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CCCA_V6No4_Dept-Performance-FIN_CCCA_V6No4 11/27/12 12:03 PM Page 9 Performance in the Law Department The resulting profile told a story: 51 per cent of the resources went to matters averaging 1.4 hours, 42 per cent of the resources to matters averaging 11 hours, and the remaining 7 per cent for more complex matters. It is very difficult to find time to think, to work on special projects, or to do anything much of strategic value in a 50-hour work week with such a practice profile. The devil and the solution are in the details; in this case, inter- ruptions. One study of professionals found that interruptions consume 28 per cent of the day for e-mail, calls and visitors. It also found that one’s functioning IQ drops 10 per cent when dis- tracted by calls and e-mails, that it then takes 15 minutes to prop- erly resume a task after calls and e-mails. Managing time with more discipline generates at least one hour of availability each The appeals process demands detailed day — the equivalent of 10 per cent of a year. and discriminating analysis of the Tracey C. Parks, a productivity consultant, has studied the insidious effects of e-mail. She found that professionals average existing record. It rewards the insight 2.5 to 3 hours each day processing e-mail and that a professional to identify and articulate a strategy reads or writes an astonishing 30 000 e-mails in a year. She has upon which a case will turn. It favours prescribed eight e-mail “best practices” that take serious discipline to apply but which can have a significant effect on productivity: those with an intimate understanding of the procedures and perspectives that • Start day by checking calendar and task list first; define our appeal courts and Supreme • Process e-mail only three or four times per day and either file, Court. It is an unforgiving environment act, or toss the e-mail or create a new action; • Stay organized; for those who approach unprepared. • Leverage power of e-mail programs to convert e-mail to tasks, appointments, contacts; categorize by sender and filter the chaff; In the appeals process, • Send e-mail that is clear, concise and actionable; he who wins last, wins. • Send less to receive less; • Strengthen the subject line; Call us. • Do not default to e-mail; call or visit to better communicate. A three-part program to generate capacity in the legal depart- ment is a pre-requisite to adding any resources. It should include a significant level of integration of lawyers with primary business Toronto: 416 867 3076 units, comprehensive service level agreements with intake crite- Earl Cherniak, Q.C., William E. Pepall, Kirk Boggs, Mark Freiman, Kirk Stevens, Jasmine Akbarali, Brian ria, and a disciplined approach to managing interruptions and e- Radnoff, Cynthia Kuehl, Stuart Zacharias mail. The right combination of these measures can generate 20 per cent more capacity for the legal department. More London: 519 672 4510 importantly, they give the legal department more time to think, Peter Kryworuk, Andrew Murray, Carolyn Brandow to contribute more strategically, and to be more effective. Lerners LLP is 100-plus lawyers with a proud history Richard G. Stock, M.A., FCIS, of 80 years of successful litigation. CMC is a partner with Catalyst Consulting. www.lerners.ca/appeals The firm has been designated the Preferred Provider for Legal Department Consulting by the Canadian Corporate Counsel Association. Richard can be reached at (416) 367-4447 or at rstock@catalystlegal.com.