By Jim Calloway

Last month in this space, we discussed document automation for law offices. Given the improvement in document assembly tools and their anticipated future path of improvement, more lawyers should be creating “first drafts” through a more automated process, even if it is something as simple as creating Word templates for documents they prepare regularly.

Now, we will turn to a topic I have touched on frequently over the years: office procedures manuals (which are sometimes informally called law firm cookbooks). These are of increased importance in 2025 because of the impact of emerging automation tools beyond document assembly, such as allowing clients to schedule appointments online.

“The client needs to come in. Please contact them to schedule an appointment,” is evolving to, “The client needs to come in. Send them an appointment scheduler email (or text).” This communication includes several suggested times among which to choose and a brief explanation of why they need to schedule this appointment.

But the first method involves manual processes and staff time. The second involves typing the reason for the meeting in the scheduler email and hitting send. No further action or time is required until you hear back from the software that an appointment has been scheduled, or X days have passed with no response.

Using technological tools to reduce time spent on manual processes is very important for law firms’ futures, as is standardization. The goal is for everyone to accomplish tasks the same way. I’ve visited law firms with three partners who each insisted on handling tasks in their own unique way, including how the client files were organized. It became challenging when that lawyer’s assistant was absent for an extended period. While other staff members in the firm might have been willing to step in and assist, it was frustrating with different client file organization, processes and even different forms.

Standardization is good and makes your daily operations run more smoothly. Here are some tips on building your law firm procedures “cookbook.”

TAKE IT FROM BILL GATES

One of Bill Gates’ most quoted observations is: “The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency.” His observation offers valuable lessons for lawyers aiming to enhance law firm operations. Here’s how it can apply.

Prioritize Process Optimization Before Automation

Lesson: Lawyers must evaluate and streamline their workflows before introducing or upgrading technology. For example, if the intake process for new clients is disorganized, automating it without improvement will only create more confusion and inefficiencies.

Action: Conduct a detailed review of existing operations to identify bottlenecks, redundancies or gaps. Focus on creating efficient systems first, then use automation to enhance them.

Focus on Quality, Not Just Speed

Lesson: Technology can make tasks faster, but it won’t fix errors in poor processes. For example, automating contract drafting with templates and automation will only work well if the templates are accurate and well-crafted.

Action: Ensure the foundational work – like legal templates, precedent databases and workflows – is robust and error free before automating.

Start Small, and Scale

Lesson: Applying automation incrementally to specific areas (e.g., timekeeping, billing or e-discovery) allows law firms to test its impact on efficiency before scaling up.

Action: Begin by automating low-risk, repetitive tasks. Once successful, expand automation to other operations.

Emphasize Client Experience

Lesson: Automation should not only improve internal efficiency but also enhance client interactions. For instance, automating client updates or providing access to information through a client portal can improve transparency and satisfaction.

Action: Use technology to streamline communication and improve the overall client experience without sacrificing the personal touch.

By focusing on these lessons, law firms can ensure that technology and automation serve as tools for amplifying efficiency, improving client service and driving long-term success.

LESSONS FROM THE CHECKLIST MANIFESTO

The Checklist Manifesto: How to Get Things Right by Atul Gawande is a book I have been recommending to Oklahoma lawyers for more than two decades. It is timeless, containing a compelling exploration of how simple checklists can significantly improve outcomes in complex situations. Drawing on his experiences as a surgeon and case studies from diverse fields – such as aviation, construction and disaster management – Dr. Gawande illustrates how the human brain often struggles with managing intricate tasks and avoiding critical errors, especially under pressure.

The book emphasizes that even experts can overlook essential steps, especially when working under tight time constraints. Checklists serve as a powerful tool to ensure consistency, accuracy and collaboration. Dr. Gawande outlines how checklists, when designed thoughtfully, can enhance communication, streamline processes and ultimately impact lives – whether in an operating room, an airplane cockpit or a law office. This, in a nutshell, is why law firms should have procedures manuals.

The book constitutes a call to action for all of us to embrace the simplicity and rigor of checklists to navigate complexity, reduce errors and achieve excellence. Since the book, a former New York Times bestseller, was originally published long ago, it is inexpensive. The current paperback version is listed for less than $10 on Amazon.

We often use to-do lists to make certain we get the day’s tasks completed. But wouldn’t it be nice if many of the lists were already created? 

Examples of Processes to Document

These also illustrate how many of your processes are a blend of technology tasks and assignments for staff or lawyers. Numbers are hypothetical for example purposes only.

• Ten things we do after filing a new consumer bankruptcy case
• Seven things we do after being retained for a new criminal defense case where charges have been filed
• Four things we do after being retained for a new criminal defense case where charges have not been filed
• Seven things we do ASAP after being retained for the defense of a foreclosure

You may think you know these brief items from memory, but that is the point. We don’t want to rely on fallible memories. Even more importantly, the existence of accurate checklists makes it more comfortable to delegate items to your staff because they have great instructions.

I believe the office procedures manual should be easily accessible on the firm computer network. But I also suggest buying a pair (or more) of three-ring binders in a unique color to physically have the manual available. It will be an ongoing process of updating the manual. Most law firms will not be able to cease operations for a time to create the manual. So it is important that every lawyer doing a series of tasks that are not yet documented take the additional time to create the first draft of the checklist, and there should be regular times the firm reviews processes for inclusion in the procedures manual. Consider updating and documenting your procedures as an investment in the future of your law firm.

Mr. Calloway is the OBA Management Assistance Program director. Need a quick answer to a tech problem or help solving a management dilemma? Contact him at 405-416-7008, 800-522-8060 or jimc@okbar.org. It’s a free member benefit.

Originally published in the Oklahoma Bar Journal — March, 2025 — Vol. 96, No. 3