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• W287404458 abstract "IN REPRESENTING lawyers we see first hand the consequences of the mistakes lawyers--even great lawyers--make every day. Still, is one thing to recognize where other lawyers made mistakes and quite another to implement within our own firms the practices that we preach will prevent avoidable claims. Like every professional faced with the allegation that he or she departed from the accepted standards in their field, lawyer defendants react more strongly to the existence of a claim. Perhaps like the physician who knows too much about illness, an attorney knows too much about the consequences of a malpractice claim and the impact of protracted litigation. Whatever the reason, lawyer clients are challenging. Managing the relationship from the outset is the most effective way of building a relationship designed to eliminate or minimize the effect of the claim. This article is intended to address the intertwined issues of managing the relationship with the attorney-client and how to use that relationship to better protect our own practices while successfully defending the claim. I. Engagement Of Defense Counsel The call comes in--usually from the insurer--can you take a new assignment? Does anyone ever say to that question? Probably not, but the issue bears repeating that one of the sound principles of risk management is a recognition that the law firm has the time and resources to devote to the new matter. Usually this is not an issue in a professional liability defense firm. However, if the case involves an unusual response or the client or insurer is insisting upon the direct of involvement of a particular attorney, no good can come of saying yes when you know the firm does not have the necessary resources to devote to the needs of the representation. A. Documenting the Intake The only way that a firm can control the intake of cases is if every attorney is required to record the important information on each engagement in a uniform manner--no exceptions. For any risk management program to work, all potential retentions with new or existing firm clients must be entered on standardized intake sheets and entered by third parties in the firm's system. The intake sheet should contain, at a minimum, the following information: * the name, address and contact number of the client and any entities related to the client; * the date of the intake; * the nature of the representation; * if the client is a new client without established terms of compensation, the terms and conditions of the engagement; * if the client is a new client, the identity of the person authorizing the engagement; * the name, address and contact numbers of all parties and all of the attorneys involved in the representation; and * the terms/names which should be included in a conflict search. Two issues bear emphasizing here: the terms or names that should be run for a conflict search optimally should not be selected by a clerical person. If that is the practice in your firm, make certain that all attorneys understand that part of the conflicts analysis requires the attorney to verify that the non-professional staff included all appropriate names in the search. Second, most of us get it when comes to recognizing the consequences of ensuring that the conflicts analysis process be as thorough as possible. If your firm practices beyond the area of representing attorneys, the absolute necessity of including the identity of all attorneys in the conflict system both at the time of intake and as the representations proceed is sometimes lost. As will be discussed further below, the need to include the attorneys representing the parties in all matters in which the firm is involved is essential to any meaningful conflicts analysis. B. Conflicts Conflicts are the bane of every law firm's existence. …" @default.
• W287404458 created "2016-06-24" @default.
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• W287404458 date "2009-10-01" @default.
• W287404458 modified "2023-09-24" @default.
• W287404458 title "The Art of Risk Management for Lawyers Representing Lawyers" @default.
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