In the final installment of our four-part series, we’re going to discuss a few creative ways in which the attorney can express his appreciation for the paralegal’s contributions to the firm.

The “Time Off” coupon is one example of this. If the paralegal has done an exceptional job, the attorney may choose to give him or her a coupon granting the paralegal a period of time off. This period of time could be a half or full day off (i.e. “Take off any Friday”, “Come in half-a-day late next Monday”). The forms are easy to make – you can find many blank coupon sheets on the internet or in an office supply store. Have the paralegal fill out the coupon with a date of his or her choosing, and bring it to you to sign off on – ahead of time. This reward is especially meaningful to working parents, who greatly value time off to run errands or spend with their families. Read More….

Many attorneys do not delegate – instead, they abdicate. What I mean by this is that they choose to unload work on their paralegals without enough explanation. They do this not to undermine the paralegal, but typically, because they are pressed for time as we’ve mentioned in the first and second part of this series. Unfortunately, it is imperative that paralegals have all the information they need before they begin the task, so important work can be done quickly and efficiently.

When delegating a task, we suggest using the S. M. A. R. T. rules: Read More….

In the second part of our four-part series, we’re going to discuss a few ways in which the attorney can create a learning environment for the paralegal within the firm.

When paralegals have the right training, lawyers become more trusting in their judgment and are likely to delegate more work to them. The more paralegals can learn, the more valuable they can be (within the limits of their position), and the more their time is worth.

To maximize the paralegal’s value, we suggest creating a “culture of learning” within the firm. Read More….

Paralegals have many advantages as members of your team. For one thing, they don’t come with the same set of expectations as an associate. They don’t expect to become partner one day; they don’t have the same salary requirements, the need for prestige or the robust ego. Their output, needs and motivation are different than those of the driven, highly-educated professionals with whom they work, but they are still valuable as part of the team.

Regrettably, their efforts are often overlooked and underappreciated by the attorneys and associates with whom they work.

This is understandable when you examine it from the attorney’s point of view. Read More….