I am driving to work and stop at a red light where there are five cars in front of me. I watch the light intently, waiting for it to change to green. Every traffic light is like the start of a drag race for me. I am exasperated when the cars in front of me do not immediately hit the gas when the light changes. Are they waiting for a different shade of green?
I am at the mall with my wife on a busy Saturday. She wants to go to the Anthropologie store to look at a $200 dress that, in my humble opinion, resembles a curtain. The crowds in front of us are sauntering along like they are in a funeral march in the streets of New Orleans. I “lovingly” grab my wife’s hand and weave through the masses of people, rushing to our destination.
I am at the grocery store on a Sunday afternoon. I am like a well-oiled machine. I move quickly through the store, knowing exactly what I need and where to find it. There is no wandering around aimlessly. I am on a mission. I approach the checkout and do an analysis of the carts in the different lines. I pick the line that I believe will get me out of the store fastest. While waiting, I watch the other lines for checkout efficiency. If I sense that another line is “winning,” I move to that cashier. When I’m on deck for checkout, I carefully arrange the items for maximum bagging efficiency. I have saved myself and others behind me one minute and seven seconds.
Most of my days look like this. I rush through much of my life, even when there is no reason to be in a hurry. I get frustrated and impatient with people who get in the way of my frenetic pace and who do not seem to appreciate my need for speed. I have been this way for as long as I can remember. In the past, I have viewed this as a strength to be proud of. After all, my hurried pace makes me more productive. I don’t waste time. I get things done. Who wouldn’t want this for themselves?
I suspect that many of you can relate to one or all the stories above. Lawyers are notorious hurriers—juggling packed calendars, racing from one meeting to the next, and squeezing every second out of the day like it’s a billable minute. Whether it’s chasing deadlines, prepping for court, or managing client crises, the practice of law runs on urgency. It’s not just part of the job—it’s practically a personality trait.
Sixty-one years of hurrying have left me feeling tired. I have started to question this mindset. Is the hurrying having a negative effect on my physical and mental health? Is there a better way to live? Could I be just as productive without all the rushing? And why do I behave this way in the first place?
It turns out that I suffer from a common affliction known as “hurry sickness.” The term was first coined by cardiologist Dr. Meyer Friedman in 1974 in his book, Type A Behavior and Your Heart. Since then, psychologists, researchers and consultants have expanded the concept and developed strategies for dealing with hurry sickness. Hurry sickness is not a diagnosable mental health condition but rather is a phenomenon marked by certain behaviors, including chronic rushing, impatience, and a sense of time scarcity.
Burnout researcher and author Kandi Wiens suggests that hurry sickness is largely the result of cultural beliefs that glorify busyness and productivity. This is certainly true in the legal profession. She adds that technology has magnified the problem by increasing the pressure to get things done quickly. Wiens posits further that certain personality types (think Type A personality) are more prone to hurry sickness.
I want to suggest to you that this hurry sickness is not simply about cultural pressures to be productive or innate personality traits. It is, in many instances, a manifestation of our primal fear of our temporary existence here on earth. In a world where time marches relentlessly forward, each moment feels precious, and the urge to fill it, to conquer it with activity, becomes overwhelming. We pack our schedules, race through our days, and grow impatient with anything that slows our momentum, all in a subconscious attempt to deny our inevitable mortality.
Consider the lawyer juggling deadlines, the commuter weaving through traffic, the shopper strategizing checkout lines. Are these actions solely driven by a desire for accomplishment? Or is there an underlying anxiety fueling this frantic pace? In his book Denial of Death, Ernest Becker argues that the fear of death influences almost everything that we do in this life. He explains that much of our behavior is designed to transcend the inevitability of our mortality. Becker’s assertion resonates here. By constantly engaging, by perpetually moving, we create the illusion of control over time, a defiance against its ultimate triumph.
Yet, this frantic race is a paradox. In our desperate attempt to gain time, to cheat death by cramming more life into each moment, we ironically diminish the quality of that life. We become so fixated on the destination that we fail to experience the journey. The beauty of a leisurely stroll, the depth of a present conversation, the simple joy of a moment unburdened by the need for speed – these are the casualties of our hurried existence.
Ultimately, the relationship between death and hurry is not one of efficient progress towards a finish line, but rather a dance between fear and futile control. Recognizing this underlying anxiety is the first step toward reclaiming our time, not by rushing through it, but by inhabiting each moment with intention and presence, acknowledging the preciousness of our fleeting existence without being consumed by the fear of its end.
There are good reasons to overcome hurry sickness. Chronic rushing fuels anxiety, weakens immunity, harms cardiovascular health, and cultivates impatience that damages relationships. This tendency toward “hurry sickness” also increases the likelihood of mistakes, particularly problematic for professionals like lawyers. Recognizing these detrimental effects, especially the ingrained nature of habitual hurrying, is the first step towards consciously modifying our thoughts and behaviors to minimize its impact. Beyond simple awareness, though, what can one do to change this deeply ingrained behavior pattern?
Here is the part of the article where I could give you five bullet points to address your own hurry sickness. Therapists will suggest that you try cognitive behavioral therapy. Consultants will tell you to focus on time management. But here is the truth. It’s a single suggestion: Slow. Down. It really is that simple. Notice the moments you rush without reason—when your foot is a little too heavy on the gas, or you’re racing through your day like there’s a prize at the end. How do you feel? If you are like me, you are anxious and tense. Start catching yourself in those moments, take a breath, and shift gears. Leave yourself notes as reminders. Slowing down isn’t laziness—it’s rewiring. Awareness is the first domino. Once you see the habit, you can start to break it. And don’t give up the first time you fail. I have left myself a note on the dashboard of my car that says, “Slow Down.” I still catch myself racing with other cars and getting impatient at stoplights. But I have also started to catch myself and avoid the need to race on many occasions. Developing the bad habit took a long time; reversing it will require patience and perseverance.
The frantic pace we often set for ourselves can feel necessary, even empowering, but it ultimately is unhealthy and detracts from the richness of our lives. The drive to hurry is often caused by cultural and occupational pressures, but it might also be rooted in a fear of time slipping away. But it’s this very rush that leaves us feeling disconnected and overwhelmed. By acknowledging the toll that hurry sickness takes on our physical and mental health, we can begin to make small, intentional changes in how we live our lives. It’s not about reaching the finish line faster. What is the value of that? Everything good lives in the space we’re rushing past.
In times of economic and political upheaval, small law firms must lead with resilience and strategy. This article outlines a practical playbook for weathering uncertainty: start by tightening finances—preserve cash, enforce collections, and prepare for revenue drops. Deepen relationships with existing clients through proactive outreach and added value. Diversify your practice areas and revenue streams to remain flexible as client needs shift. Streamline and protect operations with automation, outsourcing, and cybersecurity upgrades. Lead your team with calm transparency, clear communication, and personal steadiness. Finally, stay alert for opportunities; while others retreat, a disciplined firm can find avenues for growth. As the saying goes, resilience isn’t about avoiding the storm; it’s about adjusting your sails and steering through. With focus, clarity, and disciplined leadership, small law firm owners can not only endure the coming challenges but emerge stronger and better positioned to serve. This moment demands action—not panic, but purposeful, thoughtful motion in the direction of long-term stability.
Introduction
We are heading into a season of instability. The signs are everywhere: economic indicators turning south, political rhetoric heating up, and communities feeling the strain of polarized discourse and uneven markets. For small law firms, where margins can be tight, talent is lean, and the founder might wear five different hats on any given day, this kind of turbulence can be more than just unsettling. It can be existential.
But here’s the thing: small law firms are also uniquely positioned to adapt and endure. They don’t carry the baggage of bureaucracy. They don’t need to wait for a board to greenlight common sense. And they know their clients personally; not just as case numbers, but as neighbors, business owners, families, and fellow citizens trying to navigate uncertainty just like we are.
Now is not the time for fear. It’s the time for clarity, discipline, and steady leadership.
Here’s a practical playbook for small law firm owners to weather what’s coming… and maybe with a little luck, even come out stronger on the other side.
Get Financially Fit Fast
First things first: cash flow is king in chaotic times.
That means understanding your revenue and expenses at a granular level. Not next quarter, not next month, but right now.
Start by looking at your receivables. Who owes you money? What’s aging past 30, 60, 90 days? If you’re not already using alternative fee structures, now is the time to consider it. In a downturn, clients don’t necessarily stop needing legal help, but they may stop paying promptly. Consider adjusting your engagement agreements accordingly.
Cut expenses that don’t directly contribute to revenue, retention, or resilience. Those extra software licenses, underused subscriptions, or “nice to have” marketing experiments? They can wait. If you don’t already have a cash reserve, now is the time to start building one. A good starting point is to aim for 3 to 6 months of lean operating expenses.
Stress-test your firm. Ask yourself: “What happens if revenue drops by 20% overnight?” Make a plan that answers that question.
Deepen Client Relationships
When the ground shifts, people look for solid footing. Be that anchor for your clients.
Reach out to your existing clients—proactively. Not with a sales pitch, but with an open hand and a thoughtful check-in. “How is your business holding up?” “What’s changed for your family this year?” “Are there any legal concerns you’re grappling with?”
Those conversations not only show care and professionalism—they often surface new legal needs. But more than that, they reinforce your value as a trusted advisor, not just a transactional service provider.
Remember: client retention beats client acquisition every time, especially when dollars are tight. Keep the clients you already have close by continuing to deliver value—whether it’s through streamlined communication, flat-fee options, helpful legal updates, or simply being available when others aren’t.
Diversify Your Revenue Streams
Economic downturns are rarely felt evenly across all practice areas. Some may slow to a crawl while others see a spike.
Take a close look at your firm’s offerings. Are there areas of practice you could reasonably expand into, either through professional development, lateral hires, or collaboration with outside counsel?
You might also explore scalable offerings like alternative fee services, packages and downloadable legal tools. These products not only can offer new revenue streams but also give your firm a toe-hold in the rapidly evolving legal marketplace.
And don’t forget the power of referrals. In all likelihood your firm’s success was built in part on the strength of referrals. From former clients, colleagues, and others who know, like and trust you to do quality work. Now is a good time to revisit those referral sources and warm them up if you’ve let them cool over time.
Streamline and Secure Operations
Disorder in the outside world is a good reason to impose order inside your firm.
Start with your practice management systems. If you are stopping to scratch your head to ask yourself if you have systems, you do. But you may have never taken the time to document them.
Now is the time to document your intake process. Audit your case management workflows. Automate the parts of your practice that are repetitive; things like calendar scheduling, reminders, e-signatures, payment processing.
Outsource or delegate what doesn’t need your personal attention. Virtual assistants, contract paralegals, and fractional CFOs are more accessible and affordable than ever and used judiciously can be a boon to the small law firm.
And while you’re optimizing for efficiency, don’t overlook cybersecurity. Political and economic instability often comes with an uptick in scams, phishing, and cyberattacks. Make sure your data is backed up, your passwords are secure, and your software is up to date. One breach can destroy the trust you’ve worked years to build.
Lead with Calm, Clarity, and Courage
Getting your internal house in order is of high importance right now.
Your team is watching. Your clients are watching. Your family is watching. In times of stress, leadership isn’t about having all the answers. It’s about showing up. And providing an environment that offers as much steadiness and purpose as possible.
Be transparent with your team. Let them know the firm’s position and where you’re heading. Don’t sugarcoat, but don’t catastrophize either. People fear what they don’t understand. Clarity is kindness. A good rule of thumb on communication with your team is to communicate a given message three times as often as you think you need to. Really, five times is closer to the mark given the rates of knowledge retention among adult learners, but that’s a bridge too far for a lot of lawyers. So, if you have conveyed the state of your firm this month to your team once… do it twice more and lock in the message.
Support your team. That might mean cross training them for flexibility, checking in more frequently, or simply recognizing their contributions out loud. Resilient teams are made up of individuals who feel seen, supported, and empowered.
And don’t neglect yourself. This is not a sprint. It’s a long, unpredictable stretch of road. Get enough sleep. Talk to mentors. Step outside and breathe. Even if you carry the weight of the business, you don’t have to carry it alone.
A Final Word: Keep One Eye on Opportunity
Here’s the quiet truth most people miss in times like this: chaos creates gaps. Some firms will contract, fold, or freeze in place. Others, particularly those that stay alert, grounded, and connected, will spot new opportunities.
Maybe it’s a lateral attorney looking to leave a flailing firm. Maybe it’s a business client restructuring its legal relationships. Maybe it’s a new need in your community no one is addressing yet.
Don’t chase shiny objects. But do stay open. Be the kind of leader who can stand in the storm and still look ahead.
Resilience isn’t about avoiding the storm. It’s about setting your sails to survive it—and having the courage to steer through. For small firm owners, that means sharpening your finances, strengthening your relationships, diversifying your revenue, running lean, and showing up every day as a calm, clear-eyed leader.
The world may be uncertain. But your response doesn’t have to be.
Checklist: Staying Steady in Economic & Political Chaos
Financial Discipline
Review current revenue, expenses, and cash flow reports
Enforce collections; use evergreen retainers or upfront fees
Cut non-essential expenses and subscriptions
Build a 3 to 6 month operating cash reserve
Run a “what-if” scenario: Can we survive a 20% revenue drop?
Deepen Client Relationships
Personally check in with top clients
Identify new legal needs tied to current instability
As law firms face increasing threats from cybercriminals, the importance of cyber insurance has never been greater. We sat down with Adam Pierce with Lawyers Insurance Agency and one of our cyber insurance experts to answer frequently asked questions and offer insights into how you can protect your firm.
CS: What kinds of cyber claims are you seeing so far this year?
Adam: Over the past couple of years, the most common claims have been ransomware attacks and business email compromises (BECs). Recently, we’ve seen a resurgence in funds transfer fraud—a reminder that we can’t afford to let our guard down with wire transfer procedures.
Interestingly, many of these incidents stem from something as simple as an employee clicking a malicious link. Two top recommendations for every firm this year:
Invest in cyber security training for your staff.
Enforce strict electronic payment protocols.
CS: If we experience a cyber claim, will we still be insurable?
Adam: Generally, yes. Most insurers will continue coverage if you take meaningful steps to reduce future risks. That could include:
Adding tools like email filtering, endpoint detection and response (EDR), or managed detection and response (MDR)
Implementing employee training programs
Premiums may go up temporarily after a claim, but proactive security measures can minimize the impact.
CS: Are there any new developments in cyber insurance we should be aware of?
Adam: Yes! One of our key partners, Coalition, now offers optional cyber security training with its policies. This gives firms access to employee training throughout the policy term. Even better—it includes an additional $50,000 in coverage for funds transfer fraud and social engineering incidents.
Given the importance of training in preventing cyber claims, this is a fantastic added value.
CS: What are the barriers to getting cyber insurance coverage?
Adam: Most carriers have basic security expectations. These include:
Multi-Factor Authentication (MFA) for all remote access, including email
Strong controls for wire transfers (e.g., verifying instructions using a method separate from the original email)
Some carriers scan your firm’s domain and may require action:
Ensuring your firewall or devices (like Sonicwall) are patched and protected
Hiding any Remote Desktop Protocol (RDP) ports behind firewalls and MFA
Being proactive with these measures can make obtaining coverage much smoother.
CS: We haven’t purchased cyber insurance yet—what should we do?
Adam: Get it now. You may never experience a house fire, but you still buy homeowner’s insurance. The same logic applies here. While you may never suffer a cyberattack, the potential damage is enormous—and more common than you might think. Many law firms have avoided catastrophe thanks to their cyber coverage.
CS: How much cyber insurance coverage does a small law firm really need?
Adam: It depends on your size, data volume, and client base, but a good starting point is at least $500,000 in coverage. Firms handling sensitive client information, large sums of money, or healthcare data may need $1 million or more.
CS: Is cyber insurance expensive?
Adam: Costs vary based on your firm’s size, coverage level, and security posture, but policies are often less expensive than expected—especially when compared to the cost of recovering from a breach.
CS: Can cyber insurance help us respond to a breach?
Adam: Absolutely. Most policies include incident response services, which can provide immediate help from cybersecurity experts, legal counsel, and PR professionals. This quick response is often critical in minimizing damage.
CS: How do we get started?
Adam: I’d love to have a conversation with you. I can help you:
Evaluate your firm’s risk profile
Compare policy options
Understand security requirements
Cyber threats are not going away, and law firms remain attractive targets. Cyber insurance isn’t just a safety net—it’s a strategic asset.
If you’d like help evaluating your current cyber protection or getting a quote, reach out to Adam Pierce at Lawyers Insurance Agency at 800.662.8843 or adam@lawyersmutualnc.com.
This notice was posted on the NC Bar Association Paralegal Division listserv (as well as on other section listservs) on behalf of Ann Wall, General Counsel, NC Department of the Secretary of State:
We have had some questions recently that suggest there may be some confusion about which notarizations can and cannot be done right now. This post endeavors to address some of the main areas of confusion.
1. Emergency Video Notarizations (EVNs) can be done today. Emergency Video Notarization (G.S. 10B-25) is presently authorized through June 30, 2025, but a look at the General Assembly website would not make that immediately clear. You need to look at S.L. 2024-47, SECTION 2.(a) which says “G.S. 10B-25(n) reads as rewritten: “(n) This section shall expire at 12:01 A.M. on June 30, 2024; July 1, 2025; provided, however, all notarial acts made in accordance with this section and while this section is in effect shall remain effective and shall not need to be reaffirmed.”
Please note the 12:01AM “sunset,” which means it effectively expires at the end of the day, June 30th.
Important: Lexis, the official Gen. Statutes publisher, is up to date with the July 1, 2025, expiration date. However, if you just go to the General Assembly’s website and search for GS 10B-25, it will show as expired. The Revisor of Statutes has not yet updated the General Statutes on the General Assembly’s website. They are only updated through S.L. 2024-45. That means that when you’re using the General Assembly’s website for a statutory search, you should use the Table of Contents because any Session Laws that are not yet incorporated show up on the Table of Contents. For example, if you go to G.S. 10B-25 right now on the General Assembly’s website, this is what you will see:
When you click on the Session Law, you’ll find that, in fact, 10B-25 will not expire until July 1, 2025. But that only gives you the new expiration date. You have to go to either Lexis, or SL 2020-3 on the General Assembly website, to get the EVN particulars which have not yet been restored to the General Statutes page. Forms and other guides for NC EVNs are available here.
2. No Remote Electronic Notarizations (RENs) yet! A North Carolina notary public is not yet legally authorized to perform a REN act.
The reason is that the rules are not yet final. Phase 1 and 2 rules have been approved by the Rules Review Commission (RRC) and are in effect now. The Department has adopted its Phase 3 rules, including some amendments to Phase 1 and 2 rules. We have submitted the Phase 3 rules to the RRC for review. You can see the adopted rules on our website here.
The adopted rules are not necessarily the same as the final rules. RRC staff attorneys are reviewing the adopted rules and may ask us to make changes. RRC members can also ask for changes. When we have made any requested changes that we agree with, the RRC reviews the rules. Once they approve rules, REN acts will still not be authorized.
After the rules are approved, the Department must then implement the rules. That includes: revising the notary manual; developing training for notaries, technology providers, and the public; educating notary instructors, notaries, and technology providers; etc. If all goes smoothly, we anticipate being able to accept applications from technology providers on July 1, 2025. Then we’ll have to review the technology provider’s applications.
Moreover, before the first NC REN act can be performed, an electronic notary must undergo training and select a licensed platform.
Ann B. Wall, General Counsel NC Department of the Secretary of State awall@sosnc.gov
April Fools’ Day pranks trace back to 16th-century France. When the Gregorian calendar replaced the Julian one, New Year’s Day was moved from April 1 to January 1. Unfortunately, 1500s communication wasn’t exactly lightning fast, so some folks missed the update and kept partying in April. These calendar-challenged souls became the punchline of springtime jokes and earned the nickname “April fools.” Tradition says pranksters would tape paper fish to their backs, a symbol of someone gullible enough to get “caught.” French kids still do it today, proving some jokes really do have legs… or fins.
Fast-forward to 2025, and the art of the prank has gone fully digital. The line between real and ridiculous is so blurry that social media might as well be one big April Fools’ playground. Social media algorithms serve up custom-built realities, feeding each of us content that aligns with our biases, suspicions, or shopping habits. Every scroll is a silent April Fools’ joke: “Here’s a miracle cure,” “Here’s a scandalous headline,” “Here’s a toaster you didn’t know you needed but now can’t live without.” The traditional one-day prank has been replaced by a 24/7 parade of curated confusion. It can all feel overwhelming.
For lawyers, trained to parse fact from fiction, weigh evidence, and challenge assumptions, this era of misinformation presents a great challenge. Many people have lost faith in the notion that we can get to the truth. Moreover, because fabrications, deceptions, and embellishments are so prevalent, people may not be as inclined to be truthful. And then there is deep fake technology. How do we know that evidence being offered in a case or presented to us by our clients is not a deep fake? Deep fake technology allows anyone to create highly realistic but fake audio, video, or images of people saying or doing things they never actually did. In a courtroom, this poses a serious threat: someone could fabricate convincing “evidence”—like a video confession or a phone call—designed to mislead judges and juries.
Outside the context of our legal system, though, some good old misinformation and pranking can be fun. Consider the 1957 BBC report about Swiss farmers harvesting spaghetti from trees. They aired footage of people plucking noodles from branches. It was so convincing, people called in asking how to grow their own noodle crops. That charming prank didn’t sow division or boost ad revenue; it simply made people smile. Then there was Burger King’s April Fools’ day prank where they advertised Whopper-flavored toothpaste. The company ran an internet ad for hamburger flavored toothpaste. The new toothpaste combined the iconic flavor of the Whopper with active ingredients for optimal teeth and gum hygiene.
The real point of April Fools’ Day is not to manipulate, but to lighten the load. We could all use a little levity right now. As Plato suggested, “Even the gods love jokes.” If both wisdom and laughter are timeless, then maybe a well-played prank is less a distraction, and more a reminder not to take ourselves too seriously.
