How can you fill your law firm with loyal, enthusiastic and motivated workers?

The answer is Enlightened Empowerment.

Enlightenment means all team members know their individual roles and understand how they fit into the larger picture. Empowerment means they are given not just the tools to succeed but also the freedom to bring their full creative potential to work each day.

When these two qualities are brought together, magic happens. Enlightened Empowerment begins with some basic assumptions:

• The command and control concept of running a law firm – where key decisions are made by one or a few people at the top and communicated down the line – is history.
• The new workplace is horizontal, not vertical. Meaningful discussions occur back and forth, not up and down. Think verdant field, not ivory tower.
• Everyone from the senior partner to the stockboy is a valuable member of the team and a stakeholder in every important decision.
• Information should flow freely and easily throughout the law firm. Think blood circulating in a healthy body, not medicine inching down a drip-tube. Technology helps facilitate this flow.

Step One: Pick the right people

It’s easy to identify good prospects for your team. They relish a good challenge. They smile easily and often. They are forward-thinking. They are creative.

This criteria should apply to all hires, from managers to mail clerks, and it might lead to some unconventional choices.

For example, let’s say your firm just purchased a New Expensive Software and is looking for someone to run it. On your desk are two resumes. Candidate A has prior experience at a top law firm that used this exact same New Expensive Software. Candidate B has never worked at a law firm and is unfamiliar with the New Expensive Software.

Slam dunk, right? Not so fast. What if you take the time to actually interview both candidates. You learn that Candidate B quite capably managed work flow with a busy startup using the same software, while also finding time to publish the company newsletter, build its social media presence and organize its softball team.

What if you also know that training on the New Expensive Software is available online for a few bucks?

The point being that the full measure of a person cannot be summarized on a single sheet of paper in Times-Roman font. Dig deeper for hidden treasure.

Step Two: Enlightenment

Being enlightened does not mean knowing how to do your job. That’s called being qualified. Enlightenment means understanding: (1) what you are expected to do; (2) why the world will be a sadder and less functional place if you don’t do it; and (3) how it fits into the grander scheme.

Most law firms do number one just fine. Orientation, training, mentoring and shadowing are all ways of assuring baseline competence.

And some firms are great at number two. They let their employees know they are valued and appreciated by way of pay hikes, promotions, recognition, gold stars and corner offices.

But most firms need improvement with number three. The lowly associate who spends hours researching the dusty minutiae of patent law might never get to see how one obscure case citation carries the day in court. Or the staff member who assembles and organizes a box full of documents might not have a clue as to the critical value those exhibits hold.

Perhaps if they were given a glimpse of the forest they might grow prettier trees.

Let that associate tag along to a deposition. Invite your paralegal to sit in on your next business closing. Personally introduce new clients to the various team members who will be working on their case. Hire paralegals and legal assistants who have shown initiative by earning academic degrees and certification.

Keep enlightenment burning bright through education. Encourage team members to attend outside courses. Conduct in-house seminars on topical issues. Invite Lawyers Mutual in to conduct risk management programs. Review the State Bar accounting rules – especially disbarments involving embezzlement – with everyone who works with the trust account.

Step Three: Empowerment

This is where the fun begins.

Now that you have hired great people and brought them into the fold, turn them loose.

Think Moneyball. Everyone has different skills, preferences and temperaments. Capitalize on these differences to create a championship team.

Get to know your teammates. Discover their strengths. Encourage feedback and actively listen when they talk. Be open to new ideas. Don’t take things personally.

A sure way to discourage people is to try and force them to be something they aren’t. It never works. After all, you can put a tutu on a cow but that doesn’t make it a ballerina.

And let your people know you trust them. We do our best work when we know others have faith in us.

This is not to suggest that employees be allowed to run wild. You have an ethical duty to supervise your team. Accountability, safeguards and double-checks are necessary.

But supervision does not have to be stifling. It can be liberating. When boundaries are clearly identified, we can use the entire playing field and not just a tiny patch.

So start enlightening and empowering those around you. Then sit back and enjoy the results.

In 2023, the paralegal community lost a dear friend, Kaye Summers. Let’s take a minute to honor Kaye and look back at her many contributions. 

Kaye won the 2013 Distinguished Paralegal Award from the North Carolina Bar Association and was a shining light and example for her paralegal colleagues.

Kaye worked at the Durham law firm of Pulley Watson for more than 16 years. She held an Advanced Paralegal Certification and was a member of the NCBA Paralegal Division and the NC Paralegal Association, where she served two consecutive terms as president. She also belonged to the National Association of Legal Assistants, receiving the 2011 NALA Affiliates Award.

Kaye was passionate about her work. She served for more than a decade as paralegal liaison with the NCBA Solo Small Firm and General Practice Section. She helped create the Habitat for Humanity Forms Manual and the Turning Out The Lights publication.

Kaye was also instrumental in making the Certified Legal Assistant licensing program a reality. Even when she left work, she didn’t stop paying it forward. She found time to volunteer at night with Duke Home Care and Hospice, which singled her out for appreciation in 2012.

Kaye was an inspiration. Her good deeds benefited her law firm, its clients, other paralegals and the community at large.

4 Ways Paralegals Can Make Your Firm Soar

Paralegals and legal assistants can do far more than just prepare documents, compile discovery and help out on cases. Here are some other roles:

Paralegals as rainmakers. Rainmaking should not be confined to the lucky few in the corner offices. It is a firm-wide concern – involving everyone from the top partner to the parking lot attendant. Paralegals are perfectly positioned as rainmakers. They are in the trenches and in direct touch with clients. They know what clients want and what makes them come back for more.

Paralegals as trainers. Staff training should go beyond the how-tos of calendaring, file documentation, mail handling and conflicts checks. It should also cover the reasons behind these procedures. Paralegals are natural trainers because they use these systems and understand why they are important.

Paralegals as technology consultants. An up-front investment in training will reduce errors and boost profits. Create a team of in-house experts on topics like social media, backing up data and trouble-shooting. Spread the knowledge around.

Paralegals as important team members. Including paralegals and legal assistants in firm meetings provides an opportunity for meaningful input. It also gives them a personal investment in their careers. You might include your staff in weekly meetings to review the firm’s client calendar, determine how upcoming absences will be covered, review the distribution of work assignments, or discuss the impact of upcoming significant tasks like a trial, preparation of a major brief or a network upgrade. These meetings can contribute to  staff engagement as well. Engaged employees are going to be more productive, stay longer and miss less work — all of which will directly affect the bottom line.

Jay Reeves a/k/a The Risk Man is an attorney licensed in North Carolina and South Carolina. Formerly he was Legal Editor at Lawyers Weekly and Risk Manager at Lawyers Mutual.

Twenty years ago, the North Carolina Supreme Court adopted the Plan for Certification of Paralegals. One year later, on July 1, 2005, the North Carolina State Bar Board of Paralegal Certification began accepting applications for the certification process.

In May 2020, the Bureau of Labor Statistics reported an estimated 10,940 paralegals and legal assistants employed throughout North Carolina. More than 3,000 of those paralegals are certified by the NC State Bar – that’s good news not only for paralegals, but for lawyers and clients as well.

The program traces its origins back to 2001, when a grassroots gathering of paralegals, lawyers and educators began brainstorming ways to boost professionalism in the field. From those discussions arose the paralegal certification program launched by the State Bar in 2004.

Right out of the gate, the effort was a success. Thousands of paralegals have become certified since its inception.

“On average, approximately 300 paralegals attempt to obtain their North Carolina paralegal certification each year,” writes Erica McAdoo – herself a certified paralegal – who wrote an article in the NC State Bar Journalon the tenth anniversary of the program. 

The certification program is voluntary. You don’t have to be certified to work as a paralegal in North Carolina. But certification gives paralegals a leg up by showing they’ve met high standards and are committed to their profession.

Six Facts About Paralegal Certification in NC

1. The process starts with an application (click here) and a filing fee of $125. The application must be accompanied by an official transcript from a qualified paralegal program.
2. Applicants must be a legal U.S. resident and have the following educational credentials: (a) an associate’s, bachelor’s or master’s degree from a qualified paralegal studies program; (b) a certificate from a qualified paralegal studies program and an associate’s or bachelor’s degree in any discipline from an accredited post-secondary institution; or (c) a juris doctorate degree from an ABA-accredited law school, a high school diploma or equivalent plus five years of work experience as a legal assistant / paralegal / paralegal educator, or have obtained and maintained a national paralegal certificate from a qualified association such as the National Association of Legal Assistants (NALA).
3. Here is a list of qualified paralegal studies programs in North Carolina. All ABA-approved programs are automatically qualified.
4. The exam is given over three-hours with five domains tested – communication, research, analysis, documentation and organization. The 150 multiple-choice questions cover civil litigation, commercial law, criminal law, ethics, family law, legal research, real property, and wills, trusts and estate administration. There are no essay questions. The test is based primarily on North Carolina law. In May 2024, the current study guide will be replaced with an examination guideline. The new guideline will include an updated list of sources and domains, tasks, and topic areas. Beginning in October 2024, the certification exam will contain questions regarding administrative law and technology. Also, the dates for the Spring and Fall exams will change to correlate with paralegal classes so upcoming graduates will have the opportunity to apply for the examination prior to graduation. Click here for 2024 testing dates.
5. Paralegals must complete six hours of approved continuing legal education each year, with at least one hour of ethics.
6. Certification lasts 12 months. A certificate can be renewed by completing a renewal application, paying a $75 fee and showing proof of CLE compliance.

In a tight job market such as we are currently experiencing poaching staff from other firms can be problematic for lawyers and firms.

For the paralegals who are being wooed by rival firms with promises of higher pay and better conditions – not so much.

“Candidly, I will admit I was approached with five potential employment opportunities, when I was not even looking for an opportunity,” writes paralegal blogger Jamie Collins in The Paralegal Society. “That’s part of what inspired today’s post – my own experience, coupled with chats I’ve had with other folks, who like me, are also not looking for a new job, but are often approached.”

In a sense, this is simply the free market at work. Savvy firms are always on the lookout for top-shelf talent. They know a stellar paralegal or legal assistant can boost revenue, bring in new business and make life easier all around.

One way to find good help is to post an employment ad and begin interviewing candidates. Another way is to look at the firm across the hall and target the superstar paralegals who work there – “the hustlers, the wranglers, the type of paralegal a boss swears could single-handedly invert a skyscraper if given a spatula, a roll of duct tape, a verbal deadline and an hour,” according to Collins.

Tips For Building a Loyal Team

Who knows? Your prized paralegals might be getting sized up for poaching right now.

Here are some ways to make sure that doesn’t happen:

• Reward them.Small perks can yield big dividends. A sincere compliment will boost morale. A token of appreciation – perhaps by way of a financial incentive – is an excellent retention tool.
• Provide the tools for success.Start by having a comprehensive job description and setting expectations. Make sure you are on the same page. However, allow room for creativity and new ideas, which will keep the job fun and challenging.
• Be considerate. Practice kindness, honesty and patience – especially when giving constructive criticism.
• Pay your paralegals’ association dues. This will show your commitment to their professional growth. Encourage them to attend networking and educational events sponsored by state, local and even national associations. This is great marketing for your firm. And if your paralegals rise to leadership posts in these organizations, they will shine and you will be cast in an even brighter light.
• Foot the bill for subscriptions to paralegal publications.Two selections recommended KNOW: The Magazine for Paralegals and Beyond  The cost of a yearly subscription is nominal. The payoff could be priceless. In the same vein, encourage paralegals to attend seminars and workshops to stay sharp and motivated.
• Include paralegals in staff meetings and strategy sessions.Adopt a team approach. Ask for feedback and suggestions on specific cases. Act on what you hear.
• Discuss professional dreams and goals. Where would your paralegal like to be, professionally speaking, in a year? Five years? Showing an active interest in another person’s future will pay off in loyalty and extra effort.
• Be surprising. There is nothing more delightful than an unexpected gesture of appreciation, whether it is a free lunch, Starbucks gift card or written thank-you note.

Do not reserve kind gestures only for holidays and performance review. The savvy employers will surprise with a random act of kindness at least monthly. What’s $25 – $50 monthly to recognize and retain your top talent? The long-term rewards outweigh the monthly financial outlay.