Tuesday, October 31, 2017

Tips From An eDiscovery Road Warrior

ediscovery-legal-tech-legal-technology-discovery-300x225.jpgI’m writing this on the last day in October when I’ve successfully wrapped a month-long, five-city marathon of eDiscovery speaking, judging, interviewing and yes, even some dancing. It’s been a long month, and I’ll be happy to trick-or-treat with my kids tonight and know I don’t have to get back on a plane for a couple of weeks.

Along the way, I’ve met many more of you — thank you for saying hi and telling me you read this column — and I’ve gotten to hear your stories. And I learned A LOT.  Here are some random notes from the road. And just a tip, if the story sounds like you, it probably is you. Don’t worry — I left your name out.

You are innovating the hell out of legal technology and I LOVE it. Before starting off on my October travels, I had the opportunity to judge the Innovations Awards for Relativity Fest and I was blown away at the entries. Only a few became finalists, but the problem-solving using technology was brilliant. It gave me hope that we can move our dinosaur-like profession into the 21st century before it is over. Well done, you innovators, and keep it up. The world needs you.

Others of you are innovating in other ways — using low-cost or free resources to solve the problem of using data effectively for your client’s matters. I just left NeLI (the National eDiscovery Leadership Institute) where one attendee told me he was using a piece of free software to review social media data until Firefox got updated and the solution is no longer compatible. Maybe you should adapt it for the upgraded version and send it to the rest of us? Keep it up.

And then there are those of you who are working to make better lives for people by using technology built for eDiscovery to provide better access to justice. More on that soon — you’re going to want to get involved with this project, I can tell you. And the story of that new lawyer will remind you of you when you graduated from law school with the thought that you could change the world. You still can.

You are constantly learning. This may not sound like much, but the pressure to be at your desk grinding away, billing hours, and just getting your existing work done is tremendous. We all have it. And yet you’ve come out in Vail, Denver, Washington, D.C., Chicago, and Kansas City to events this month to learn and talk with me and other folks about how to do things better. And you’ve given me new ideas about how to do my job better. If you’re reading this and you aren’t out there learning, get out of your office, my friend. There’s a big world out there waiting for you, but you’ve got to get out. We’d love to see you.

Social media is still a cluster. If we have tools to preserve it, we don’t have good tools to present it. The interactive nature of the platforms make the use and presentation of them challenging at best for litigation. Anyone working on something to solve this?  Message me. And the law isn’t up to date on what’s happening with these platforms at lightning speed. Just like with the SCA, we need better guidance on social media law.

Mobile device imaging and presentation still seems harder than it should be. Message me if you’ve got something good going on this. You’ll have to wow me though — I’ve seen boring reports and they are just that.

The practice of law has to be run like a business. In D.C., we heard an amazing speech from Mark Smolik, GC of Supply Chain for DHL and a renowned public speaker. Mark broke down in stark detail the reality facing legal departments and how they think in terms of the dollars that have to be made in sales to run a legal department. Mark and his colleagues want partners on the legal side, in the same way that the business wants partners. You need to re-thirnk the delivery of legal services, and part of that is eDiscovery related costs. Mark also encouraged picking up the phone to call instead of passive forms of communication. Make yourself do it.

Know your audience. You’ve heard this a thousand times, but I want you to think about it in terms of every communication you make every day. Do you talk to your partner at work and your child at home in the same way? Of course not. So why do you talk the same way to your partner and your litigation support manager?  They have different perspectives and they respond to different cues. Figure out what those are. Talk to people in the way that they understand. Don’t be arrogant enough to assume they need to hear the same thing you do.

Build relationships. I go to almost every event by myself, but I’m never alone for long. (That sounds weird, but you know what I mean.) I love to meet people. This month I found new and old friends to watch baseball with in Vail, D.C., and Kansas City (yes, there’s been A LOT of baseball and holy crap, that Game 5 was the best game I’ve ever seen), to dance with at the Museum of Science and Industry, and to have company to all the airports I seem to find myself in every week. Thanks to each of you. Use every opportunity to forge relationships. You don’t need a goal — the goal is just to meet people, learn about someone other than yourself and those you usually hang out with, and have new experiences. People are what make people happy — go and meet some new ones. You never know what those relationships can evolve into later in life.

eDiscovery is constantly morphing with new technology to be deciphered and trying to innovate in new ways to make the process better, cheaper and faster. If you’re working on something, let me know. In the meantime, I’ll look forward to seeing you on my next road trip.


Kelly-Twigger-300x450.jpgKelly Twigger gave up the golden handcuffs of her Biglaw partnership to start ESI Attorneys, an eDiscovery and information law Firm, in 2009. She is passionate about teaching lawyers and legal professionals how to think about and use ESI to win, and does so regularly for her clients. The Wisconsin State Bar named Kelly a Legal Innovator in 2014 for her development of eDiscovery Assistant— an online research and eDiscovery playbook for lawyers and legal professionals. When she’s not thinking, writing or talking about ESI, Kelly is wandering in the mountains of Colorado, or watching Kentucky basketball. You can reach her by email at Kelly@ediscoveryassistant.com or on Twitter: @kellytwigger.

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Monday, October 30, 2017

Why Do Lawyers Have Such A Dysfunctional Relationship With Money?

bonus-money-cash-bills-300x215.jpgEd. note: This post is by Jeena Cho, a Legal Mindfulness Strategist. She is the co-author of The Anxious Lawyer (affiliate link), a book written by lawyers for lawyers that makes mindfulness and meditation accessible and approachable. She is the creator of Mindful Pause, a self-paced online program for creating a more sustainable, peaceful, and productive law practice in just six minutes a day. Jeena offers actionable change strategies for reducing stress and anxiety while increasing productivity, joy, and satisfaction through mindfulness.

One of the most common causes for lawyer stress is money. We trade time for money in six-minute increments and therefore there’s never enough time. Every single one of us gets 1,440 minutes per day. Time is one of our most precious resources. And we dole it out in 0.1 hours.

This leads to an obscure result where every billable hour is treated exactly the same, and the goal is to always bill more.

On top of this, we’re supposed to find time for family, friends, hobbies, exercise, vacation, and meditation.

I remember being a young lawyer — finally having arrived at my dream job. I had the fancy office with a view of the bay. I had a job which allowed me to practice in an area of law I always wanted to practice in, with a healthy salary and benefits. Yet, I constantly felt as though I was treading water, trying desperately to stay afloat. To stop from drowning in the endless mountain of work.

Read the entire article over at Jeena’s website…

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Friday, October 27, 2017

HLS Alumnus And Former Detroit Lions Football Coach Daron Roberts On Pivoting, Coaching, And Advice For 3Ls

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Daron K. Roberts

“When they died they left no instructions / Just a legacy to protect.” Lin-Manuel Miranda

This month, I had the opportunity to review a book titled, “Call an Audible: Let my Pivot from Harvard Law to the NFL Inspire Your Transition” (affiliate link) written by Daron K. Roberts. This is an excellent read for anyone thinking about a career change, but even more topical for law students in the middle of the annual, typical 3L existential crisis.

After graduating from the University of Texas, Daron Roberts was hyper-focused on attending Harvard Law School. He knew that a law degree would give him the flexibility to pivot in a multitude of directions. The HLS waitlist process, which he endured three times, also forced Roberts to reinvent himself each year.

While biding his time, Roberts worked for Senator Joe Lieberman and attended the Harvard Kennedy School to lend more credence to his application. He viewed the admissions process as a game that he had no intention of losing.

After working as a summer associate for a few international Texas-based law firms during his 1L and 2L summers, Roberts really enjoyed the practice of law. But after serving as a volunteer coach at the Steve Spurrier Summer Football Camp in South Carolina, his “passion purpose had smacked him in the face.” Sure, his book talks a lot about the world of the NFL, but it also serves an inspirational blueprint for anyone facing a potential pivot point in his or her career.

Here are some of my favorite tidbits of advice from his book:

  1. Find three champions—reduce your circle to a triangle.

  2. Be willing to mop the floors. Get used to the struggle and the pain early and build your immunity. Remember: No struggle, no progress.

  3. Identify what other won’t (or don’t want to) do, then do it.

  4. Convert low-value activities into high-value opportunities.

  5. Circumvent the system when the system circumvents you.

  6. Put yourself in a position to make a play. Then make your play.

  7. Reach out. Reach back.

  8. Create value instead of looking for credit.

Perhaps (or maybe in spite of?) because he went to law school, Roberts’ writing is easily digestible and often speaks to the much larger landscape of our lives.  This week, I had the opportunity to catch up with Daron K. Roberts. Without further ado, here is a (lightly edited and condensed) write-up of our conversation:

Renwei Chung (RC): In your book, you mentioned that you wrote 164 letters, seeking an internship, to the head coach and defensive coordinator of every NFL franchise and 50 NCAA Division I Football Bowl Subdivision (FBS) teams. How did you develop this type of tenaciousness?

Daron K. Roberts (DR): I knew that my last name was not Belichick. Therefore, I had to pound the pavement and put out as many feelers as I possibly could in order to give myself a chance at getting a “yes.” I think this point is important — I was less concerned with how many “no’s” I would receive. What was paramount for me was putting myself in a position to get one “yes.”

RC: Herman Edwards ultimately extended you an offer, I love watching the YouTube videos of him speaking to incoming rookies. What did you learn from him and other coaches during your NFL coaching experience? 

DR: One of the best lessons that I learned from coach Herm Edwards was from his incessant reminder that “the ball will go flat.”

He would always tell coaches to players that at some point the ball will go flat. The translation of this reminder was that we could not coach or play football for the rest of our lives. I think this is a good reminder to people that you need to always think about what sustains you in life.

RC: As someone who grew up on 8 Mile, I was thrilled to learn you were part of the NFL Lions coaching staff. As a fifth-generation Texan, what did you think about Detroit?

DR: I am a proud 5th generation Texan. But, I was struck by the sense of community and resilience that I witnessed in Detroit. My wife and I are arrived in Motown and early 2009. Not only had the football team just experienced a winless season, but the automotive industry was tearing apart at the seams and the capital markets were in a frenzy.

Nevertheless, the folks of Detroit kept their heads high and pushed through a really difficult time. For that reason, I will always be a Motown fan.

RC: My friend Andrew Yang (founder of Venture for America) speaks often about how finance and law have made it quite difficult for students to leave their lanes, once they start on these type of career paths. When did you know that your calling was more for a coaching and leadership role rather than a traditional attorney role?

DR: Earlier this month I spoke at Harvard Law School to some students were thinking about taking alternative career paths. My advice is simply to stay in the deep end of the pool. By that, I mean that a law student who has a desire to go down an unconventional path needs to find a way to sprinkle some of those experiences into the calendar. During law school, I worked a football camp and realized that coaching was my purpose.

My second piece of advice would be to make sure that for those students who are working law firm jobs during the summer, stash some money away that could give you some runway if you decide to take a detour from the legal world.

RC: I mentor several 3L students who are struggling with what they want to do after they graduate law school. What is your advice for 3Ls who are having existential crises?

DR: For the 3L students who are having an existential crisis, first I encourage you to breathe. Second, think about experiences in your life that have brought the most professional joy. Third, think about the things that you read outside of your law school curriculum.

Between those three worlds, there lies some semblance of what you should really be doing in life.

RC: What are you up to nowadays?

DR: Today, I serve as the founding director of the Center for Sports Leadership & Innovation at the University of Texas. I created the Center after leaving my last position as a coach with the Cleveland Browns.

I teach a class to all freshmen athletes on leadership, failure management and financial literacy. Also I spend a lot of time writing for outlets like Forbes and Fortune. I travel extensively giving corporate talks on leadership and risk-taking. I also take on a limited number of clients who want to be coached out of their current careers.

My wife and I have five kids. And one of the best things that I do each week is take my kids to a different donut shop in Austin. We call ourselves “The Donut Council” and we have official t-shirts.

On behalf of everyone here at Above the Law, I would like to thank Daron K. Roberts for taking the time to share his story with our audience. We wish him continued success in his career.

To learn more about Daron K. Roberts, you can follow him on Snapchat, Instagram, and Twitter: @CoachDKR; visit his website: www.daronkroberts.com; or shoot him an email: Daronroberts@post.harvard.edu.


Renwei Chung is the Diversity Columnist at Above the Law. You can contact Renwei by email at projectrenwei@gmail.com, follow him on Twitter (@renweichung), or connect with him on LinkedIn

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Tuesday, October 24, 2017

DC Circuit reinstates order requiring government to allow teen immigrant to get an abortion

Constitutional Law

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E. Barrett Prettyman Federal Courthouse in Washington, D.C., home of the U.S. Court of Appeals for the District of Columbia Circuit. Photo by AgnosticPreachersKid, via Wikimedia Commons.

An en banc federal appeals court has reinstated an order requiring the U.S. government to allow an abortion for a 17-year-old immigrant who is being held in a federally funded Texas shelter because she is in the country illegally.


The U.S. Court of Appeals for the District of Columbia Circuit issued a 6-3 order (PDF) that overturned an Oct. 20 decision by a D.C. Circuit panel that had delayed the abortion, report Politico, BuzzFeed News and Reuters.

The earlier, 2-1 panel decision had made it possible for the girl to have the abortion without government involvement because it allowed time to find a sponsor who could allow for the girl’s abortion.

Judge Patricia Millett had dissented from the Oct. 20 panel decision. She wrote a concurring opinion that supported the en banc court decision issued Tuesday.

“Fortunately, today’s decision rights a grave constitutional wrong by the government,” Millett wrote.

The girl, identified only as Jane Doe, had gotten a judge’s approval for the abortion and had complied with the legal requirements of state law. She had secured funds to pay for the abortion. The search to find and vet a sponsor, a process that is typically “anything but expeditious,” has already lasted seven weeks, Millett said. The panel decision set an Oct. 31 deadline to find a sponsor and didn’t allow for an abortion if none could be found by that date, according to Millett.

The government had never argued that the girl’s status as an accompanied minor who entered the United States without documentation eliminated her constitutional right to an abortion, Millett pointed out. “Where the government bulldozed over constitutional lines,” she wrote, was its position that the girl had “the burden of extracting herself from custody if she wants to exercise the right to an abortion that the government does not dispute she has.”

“The government has insisted that it may categorically blockade exercise of her constitutional right unless this child (like some kind of legal Houdini) figures her own way out of detention” by returning home “to the abuse from which she fled” or by finding a sponsor, Millet said. “That is constitutionally untenable, as the en banc court agrees.”

Judges Brett Kavanaugh, Karen LeCraft Henderson and Thomas Griffith dissented. Kavanaugh’s dissent was joined by the other two justices, although Henderson also wrote separately.

Kavanaugh said the en banc majority “has badly erred in this case.” The majority decision, he wrote, “is ultimately based on a constitutional principle as novel as it is wrong: a new right for unlawful immigrant minors in U.S. government detention to obtain immediate abortion on demand, thereby barring any government efforts to expeditiously transfer the minors to their immigration sponsors before they make that momentous life decision. The majority’s decision represents a radical extension of the Supreme Court’s abortion jurisprudence.”

The case returns to the trial court to set a new deadline for the government to comply.


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Monday, October 23, 2017

‘Reinhold Niebuhr’ Twitter account is actually written by James Comey, friend confirms

James Comey has been tweeting under the name “Reinhold Niebuhr,” a theologian the fired FBI director wrote about in his college thesis.

Gizmodo wrote a story in March asserting that “Reinhold Niebuhr” was “almost certainly” Comey. Now there is confirmation that Comey is the tweeter, report Gizmodo, NPR, the New York Times and the Des Moines Register.

LawFare blogger Benjamin Wittes–a personal friend of Comey’s–has tweeted that the “Reinhold Niebuhr” account using the handle @FormerBu “is in fact, James Comey himself.” According to the Times, “Bu” is FBI lingo for “Bureau.”

Wittes tweeted the confirmation after “Reinhold Niebuhr” posted a photo of a person resembling Comey standing on a road wearing sunglasses and with his arms crossed and looking off in the distance.

Before the Gizmodo story, Comey had tweeted under the handle “@projectexile7,” which was a federal program he helped initiate. The account never tweeted, though it followed others and liked their tweets. Wittes was the only follower of @projectexile7.

Some see a message about future plans in Comey’s tweets. One commenter noted that Comey was “wearing running shoes in the home of the caucuses.”

The Register notes that Comey’s wife is from Iowa, and her father celebrated his 90th birthday this weekend.

President Donald Trump fired Comey on May 9.


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Sunday, October 22, 2017

American Airlines Messes With The Wrong Black Person

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(Photo by Scott Olson/Getty Images)

Whenever I get on a plane now, I size up my surroundings and the flight crew like I’m Jason Bourne walking into an embassy. “That guy looks like he’s got back problems. I can probably vault her. Yes, I’ll take a pillow, I can use that to trip up Nurse Ratchet over there.” I have to just assume now that at some point the flight crew will try to throw me off the plane, mid-air, because I had the audacity to ask for extra Cheez-Its for my kids. I won’t be jettisoned easily.

Of course, going fully Harrison Ford in Air Force One is only one way to survive the friendly skies these days. Harvard Law student Briana Williams has a different strategy: she’s going to sue. The New York Daily News reports that Williams — who was flying to Atlanta with her four-year-old daughter — was booted off of an American Airlines flight after a dispute involving her stroller. American gate-checked the stroller, then began what would be a five-hour delay. The plane returned to the gate, and the passengers were told to de-plane.

Williams asked for her stroller back. The flight attendants refused. Williams refused to get off the plane without the stroller (again, she’s got a four-year-old). Then the pilot came out. From the Root:

The pilot was called. She said he asked her where she worked and that she refused to answer (because, relevance?).

According to witnesses, the pilot then called police to kick Williams and her baby(!) off the plane.

“He was very disgruntled and aggressive,” said Williams, who says she remained calm.

Williams and her baby eventually had to sleep in the airport.

American offered Williams 25,000 miles because its pilot “deviated from the standard.” Williams declined. Instead, something tells me that pilot is about to find out exactly what kind of work Williams wants to do:

Williams said she plans to take legal action so that pilots can’t eject someone on a whim.

“This type of unregulated discretion is a segue into discriminatory policy,” she said.

“The pilot put me in a potentially dangerous situation with law enforcement as a young, black woman, saying that I was a ‘threat,’ ” Williams said. “This type of rhetoric paralyzes the African-American community, and I want to ensure that policies are put in place that regulate the pilot’s discretionary abilities.”

Let me give you a word of advice. Always bet on black!

Mom claims she was booted off American Airlines flight after baby stroller dustup
#FlyingWhileBlack: Harvard Law School Student Booted From American Airlines Plane With Infant


Elie Mystal is the Executive Editor of Above the Law and the Legal Editor for More Perfect. He can be reached @ElieNYC on Twitter, or at elie@abovethelaw.com. He will resist.

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Saturday, October 21, 2017

It’s Good To Remember That There Are Fates Worse Than Death

See-Also-300x74.pngHERE ARE THE RUTH BADER GINSBURG BABY BIBS YOU’VE ALWAYS WANTED: I want to have another kid so I can buy these things. Just kidding. That first sentence was a total lie. I don’t want any additional children. I’d rather jump into the Lake of Fire than have more children. Everybody is reading about the bibs here.

A BIGLAW FIRM BUILT ITS OWN VIDEO GAME ABOUT… EFFICIENCY? I think hell would be firing up my PlayStation, looking for Madden or Witcher or something, and finding only practice management video games built by Biglaw firms. But, in the context of a conference exhibit hall, it’s pretty great. Read about Seyfarth Shaw’s innovations here.

HELL MIGHT ALSO BE WORKING WITH NEIL GORSUCH FOR THE REST OF YOUR LIFE: Kathryn Rubino collects some of the reports detailing a budding feud between Neil Gorsuch and Elena Kagan on the Supreme Court. Then she writes the saddest sentence ever: “Even if they don’t like it, Kagan and Gorsuch have to work together for the rest of their lives.” There is no God. Read the full story here.

DONALD TRUMP IS SENTENCING US TO 40 YEARS OF SUFFERING: His lower court judicial nominations are going to make America a desiccated hellscape long after he’s gone. Read why I’m not surprised here.

DEATH, THE SWEET RELEASE OF DEATH: Would be the best thing to happen for the current NFL Collective Bargaining Agreement. If Colin Kaepernick were the one to kill it, he’d have a bigger impact than any player since Curt Flood. Read about his long shot chance here.

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Edward Kundahl is the mastermind behind BusinessCreator, a company that strives to help others with marketing.

https://www.totalprestigemagazine.com/edward-kundahl/

Edward Kundahl is the mastermind behind BusinessCreator, a company that strives to help others with marketing. Kundahl has developed a one-stop shop for businesses in need of reaching clients. It is a job he relishes as his work directly affects clients and their success.

Kundahl has also authored a very popular book entitled, Local Market Domination: 7 Must Know Strategies to Drive Local Traffic Straight To Your Door. It is a book that shares Kundahl’s expertise in the marketing field, and gives insight into improving a business’s reach.

Marketing wasn’t Kundahl’s first interest, but through a little luck, it has become a career he wouldn’t give up for anything in the world. Except perhaps, a muscle car.

Friday, October 20, 2017

The Future Of The Legal Profession

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In-House Counsel

Notes to my (legal) self.

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From the Above the Law Network

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Mobile Marketing Facts

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Retarget Your Customers Through Email Marketing

Email-Retargeting.png If you’re looking for a marketing tactic with the best ROI, look no further than email marketing. It may not be a new method, but it works. In fact, it’s considered the most effective way to engage and convert prospects into customers. This is because your audience has actively opted in to receive your emails, making it among the least intrusive marketing methods. But it’s also a great way to start offering personalized ad content to your audience. Thought this wasn’t possible? Think again! Link retargeting in email makes it easy for you to understand what matters to your customers. You can then start showing them relevant banner ads as they move on to browse the web. If this concept appeals to you, read on. You’ll learn about link retargeting and why you need it in your email marketing to increase sales and keep your customers happy.

Why retargeting is important

It often takes multiple interactions with your brand before a customer makes a purchase. A customer may come to your site several times and never actually buy anything. Retargeting makes it possible for you to stay top of mind with your customer once they leave your site. After all, you know they were interested in your brand at some point. Your ads will remind them of that as they consider different options or delay their purchase to a later stage. This achieved by placing “cookies,” or small data files, on your customers’ devices. These data files recognize when they’ve visited your site. Then, when your customers leave your site, your banner ads will start to appear as they continue to browse the web. Essentially, you get a second chance to convert your audience while you enjoy a click-through rate that’s often as much as 10 times higher than average. This method is effective, but the drawback is that email marketers before now have not been able to use it. This is partly because Apple Mail and Outlook are not browsers, which means they can’t be “cookied.” Additionally, most web mail programs, such as Gmail, block the cookie process. The result is difficulty serving personalized ads to consumers, and that’s where link retargeting comes in.

Link retargeting – making retargeting in email possible

Link retargeting takes retargeting to new heights – by bypassing the need to rely on website visits altogether. Instead, readers are “cookied” as soon as they click on a link you’ve shared (a specialized retargeting link).

Spoiler alert: that link can be nuzzled comfortably right within your email campaigns!

This means you can share multiple articles or links within email. For anyone who is interested in those topics and clicks on the links, you can start to show them relevant banner ads as they go on to surf the web.

Link retargeting in email – an example

For example, Pampers has a massive database of readers that receive their newsletters. Even within the “new mom” category, they likely have “expecting mothers,” “new mothers,” “mothers with one-year-olds,” and that’s just to name a few. Pampers also has multiple products that are relevant to each of these subgroups. But how does the brand know who is who? An expectant mom won’t want to read about baby-proofing her home. And a mom with a two-year-old won’t want to read about diapers for newborns. Enter link retargeting. Pampers can easily implement link retargeting in their email marketing campaigns to better segment its audience by including specialized links for each of the different articles in their mailers. Pampers-Email-Link-Retargeting.pngPampers can use retargeting links to identify what matters most to readers. Then, once a reader clicks on a link, they’ll be “cookied.” Pampers can then show them tailored ads based on what matters most to them. For example, Pampers is able to show a Pampers Cruisers ad to moms who click on the article about babies learning to walk, as these diapers are meant for babies who are becoming mobile. Pampers-Newsletter-Retargeting.png Pampers uses link retargeting to show Cruisers ads to moms who have shown an interest in content about babies that are ready to walk. On the other hand, Pampers can use a specialized link to an article about saving money on diapers. Readers who click the link would see Pampers ads that focus on what a good deal its economy packs are. Allowing the audience to self-select is an easy way to identify what consumers care about, and therefore tailor subsequent advertising. Pampers-Retargeting.png Pampers is able to show economy saving ads to those moms that clicked to read more about how to save money on diapers.

Key takeaway: link retargeting in email marketing is a must!

When your audience sees ads that directly relate to what they need, they’re more likely to make a purchase. Use link retargeting to ensure that your advertising dollars go toward qualified leads, not a larger audience that might not be very interested in your business right now. It’s no wonder some brands have achieved an ROI of 200 percent or more through retargeting. And when you use link retargeting to segment your email list in your email marketing campaigns, you have a good chance of improving your own ROI while keeping customers more engaged with your ads. This article originally appeared in the RetargetLinks blog.  Edward Kundahl, Ph.D., M.B.A. President BusinessCreator, Inc. ed@businesscreatorplus.com www.BusinessCreatorPlus.com www.ForLawFirmsOnly.com

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Email Marketing Services Now Include Access to Data on More Than 24 Million Businesses and 235 Million Consumers

Edward Kundahl, President and Owner of BusinessCreator, Inc. and ForLawFirmsOnly, a lead generation and local search marketing agency, announced the availability of a new email marketing service and access to business and consumer emails.

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Edward Kundahl, President and Owner of BusinessCreator, Inc. and ForLawFirmsOnly, a lead generation and local search marketing agency, announced the availability of a new email marketing service and access to business and consumer emails.

Edward Kundahl stated, “We have been utilizing the power of email marketing for our own lead generation for years with great success.  We developed a relationship with one of the largest business and consumer data sources.  We can now bring those resources to the market to share with other businesses at a great savings.”

Kundahl continued, “To reap the benefits of any source of data, you need to ensure you are approaching your marketing from the right angle and that means understanding the process. The most important part of any email marketing campaign is the quality of the list. It’s not enough to simply send out emails to any and all email addresses you can find – instead you need to focus on capturing the emails of people who perfectly match your target demographic. These are people who are interested in what you have to sell, who have the available funds and who read emails. Most importantly, these are people who you have already built a relationship with and who are receptive to your message. Also crucial is the quality of the emails themselves. You need to ensure that your messages are getting opened rather than ending up in the trash, and you need to ensure that those messages are delivering value so that your future emails also get opened. Most of all, you need effective calls to action when it matters so that you can convert your audience into paying customers.”

For return on investment, email may very well be the most cost-effective marketing channel ever invented. Email marketing generates $40.56 for every $1 invested according to a 2011 study by the Direct Marketing Association.

Edward Kundahl, President and Owner

“For return on investment, email may very well be the most cost-effective marketing channel ever invented. Email marketing generates $40.56 for every $1 invested according to a 2011 study by the Direct Marketing Association.  In addition, our email marketing platform offers accurate reporting, with tracking reports with information on emails sent, delivered, bounced, opened, and the number of click-throughs on the links within the message.  And you can choose from hundreds of firmographic and demographic criteria to reach your specific target markets.  Our experts are always available to help you build your list, design your email, ensure delivery, and track results.  From planning to execution, our email campaigns are put together in a few days rather than the weeks required for print promotions,” concluded Kundahl.

More About BusinessCreator, Inc.

Founded in 1994, BusinessCreator, Inc. has helped many businesses with local search marketing, mobile marketing, social marketing and video marketing. The company's mission statement is "We make local businesses grow. Ask us how."

CONTACT INFORMATION

BusinessCreator, Inc.
Attention: Edward Kundahl
47 North Jefferson Street
First Floor
Allentown, PA 18102
Phone: 610-437-8822
Fax: 484-709-1851
Website: https://www.businesscreatorplus.com
Email: ed@businesscreatorplus.com


Thursday, October 19, 2017

Right-Sizing Your Legal Operations For Scale

money-technology-tech-ediscovery-e-discovery-300x213.jpgMany general counsel (GC) are acutely aware of a disturbing trend: the resources available to their legal departments are not increasing at the same rate as the demand for legal services from their businesses. As a result, GCs are looking for strategies to scale their legal team so they can manage the exponentially growing need for legal services from their businesses with only incrementally growing resources in legal. They are solving this challenge with three strategies:

  1. Investing in legal operations (described as a team of strategic leaders in the legal department who manage the business of law so that legal professionals can focus on their specialty – the practice of law)
  2. Improving processes (which, of course, is highly dependent on the existence and effectiveness of the legal operations team)
  3. Leveraging technology (the effectiveness of which is, again, highly dependent on the legal operations team)

Thus, many GCs are no longer asking whether to invest in legal ops. Instead, they are looking to understand (a) how much to invest and (b) what outcomes to expect.

HOW MUCH TO INVEST

The recent Thomson Reuters Legal Tracker™ (formerly Serengeti Tracker™) Market Watch survey provides insights into key criteria that either cause or correlate with the size of a legal operations team. These criteria include:

  • Outside legal spend
  • Number of legal department staff
  • Number of law firms actively working on company matters
  • Annual company revenue

This survey data, coupled with Legal Tracker experience with leading legal departments, produced the following table for current best practices for sizing a legal operations team:

The Legal Tracker Market Watch Survey, produced April 2017, included 161 corporate legal departments and a diverse group of participating small, medium, and large legal departments. According to the survey, 53% of legal departments reported an increase in the percentage of work handled in-house. However, only 28% of legal departments reported an increase in the number of in-house staff during the same time period.

According to the Legal Tracker Market Watch Survey, 51% of legal departments reported that they have a legal operations function. Note that 90% of large legal departments (more than $50M in spend and 51 lawyers) have legal operations.

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A few comment regarding these factors:

  • Many small legal departments begin their legal operations team with an e-billing specialist who typically focuses on administering the spend/matter management system used by the legal department
  • The greater the outside legal spend and number of law firms, the greater the need for a legal vendor manager who develops programs, policies, and procedures for procuring and managing outside legal services. As a general rule, this resource tends to become needed when legal departments exceed $50M in outside legal spend and 200 law firms.
  • Legal departments with large staff tend to add a business analyst (for greater focus on process improvement), technology specialist (for management of legal technology), and legal operations manager/director to drive strategic initiatives for the legal operations team
  • While annual company revenue is likely a corollary to the size of the legal operations team rather than a direct causal factor, it is an insightful metric for benchmarking size of a legal operations team
  • Some businesses may need larger legal operations teams based on unique factors to their business

EXPECTED OUTCOMES

The Corporate Legal Operations Consortium (CLOC) has identified twelve core competencies for legal operations. These core competencies are based on needs within most legal departments and should drive the expected outcomes for a legal operations team.

  • Strategic Planning: Create a long-term strategy, aligning yearly goals and corresponding metrics
  • Financial Management: Manage the departmental budget. Track accruals and forecasting. Work with finance to identify spending trends, potential cost savings, and efficiency opportunities.
  • Vendor Management: Create a vendor management program to ensure quality outside counsel support at the right rates and under optimal fee arrangements. Hold regular business reviews. Negotiate fee agreements. Drive governance of billing guidelines.
  • Data Analytics: Collect and analyze relevant data from department tools and industry sources, define objectives to provide metrics and dashboards, drive efficiencies, and optimize spend, etc.
  • Technology Support: Create a long-term technology road map, including tools such as e-billing/matter management, contract management, content management, IP management, business process management, e-signature, board management, compliance management, legal hold, subsidiary management, etc.
  • Alternative Support Models: Drive departmental efficiency by leveraging managed services, LPOs, and other service providers
  • Knowledge Management: Enable efficiencies by creating seamless access to legal and department institutional knowledge through the organization and centralization of key templates, policies, processes, memos, and other learnings
  • Professional Development and Team Building: Deliver improved GC staff and overall team performance by globalizing the team and creating a culture of growth, development, collaboration, and accountability
  • Communications: Work collaboratively across the legal ecosystem to create consistent global processes, from onboarding to complex project management support. Publish regular departmental communications, plan, and execute all-hands.
  • Global Data Governance / Records Management: Create a records management program, including a record retention schedule, policies, and processes
  • Litigation Support: Support e-discovery, legal hold, and document review
  • Cross-functional Alignment: Create and drive relationships with other key company functions, such as HR, IT, finance, and workplace resources

These core competencies and expected outcomes should form the basis of a business case for developing, expanding, and managing performance of a legal operations team.

CONCLUSION

The solutions for many of the challenges facing corporate legal departments today can be found in legal operations. As a result, many corporate legal departments are investing in legal operations, and this field has grown from a handful of individuals in 2009 to thousands of professionals today. With the right amount of investment, clear expectations and measurements, and empowering legal operations to influence legal department strategy, many legal departments are scaling their operations to increase service levels, reduce risk to the business, and deliver better outcomes with limited legal resources.

For more on legal operations best practices, visit www.legaltracker.com.


The Legal Tracker Market Watch Survey, produced April 2017, included 161 corporate legal departments and a diverse group of participating small, medium, and large legal departments. According to the survey, 53% of legal departments reported an increase in the percentage of work handled in-house. However, only 28% of legal departments reported an increase in the number of in-house staff during the same time period.
According to the Legal Tracker Market Watch Survey, 51% of legal departments reported that they have a legal operations function. Note that 90% of large legal departments (more than $50M in spend and 51 lawyers) have legal operations.
https://cloc.org/what-is-legal-operations

http://feedproxy.google.com/~r/abovethelaw/~3/xSSqLIde6Uk/

Insurance Liability Policy Limits Search Service

ForLawFirmsOnly has partnered with a specialty research firm with a primary focus on supplying a wide range of insurance information to the legal industry. Through our own in-depth research in conjunction with a worldwide network of select sources within the industry, we are becoming the market leader in this unique research niche. 

The ForLawFirmsOnly Information Brokerage Services are equipping litigators with the necessary information they need to settle for the highest-possible amount. Our services are offered on a "No-Find, No-Fee Basis", which enables attorneys to cost effectively ascertain available insurance coverage before proceeding forward with a case. Beware of the company that asks for a policy number… all we need is the full name, address and date of birth and WE WILL return with the policy information that you need to proceed with your case. It doesn’t matter how old the policy is, we charge the same rates that are NOT dependent on age of the policy. In many of our searches we return multiple policies, but you are only pay one fee for as many policies as we can find. Our average turnaround time is 72 hours, there is no need to pay additional fees to expedite a search – if you want it faster than 72 hours we can do that for a small additional fee. Benefits to your law firm include: • Ascertain whether a defendant has insurance before proceeding with a case • Ascertain the extent of a defendant’s insurance before proceeding with a case • Reduce overhead before becoming too involved in a case that may have only minimal insurance coverage

The breadth of our insurance policy tracing capability is extensive and includes Auto, Business, Homeowner, Renter, Umbrella, Professional Malpractice, Premises, Product Liability, E&O/D&O, and many other types of policies.

For more information about our service, contact ForLawFirmsOnly.com at 855-943-8736.

https://www.forlawfirmsonly.com/?p=4194

What is Link Retargeting?

To put it simply, link retargeting is just like traditional ad retargeting. The key difference is that instead of having to send customers to your site, you can display retargeted ads based on the link they click. And it can be any link – not just to your website. Link retargeting really allows you to take your content, social, email, or even AdWords marketing farther! We’ve put together five key tips you need to know to get started.

Can I shorten a link to any content?

The short answer (pun intended!) is yes! You can shorten any link on any platform to any site. To make the most of your efforts, we recommend making sure the content is relevant to your brand. This way, you’ll improve the odds that your target customer will click. As an example, Pampers is using link retargeting to target ‘first-time moms’. They chose to direct their audience to a relevant article in Parents Magazine: “How to prepare for your first baby?” Link-Retargeting.pngStep 1: The advertiser posts “retarget” short links through social media, email, press or influencer platforms.Step 2: The service will retarget only those that click on the link. In this case, it will show 150,000 banner ads to 10,000 people.

Can I use link retargeting on a standard “long” link?

Link retargeting is not possible with a standard link. This is because it requires specialized technology that allows the link to place a retargeting cookie on the computer of the person who clicks. We’ve developed this software to make it really easy for you to turn your standard links into retargeting short links. All it takes is the click of a button in your RetargetLinks dashboard.

Can I customize my short links?

Absolutely. Our short links are quite flexible, to allow you to have them appear exactly how you’d like. You can customize the default re.tc links (this is a link to our patent for example: re.tc/patent). You can also request a short vanity URL (su.tt or jmpr.rocks are examples from some of our clients). Note: In the vanity URL example, you’ll need to buy the short domain name first and then follow the instructions provided in your dashboard to start link retargeting using your own short links. When running AdWords campaigns, you’re actually able to hide the short link within your AdWords ad link (see more here on how to set up a search retargeting campaign).

How many ads will be shown and where?

Our default volume cap (the maximum ads we show per person) is 15. This displays up to 9 ads per week, 5 ads per day, and 2 ads per hour, depending on the audience. We do this to keep your brand top of mind over a two to three week period, following the launch of your campaign. We display banner ads just like a traditional retargeting tool. Your ads will display in Google AdX, OpenX, Rubicon, AppNexus and other real-time bidding platforms across premium online publications like Vogue, Elle, Fortune, FastCompany, Wall Street Journal and all other ad-supported sites.

How do I know if my link retargeting campaign is working?

There are three key metrics we use to determine whether a link retargeting campaign is working. They are: link clicksad clicks, and conversions. We’ve included some steps here to show you how to measure these metrics.

Step One – Measure Your Link Clicks

Make sure your link retargeting campaign is reaching your target audience. Emails, online articles, social media posts, newsletters, press releases, and even Google AdWords are all ways for you to share your short links. If you’re just starting or are looking to reach out to more targets, we recommend using RetargetLinks as a prospecting tool. You can do this by boosting posts on social media channels, or paying for ads in Google AdWords. Then, you can tell if your campaign is working by looking at the number of link clicks on your Links Dashboard (see below). Retargeting-Link-Dashboard.pngPictured above is the Links Dashboard> Here, you can monitor the efficacy of your audience building (or number of cookies dropped) for each campaign. If you’re sharing the right content to the right audience on the right channels, you’ll have a lot of clicks. The example you’ll see next is from a campaign run by the team at Traction Conference. As a result of their RetargetLinks content campaign, they had 85,138 clicks (58,296 unique) from 873 links shared via their email newsletter (direct), Twitter and Facebook pages.

Step Two – Measure Your Ad Clicks

The second indication to help you measure your campaign is to look at the number of ad clicks on your Ads Dashboard. See below the example from our friends at Traction. Monitoring-Link-Retargeting-Campaigns.pngShown above is the RetargetLinks Ads Dashboard. Use this to monitor the efficacy of your retargeting link ad campaign. When you display relevant and compelling banner ads, you’ll catch the attention of your targets and encourage them to click to find out more. Helpful tip: banner ads are most effective when they have consistent branding, simple messaging, a clear call-to-action (CTA), and even some element of animation.  In the above example, Traction Conference managed to display 161,340 retargeting ads to most of the 58,138 people that clicked on their short links. Out of those, 422 people clicked for a 0.26% click-through rate. Note that this is three times the 0.10% average for banner ad performance!

Step Three – Measure Your Conversions

The final indication of performance is to look at the number of people that land on your page and ultimately the number of those that convert by purchasing your product or subscribing to your service. In the case of Traction Conference, 947 people landed on the marketing page and 186 actually went on to purchase a ticket for the conference. The team was able to achieve a 20% conversion rate. Note that this is 10 times greater than a typical retargeting ad conversion rate.

Summary

Hopefully if you’ve made it this far down the post, you have a better idea of how link retargeting works. Now you are ready to make the most out of your campaigns. If you have any questions, don’t hesitate to drop us a line as we’d love to hear from you! If you’re ready to get started, click here to create your first shortened retarget link! Edward Kundahl, Ph.D., M.B.A. President BusinessCreator, Inc. ed@businesscreatorplus.com www.BusinessCreatorPlus.com www.ForLawFirmsOnly.com

https://www.businesscreatorplus.com/?p=7578

Wednesday, October 18, 2017

California State Bar Makes Radical Shift To Right The Ship

California-road-sign-green-300x199.jpgIt’s finally happening. Every California lawyer, whether dead or alive, active or inactive, disciplined or disbarred, is getting divorced. The State Bar of California is “deunifying,” leaving to itself the tasks of admission, discipline, public protection, and access to justice while launching the sixteen substantive sections, plus the Young Lawyers section, into uncharted seas of their own, effective January 1, 2018. The sections and the Young Lawyers Section will be a non-profit 501(c)(6) and voluntary to boot.

Hopefully, the divorce will be amicable, at least it is so far, but when it comes to divvying up assets and custody issues, it may be a different story. Bifurcation as to status is as of January 1, 2018; property division and custody issues may take longer. Governor Edmund G. (Jerry) Brown, Jr. signed SB 36 at the end of September.

Deunification has been some years in the making, given the State Bar’s actual ability to irritate, to an amazing degree, the California legislature, which holds the pursestrings for setting annual dues. Watching the State Bar fumble time and again over the past few years has been watching the proverbial train wreck: you hate to watch, but you just can’t turn away. It doesn’t say much when lawyers who are so good at advising others have trouble keeping their own house in order.

Just in the past several years, the State Bar has endured litigation which morphed into binding arbitration by a terminated Executive Director (he lost), the resignation of the Chief Trial Counsel about the same time that the Executive Director left the building, the failure of the bar to get a dues bill passed for 2017, the re-working of proposed changes to the California Rules of Professional Responsibility, a scathing audit of bar operations by the state auditor….should I go on? 

All you need to do is Google State Bar of California and “audit” or “deunification” or “cut score,” the current hot topic, and you can spend hours reading about the mishaps of what has been the country’s largest unified bar association. In fact, the Los Angeles Times recently editorialized that the bar exam cut score, presently the second highest in the nation, should be lowered. 

Another reason for deunification has been the valid concern about the anti-trust impact of the United States Supreme Court decision in the North Carolina Dental Examiners v. Federal Trade Commission case. 

So, in response and effective January 1, 2018, there will be some changes to the State Bar Board of Trustees governance to reduce the likelihood of a similar situation here in the Golden State.

Proponents of deunification have pointed to the State Bar’s apparent inability to multi-task, and by stripping the Bar of all jobs except admissions and discipline, public protection and access to justice, the hope is that the Bar will be better able to focus on its delineated responsibilities. 

Fingers crossed.

However, as a dinosaur, I will look back nostalgically at those days when the State Bar was unified, both a regulatory agency and a trade association for lawyers, the latter term which seems to have now an evil connotation. Pity. I think lawyers would like to have someone, preferably its regulator, say some good things about what lawyers do, rather than just castigating the entire profession for the sins of the few.

Hopefully the new “trade association” of the bar will do that, in addition to providing continuing legal education for its members. Some organization needs to speak up on behalf of the profession, rather than just continue to be everyone’s punching bag for real and imagined ills. We don’t make the facts; we just do the best that we can with the facts we’re given.

We lawyers seem to be wimps when it comes to telling our story. Not every lawyer is evil, not every lawyer overbills her clients, not every lawyer abandons his client, not every lawyer steals from the client trust account. I always thought (I know that for some readers that’s assuming facts not in evidence) that one of the missions of a unified bar was to be the voice of its members to the public, not just for public protection purposes, but to educate the non-lawyer community about what lawyers do. Silly me.

I digress. There are a number of deunified State Bars around the country, but 37 state bars are unified

According to the ABA resource page, the premise behind bar unification has been seen as a way to better regulate lawyers within a particular jurisdiction. That premise has hit the wall in California, and it will be fascinating to see if the deunified bar does a better job in its stated mission of public protection. It’s going to take some years to see what happens and whether de-unification does the job it’s supposed to do.

The State Bar of California, which is the largest unified bar in the country, was created ninety years ago in 1927, and while assailed for years for issues such as failure to discipline errant attorneys, managerial incompetence and the like, it has managed to survive as a unified bar until now.

The issue of compulsory membership in the State Bar is not new here. In the early 1990s, Keller v. State Bar of California went all the way up to the United States Supreme Court. Could the State Bar use mandatory dues for lobbying on issues that members disagreed with? The Supreme Court said no and that unified bar associations had to create some way for members who disagreed with lobbying policies to take a deduction from the mandatory dues. The Keller case was one of the first chinks in the armor of the unified bar.

So, as the State Bar of California now boldly goes where no California bar association has ever been before (sorry, Trekkies, for mangling the introduction to the original series) I and other lawyers of similar vintage may not be around to see how this shape-shifting experiment turns out. It hopefully will not be any worse than what has come before.


old-lady-lawyer-elderly-woman-grandmother-grandma-laptop-computer-150x150.jpgJill Switzer has been an active member of the State Bar of California for 40 years. She remembers practicing law in a kinder, gentler time. She’s had a diverse legal career, including stints as a deputy district attorney, a solo practice, and several senior in-house gigs. She now mediates full-time, which gives her the opportunity to see dinosaurs, millennials, and those in-between interact — it’s not always civil. You can reach her by email at oldladylawyer@gmail.com.

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Tuesday, October 17, 2017

Judicata automated review scores brief’s lines of attack

Legal Technology

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Artificial intelligence won’t write a brief, but it can do much more than spell-check a lawyer’s work. Legal-research startup Judicata performs a range of tests in its new automated service, from verifying direct quotations to prodding for weak points in legal arguments.

This week, Judicata is scheduling its first demonstrations of “Clerk,” its new markup tool. Clerk is, currently, only available for California cases, and some subscribers of its online California case citator were included in initial tests.

Judicata, whose venture funders include PayPal co-founder Peter Thiel, plans to expand the service to federal and additional state jurisdictions. In an interview with ABA Journal, CEO Itai Gurari gives no timeline for such an expansion.

When a subscriber uploads a brief, the Judicata website assigns percentage grades based on the citations’ strength as precedent, the verbatim use of quoted text and the cases’ typical outcomes. Gurari says this analysis goes beyond confirming whether citations represent good law.

“It’s also mapping the text to our knowledge of cases, our knowledge of arguments that have worked,” Gurari says. The review evaluates the strength of a brief relative to others advancing a similar viewpoint or presented to the same judge. The review also notes how often like cases were appealed and what happened at the appellate level.

A sample report flags citations vulnerable to being distinguished as materially different, and notes where quotations vary from the opinion’s language. The robot review also names cases not cited in the brief, representing either opposing arguments to rebut or successful strategies to review. The report includes statistics relating to both the cause of action and the judge hearing the case.

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The Clerk markup tool assigns grades to legal argument, drafting accuracy and resolution of similar cases.

“This is not a predictive tool,” says product manager Beth Hoover. As the stockbrokers warn, past performance does not predict future returns. Hoover says the approach is more like grading a high-school paper for grammar, clarity and focus. “An argument should be well expressed,” Hoover says. “We’re helping people to see how to improve what they’ve written.”

It won’t create a successful strategy for you, but it might help make the best of a tactical challenge. “If you’re in a sticky situation, the score you can get is pretty limited,” Hoover says. “The context of how cases fare may be less important than the argument itself.”

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Judicata CEO Itai Gurari.

Computer-aided legal research tends either to track disposition of cases or look for similarities among texts. By using aspects of both approaches, the Clerk tool is something of a Swiss Army knife with many uses. Paralegals may find the drafting aids useful, Hoover says, while associates may benefit from the argument prompts.

Gurari claims a sports precedent for his scoring approach. In the Michael Lewis book Moneyball, baseball executive Billy Beane employs data to assemble a competitive team. “The story of Moneyball is that there are statistics that correlate with better performance,” Gurari says.

In a blog post, Gurari argues that briefs that score better on his three factors of argument, drafting accuracy and conforming context have a better chance of winning on average. Judicata presents no statistics to back this assertion, and Gurari allows that the variation may indicate correlation rather than causation.

He tells ABA Journal he plans to post a comparison of BigLaw briefs, which would show that lawyers who prevail tend to follow certain best practices. An average California case, he writes in the blog post, touches on on 2 percent of the state’s case law. As a result, grading for adherence to these practices would be difficult without computer aid.

Briefs are not retained on the Judicata servers, says lead software engineer Ben Pedrick. Users must download a PDF to review the software’s annotations later, or else resubmit the file.

Clerk will be an additional subscription service. Gurari says the markup tool will have a higher price point based on user headcount, but he declined to give a price range.


http://feedproxy.google.com/~r/abajournal/dailynews/~3/ZfpqojHDaBA/judicata_automated_review_scores_brief

Monday, October 16, 2017

DOJ sends a hate-crimes lawyer to Iowa to help prosecution in murder of gender-fluid student

Attorney General

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Attorney General Jeff Sessions is sending a hate-crimes lawyer to Iowa to help local prosecutors in their case against a man accused of murdering a high-school student.

The Justice Department lawyer, Christopher Perras, will act as a county prosecutor in the shooting death of 16-year-old Kedarie Johnson, who was killed in March 2016, report the New York Times and the Des Moines Register. The defendant is Jorge “Lumni” Sanders-Galvez.

Johnson’s mother told the Des Moines Register that her son liked to dress in women’s clothes and sometimes used the name Kandicee. But she said Johnson preferred the pronoun “he” and didn’t specifically identify as transgender.

According to the Times, Sessions “is sending a signal that he has made a priority of fighting violence against transgender people individually, even as he has rolled back legal protections for them collectively.”

Sessions and his Justice Department have taken the position that Title VII of the Civil Rights Act doesn’t bar workplace discrimination based on sexual orientation or gender identity.

But Sessions has spoken out against white supremacist violence and hate crimes, and has initiated several hate-crimes cases, including a case against a man accused in a mosque arson, the article reports.

Des Moines County Attorney Amy Beavers told the Des Moines Register that federal authorities are investigating the case as a hate crime and “would like to be part of the state case for seamless prosecution, should an indictment in federal court be handed down.”


http://feedproxy.google.com/~r/abajournal/dailynews/~3/VFn2Hj9Og2c/justice_department_sends_hate-crimes_lawyers_to_iowa_to_help_prosecution_in

Sunday, October 15, 2017

See Also: Calling Out The Stupid

See-Also-300x74.pngWHY ARE LAWYERS SO EAGER TO ADMIT THEY’RE DUMB AT MATH? Like, I get it, lawyers ARE bad at math compared to other professional fields. Bankers, doctors, most baseball managers, a lot of people are more comfortable with numbers and statistics than your least common denominator lawyer. But for a profession that is generally proud of its intellect, it’s just damn ODD that math — the LANGUAGE OF THE UNIVERSE — is something that lawyers seem so willing to be stupid about. Like, you don’t see astrophysicists say “Yes, I can do very complex equations in my head but…. I CAN’T READ! The mouse lived in the… zoo? Quantum state of entanglement? LOL. Phonics is dumb.” Read about our Unfrozen Caveman Chief Justice here.

AT LEAST ROBERTS HAS THE INTELLECTUAL FORTITUDE TO MAKE A DECISION, THE ABA CAN’T EVEN MANAGE THAT: In the battle between the LSAT and the GRE, the American Bar Association has decided to say… nothing. Nothing at all. When reached for comment, an ostrich said “I understand the impulse to bury your head in the stand, but then again, I’M A GIANT CHICKEN.” Open your eyes here.

ARIZONA BAR PASSAGE RATE SURGES AHEAD: Last year the state posted a 53 percent pass rate on the July Bar exam. This year it was 57 percent. Last year it was the worst rate since the state started tracking. This year it’s only the third worst rate. Congratulations, Arizona. If it sounds like I’m being totally sarcastic, it’s because I am! Read about their fabulous results, here.

THE CULTURALLY IMPERIAL ARGUMENT FROM AMY WAX AND LARRY ALEXANDER GOT A MORE RACIST RESURFACING: Because a black guy did it, it fell to me to explain why this version of the argument was as stupid as all the others. Read it here.

LET’S END WITH SOMEBODY NOT DUMB: Lauren Weinstein is an HLS alum and a Fulbright scholar. Arguably, she doesn’t say things like “math is hard” or “I can’t pass the bar” or “my culture is superior to all others.” Read an interview with her here.


Elie Mystal is an editor of Above the Law and the Legal Editor for More Perfect. He can be reached @ElieNYC on Twitter, or at elie@abovethelaw.com. He will resist.

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Saturday, October 14, 2017

8 Tips To Get Your Boss To Trust You

GettyImages-500542097-300x272.jpgCan you trust your boss? Of course not — s/he’s your boss, for chrissakes!

Silly question, right?  At best, the saying “trust but verify” comes to mind.  Perhaps a more important question is can your boss trust you?

Your boss is not your friend, not your lover (hopefully), and not your confidant, but your BOSS.  There are proper and appropriate things to tell your boss, and things not so much.  Understand that, as the Workplace Therapist says, “your boss has a lot of priorities on his/her list that rank higher than you. … Your career, your personal/professional growth, and your personal life/personal responsibilities are yours and only yours to own and manage.”

Hmmm … “yours to own and manage.”

Building A Culture Of Trust

That said, a fascinating article in the Harvard Business Review entitled The Neuroscience of Trust caught my eye — research results published by Professor Paul Zak.  Considering the matter from an employer’s point of view, he said that “creating an employee-centric culture” is good for business, and that “building a culture of trust is what makes a meaningful difference.”

Hmmm … “building a culture of trust.”

He noted that:

“Gallup’s meta-analysis of decades’ worth of data … shows that high engagement—defined largely as having a strong connection with one’s work and colleagues, feeling like a real contributor, and enjoying ample chances to learn—consistently leads to positive outcomes for both individuals and organizations. The rewards include higher productivity, better-quality products, and increased profitability.”

Hmmm, again … “having a strong connection with one’s work and colleagues.”

He then cited his lab research into the role of oxytocin, a chemical in the brain, and trust.  He found that oxytocin does only one thing — “reduce the fear of trusting a stranger.”  The higher the level of oxytocin the higher the level of trust.

This is all very nice, but what does that mean to you?

Well, since it is now clear that trust in the workplace is key to workplace satisfaction, increasing oxytocin can help build this “culture of trust.” And he found that high stress inhibits oxytocin, and that trust increases it.

He then was able to develop a “survey instrument that quantifies trust,” and identified “eight management behaviors that foster trust” — that build the culture of trust that he extols.

What A Manager Should Do  

Professor Zak, again from an employer’s point of view, listed the following eight tips for managers:  recognize excellence soon after a goal has been met; induce “challenge stress” (the stress from attainable challenges apparently releases oxytocin); allow employees some discretion in how they perform their job; permit, where possible, employees to choose projects that interest them (“job crafting”); keep employees informed about goals and strategies; allow socializing to build teams and workplace relationships; help employees to grow personally (“facilitate whole person growth”); and ask for help, i.e., “show vulnerability.”

Again, all this is interesting, and now you know what your boss should be doing, but so what?

But You Are An Employee, So What Can You Do?

Okay, so let’s switch it around. Can you, an associate or employee, contribute somehow to this “culture of trust”?  And if so, how?  Because if you can, that would go a long way towards a more satisfying workplace!

If the boss is advised to do these eight things, employees should think about how to encourage or nudge the boss to do them.  And employees should actively create the means to achieve them.

How?

The answers are not so difficult to figure out, especially if the boss already plays his/her part in these eight factors.  In any event, we can think logically and intuitively and come up with some tips.

  1. I suppose it sounds silly, but give the boss a reason to “recognize” you — be excellent (yeah – easier said than done), and be sure the boss knows it (without tooting your own horn too much).
  2. Challenge yourself. Ask for and accept challenging assignments and tell the boss (before it is assigned to you) what types of assignments interest you the most or are within your sweet spot.  Push your limits.
  3. If “teams” are within your firm model, reach out to others to bond with them and foster a team, which, not coincidentally, prevents isolation and keeps you engaged (same as with the rest of your life, hopefully). And let your boss know that your team is ready, willing, and more than able to tackle any challenging tasks!
  4. Ask for feedback, if you do not already get it — and use that opportunity to express the above ideas. Maybe even gently (subliminally?) hint at these eight factors.
  5. Ask and learn about (and show interest in) the firm’s goals and strategies, keep abreast of any changes, and try to operate within this framework.
  6. Support your “teammates,” be worthy of their trust, and (the hardest thing) try to develop trust in them (if they deserve it). Remember:  your goal is to up your oxytocin!  (Don’t you wish you could do this with a change of diet or a new workout routine? It would be so much simpler!).
  7. And if your boss is a “your job is to support me” type, by all means make an effort to do so, without compromising your values or your own career needs.
  8. Finally, obey the Golden Rule.  This is always a good idea, and it seems to fit in nicely here.

Richard-B-Cohen.jpgRichard B. Cohen has litigated and arbitrated complex business and employment disputes for almost 40 years, and is a partner in the NYC office of the national “cloud” law firm FisherBroyles. He is the creator and author of his firm’s Employment Discrimination blog, and received an award from the American Bar Association for his blog posts. You can reach him at Richard.Cohen@fisherbroyles.com and follow him on Twitter at @richard09535496.

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Friday, October 13, 2017

Chicago-based Levenfeld Pearlstein goes for open-book approach on website

Law Firms

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Andrea Maciejewski, director of client development at Levenfeld Pearlstein.

For most law firms, information about fees, billing rates, and details about lateral partner hiring and integration are closely guarded secrets akin to the nuclear launch codes or Game of Thrones spoilers.

When Chicago-based law firm Levenfeld Pearlstein decided to redesign its website, however, it decided to go the opposite route.

“We want people to make informed decisions about working with us,” says Andrea Maciejewski, director of client development at Levenfeld Pearlstein. “It’s no secret we’re in a digital age right now, and the people looking at our website want to learn as much as they can about us. So why not share all of that information up front?”

Late last month, the firm officially unveiled its new website. In addition to the usual attorney biographies, practice group descriptions and press releases, the firm added several sections designed to appeal to both potential clients and lateral partner candidates.

For example, a section titled “pricing” details the types of fees the firm receives, including a range of hourly rates for support staff, associates, senior counsel and partners (senior counsel and partners, for instance, will demand between $400 and $800 an hour).

The firm also has a breakdown of the types and average value of matters it handles by practice area. When it comes to intellectual property, for instance, the firm revealed that the typical IP portfolio for a client ranged between 50 to 400 foreign and domestic filings, and that nearly one-third of its patent work was done through alternative fee arrangements. On corporate and securities transactions, the firm stated that a slight majority of its matters in 2016 and 2017 were on the buyer side and that the value of the deals ranged from $1.25 million on the low end to $111.9 million on the high end.

According to Maciejewski, each practice area came up with the figures and information it wanted to share based on what the lawyers in each group felt were frequently asked questions from clients and potential clients. “We led with what our audience wanted to know,” says Maciejewski, emphasizing that the website remains a work in progress. “We let our practice groups choose the stats they want to share as a starting point. I imagine that as time goes on, they’ll share even more.”

The firm also has an entire section filled with videos designed to help a potential lateral partner navigate the process. One video explains the firm’s policies concerning compensation and origination credit while another describes the firm culture. “We’ve incorporated transparency into our culture for years,” says Maciejewski. “This website seemed like a natural extension of that transparency.”

Kent Zimmermann, a legal consultant with Zeughauser Group, tells the ABA Journal that he liked the website. “I think it presents them as more candid and open about how they do business and what their real strengths are and how they get paid,” says Zimmermann. “I imagine that’s refreshing to a lot of their clients. It certainly differentiates them from other firms.”

Meanwhile, Sam Glover founder and editor-in-chief of Lawyerist.com, said in an email that he thinks “every firm should be collecting this kind of data and sharing it appropriately. It says you care about getting to know your clients, you understand their problems, and you are committed to helping them solve their problems,” Glover said.

Maciejewski, meanwhile, says the firm has received some calls asking about the website, but notes that many of the callers are from accounting and wealth management firms. “I imagine other law firms will take notice,” she says. “I don’t know how long it’ll take. For some firms, it’s not in their character to be transparent. You can only do something like this when all of your systems are aligned for transparency.”

Zimmermann agrees that the approach could catch on with other firms. “I think what will happen in many firms is that when partners consider a new website, some will look at has done and want do something like that, but others won’t,” Zimmermann says. “But it will inspire some conversations.”

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Screenshot of Levenfeld Pearlstein’s website.


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