♫ But the plan won’t accomplish anything
If it’s not implemented…♫

Lyrics, music and recorded by Built to Spill.

(image used pursuant to Creative Commons CC0 licence)

There are many questions to ask yourself and to think about before you reach your decision as to whether or not you would like to open a law practice. In talking to other lawyers, they will have some very helpful questions that will be very insightful and provide guidance as to whether you are making the right move or not. Owning a law  practice is a huge responsibility, so you want to be very sure of what you are getting yourself into. You want to make sure that you are ready willing and able to do what it takes, and most importantly, you have what it takes to run that legal practice.

Ask yourself – are you are a good decision maker? Part of owning your own business means that you have to be that voice of reason and the ultimate decision maker. The buck, as they say, stops with you. You have to be the one to see that the best interests of your clients are always first and foremost. You also need to do what is best for both your clients, as well as for the practice.

Ask yourself: are you organized enough to run the business? You need many skills including a high degree of organization in order to be successful. This does not mean that you necessarily have to be equipped with those skills yourself. It is quite acceptable to hire someone to do tasks on your behalf, as long as they are going to effectively get the job done. So if that means hiring an extra secretary and an accountant, then so be it. But you are the one doing the management for the practice and as such you are ultimately responsible for everything that happens in your practice.

Ask yourself if you are willing to sacrifice what it takes to properly run your practice? You will be putting in long hours and as a result, have much less of a social life when you are starting a new practice, at least at first. You are going to want to dedicate your time concentrating on your new firm – managing it, marketing it, checking the finances and all that. You need to realize that when a person opens a new law practice, it does take away some of the time that they have with their family and loved ones. You have to be sure that this sacrifice is something that you have thought through, and accept and that your family is willing to make their own sacrifices as well.

Once you have mentally prepared yourself to run a busy law practice, there are more things to think about. You have to organize your office! After carpet and wallpaper combinations are worked out, client seating is considered, office equipment ordered and qualified staff are recruited the legal professional’s office is open for business. Bookkeeping must be done and cheques written.

As time passes, increase in business volume strains the practitioner. Even though managerial ability should be increasing, there is no time to manage effectively. Gone are the days when legal professionals handled every aspect of the day-to-day business. The accountant says business has increased but profits are down. Staff members sometimes do not get along. Information systems do not break out pertinent details of the business. The expensive marketing costs do not seem to be hitting the mark. The community begins to wonder why this educated and apparently capable individual never seems to support enough local projects. At the end of the day, there is very little time for considering the business, let alone family. Often the step overlooked when building a new practice is to develop a practical business plan from the outset.

Planning is perhaps the fundamental function of a manager. It requires understanding the components of a business and how they are interconnected. Planning begins with understanding the value a practitioner brings to their client and how best to satisfy the client’s needs. There is no better use of your time before you open your new practice than planning what it is going to look like, how it is going to operate, how it will be financed, what tools and technologies will you incorporate into your workflows and how will you manage to find time for yourself in order to avoid burnout.

Having a well drafted strategic business plan at hand means that you have a roadmap that governs not only the business direction in which you wish to proceed, it also serves as a governing document, guiding your efforts towards the clients, files and type of practice that you wish to have. It serves as the place where you have listed your business goals (in both qualitative as well as quantitative terms) and when you expect to reach them. It is an analysis of your business from many angles, including how to run the practice (Management), how to reach your chosen markets (Marketing), what systems you will need to make your practice work (Technology) as well as how you expect to be able to raise the necessary capital to start up and run your practice (Finance).

Along the way, you must learn the systems that must be incorporated into your practice to and how to properly run them to ensure that you are practicing professionally, profitably and ethically. You must also decide the legal entity under which you will practice.

Optimally you should do all this planning by crafting a well-thought out business plan before you open your doors. That is foresight. But the plan won’t accomplish anything sitting on the shelf. You must give life to the plan and seek to implement its goals and objectives as well as monitor and evaluate the results of your efforts to make maximum use of your plan.

After all your plan won’t accomplish anything unless it is implemented.

(posted concurrently on tips.slaw.ca)