Section Newsletters

Articles on Law Office Management

Beware AI “Hallucinations”: Bankruptcy Court Sanctions Counsel for Fake Citations in In re Martin By Julia Jensen Smolka Law Office Management and Economics, Standing Committee on, October 2025 Avoid the pitfalls of AI, and the sanctions that were imposed in In re Martin, by familiarizing yourself with 6 practical takeaways and recommendations for practitioners when employing AI usage in your practice. 
Call for Articles: Inspire and Lead Through Your Expertise! By Jennifer M. Danish Law Office Management and Economics, Standing Committee on, October 2025 Learn more about contributing your work to The Bottom Line newsletter! 
How To Stop This $475,000 Email Scam From Happening to Your Law Firm By Mark C. Palmer Law Office Management and Economics, Standing Committee on, October 2025 Heed the warning of Thomas v. Corbyn Restaurant Dev. Corp. and ensure that your firm is handling client funds through strict protocol and stringent judgment with 4 tips to protect your practice. 
Responding To Work-From-Home Accommodation Requests in a Post-Covid Environment By Josh Heidelman Law Office Management and Economics, Standing Committee on, October 2025 In the wake of the pandemic, it may be more difficult for employers to argue remote work is not a reasonable accommodation. Learn more about developing case law on the topic and steps employers can take to strengthen their positions in court. 
Thirteen Red Flags for Spotting Problem Clients By Matthew Benson Law Office Management and Economics, Standing Committee on, October 2025 The purpose of this article is to provide a list of phrases that problematic or regrettable clients say or make reference to in initial consultations, or "red flags," so that they can be spotted early and encouraged to find counsel more suited to their disposition. If a client exhibits any of the following, it might be wise to question the wisdom of allowing them to hire you. 
AI in the Small Law Firm—The Need for a Formal Written Policy By Edward J. Jarot, Jr. & William D. Lohrman Intellectual Property, September 2025 For all the power that AI offers, small firms are strongly encouraged to develop and refine an express and comprehensive policy for the use of chatbots, generative AI, and the other AI tools. 
AI in the Small Law Firm—The Need for a Formal Written Policy By Edward J. Jarot, Jr. & William D. Lohrman Law Office Management and Economics, Standing Committee on, April 2025 Carefully drafted policies are especially critical in the setting of a small firm, where the attorney is constantly torn between performing legal services while also balancing the legal and ethical limitations and pitfalls. For all the power that AI offers, small firms are strongly encouraged to develop and refine an express policy for the use of chatbots, generative AI, and the other AI tools currently available, along with those that will be created in the immediate future. This article contains a sample AI policy. 
New Workplace Laws in 2025: What Employers Need to Know By Lindsay Dreis Law Office Management and Economics, Standing Committee on, April 2025 Illinois has passed several new laws and made significant amendments to its key statutes governing employment that have gone into effect as of January 1, 2025. These modifications largely provide employees with broader protections and the ability to access documents concerning their employment as well as place more transparency requirements on employers.
Phone Calls Ignored, Emails Unanswered: Fixing the First Impression Problem for Law Firms By Mark C. Palmer Law Office Management and Economics, Standing Committee on, April 2025 The legal technology company Clio played “secret shopper” for its 2024 Clio Legal Trends Report. Clio reported dismal results on how law firms are doing on first impressions. The purpose was to test how easy it is for prospective clients to get in touch with law firms through phone or email, and how effectively law firms answered their questions. See how Clio's research can help you and your firm make a positive first impression on prospective clients.
The Value—and the Challenges—of Bar Association Membership for Your Firm: Cultivating Meaningful Participation from Day One By Jennifer M. Danish Law Office Management and Economics, Standing Committee on, April 2025 This article will discuss the advantages and disadvantages of membership in bar associations and professional organizations, with particular emphasis on the meaningful integration of new attorneys into these networks. The discussion will highlight how supportive law firm leadership facilitates young lawyers' navigation and maximization of benefits within these organizations. While the ISBA serves as a prime example, the principles discussed are applicable to other local, national, and practice-specific associations. Ultimately, a thoughtful and strategic approach, particularly one that invests in junior attorneys, can yield significant returns in professional growth, firm cohesion, and business development.
Never Say ‘Hold, Please’: Choosing the Right Live Remote Receptionist for Your Law Firm By Jennifer M. Danish Legal Technology, Standing Committee on, August 2024 A live remote receptionist service may be your virtual lifeline, ensuring every call is answered promptly and professionally.
Law Firm Partnership: Implementing a Lawyer Career Advancement Program By John W. Olmstead Law Office Management and Economics, Standing Committee on, July 2024 To be successful, law firms of all sizes must attract both clients and talent.
From Overwhelm to Order: A Journey in Navigating the Business of Law By Robert J. Hills Law Office Management and Economics, Standing Committee on, May 2024 Tips and tricks for going from overwhelm to order in the practice of law.
Never Say ‘Hold, Please’: Choosing the Right Live Remote Receptionist for Your Law Firm By Jennifer M. Danish Legal Technology, Standing Committee on, April 2024 A live remote receptionist service may be your virtual lifeline, ensuring every call is answered promptly and professionally.
Take Your Firm From Surviving to Thriving By Jeff Schoenberger Law Office Management and Economics, Standing Committee on, March 2024 Simple steps to take your law firm from surviving to thriving.
Cybersecurity and Law Firms By Charles Y. Davis & Taylor Ingram Law Office Management and Economics, Standing Committee on, January 2024 This article explores the key cybersecurity challenges facing law firms and provides best practices to mitigate these risks effectively.
Never Say ‘Hold, Please’: Choosing the Right Live Remote Receptionist for Your Law Firm By Jennifer M. Danish Law Office Management and Economics, Standing Committee on, January 2024 A live remote receptionist service may be your virtual lifeline, ensuring every call is answered promptly and professionally.
Call for Articles: Share Your Experience & Expertise! Law Office Management and Economics, Standing Committee on, September 2023 A call for articles.
Improving Productivity and Profitability in an Insurance Defense Law Firm By John W. Olmstead Law Office Management and Economics, Standing Committee on, May 2022 Practical tips for insurance defense practitioners.
Moving Your Law Office? Check This List First By Dana M. Considine Law Office Management and Economics, Standing Committee on, May 2022 A helpful checklist for relocating your law office.
Annual Performance Reviews Are Dead: The New Age of Training and Mentorship By Jennifer L. Friedland Law Office Management and Economics, Standing Committee on, April 2022 A recent trend in human resources is the elimination of the annual review.
Niching Down Your Practice: Why and How By Cheryl A. Morrison Law Office Management and Economics, Standing Committee on, April 2022 Finding your niche practice areas can help you make more money, work less, and have more time and energy to enjoy life.
Retaining Associate Attorneys: Career Advancement Program and Mentoring Programs By John W. Olmstead Law Office Management and Economics, Standing Committee on, April 2022 Strategies for finding and reaining quality associates in the aftermath of COVID-19.
Law Office Procedures Manual: Why You Need One and How to Create It By Stephanie L. Butler Law Office Management and Economics, Standing Committee on, March 2022 An often overlooked tool in the practice of law is a procedures manual for attorneys and staff.
The Cross-Generational Challenge: How Teams Can Unlock Their Hidden Potential in a Five Generation Workplace By Keith R. Sbiral & Amy M. Gardner Law Office Management and Economics, Standing Committee on, February 2022 Today’s workforce is made up of members of five different generations. This article provides a framework to help cross-generational teams unlock their full potential.
Did the Current Financial Crisis Put Your Firm at a Higher Risk for Fraud? By Shawn McNalis Law Office Management and Economics, Standing Committee on, April 2021 Practical advice to prevent fraud from happening at your law firm.
It’s Time to Start Leveraging Your In-Firm Network By Jocelyn Brumbaugh Law Office Management and Economics, Standing Committee on, April 2021 A look at how to create a cross-marketing collaboration framework in a predominantly virtual environment.
Goals Only Go So Far: Why Engagement Should Top Your To-Do List in 2021 By Amy M. Gardner & Keith R. Sbiral Elder Law, March 2021 Your team—whether one lawyer and a part-time virtual assistant or a team of full-time lawyers and other professionals—must be engaged around the mission, values, and vision of your firm.
Goals Only Go So Far: Why Engagement Should Top Your To-Do List in 2021 By Amy M. Gardner & Keith R. Sbiral Law Office Management and Economics, Standing Committee on, February 2021 Your team—whether one lawyer and a part-time virtual assistant or a team of full-time lawyers and other professionals—must be engaged around the mission, values, and vision of your firm.
Law Practice Management Software Overview By Antwan M. Williams & Cheryl A. Morrison Law Office Management and Economics, Standing Committee on, May 2020 A good practice management software package can reduce unnecessary stress and improve overall efficiency for client and case management

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