of issue spotting. Work with your power
users to develop workflows and reporting that suit your needs;
build out useful customizations to save everyone's time. It's
inherent within any office that certain people will have skills
that others do not. Those skills should be honored. Rather than
allowing an environment of jealousy fester, specialists should be
allowed to operate in their specialty and in assistance of others.
Everyone's skills will become useful at one time or another, and
those who are particularly adept at utilizing technology can
become, if encouraged, a reliable, internal support network.
Not only does the above-relayed approach save money, time,
increase efficiency and productivity across the board, it promotes
consistency and personal respect. Of course, lawyers have to do
some things they have not been traditionally comfortable with in
order to make that happen: They need to give up some level of
control, and empower their staff. The majority of lawyers are
control freaks. Now, that's a great thing for managing a complex
litigation to conclusion; however, it's not so good for the
development of a happy and healthy workplace. And, if you want the
help in technical support, at least at some level, your staff will
have to buy in to the system. That means you have to validate their
ideas and suggestions, give them some amount of freedom to
implement those and, in the first instance, seek their input about
what technology to use and on how to use it. There is no "I" in
internal technical support (well, there are two; but, that's beside
the point.) The point is, if you empower your staff, they'll
empower you.
Jared D. Correia is the assistant director and senior
law practice advisor at Massachusetts Law Office Management
Assistance Program.