We haven’t had as much success with reviewing dashboards regarding budgets and other matters. We added an email-alerting feature to alert lawyers when they go over budget. It is based on progress percentages, budgets, and effort remaining. These emails grab their attention and help them to engage with budget data more effectively.
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AS: We created an attorney dashboard four years ago that was a huge success. Although everyone thought the dashboard was cool and advanced, we quickly realized that it could be used to increase knowledge and improve performance.
It displays their performance by month according to their goals using color visualization (e.g. red, green, and yellow). You can then click through to view personal client data, which includes staffing, profitability, and other management insights.
This data can be used to improve performance and to understand the business’s workings. This was what we wanted to ensure that the lawyers saw the moment they turned on their computers. This data was given to the lawyers and they were trained (e.g., incorporation into associate-track financial training). It has also led to positive culture change that has made the firm more business-minded.
LS We have had to deal with the problem of having no dashboards. We are also concerned about the issue of too many data. Therefore, we try to concentrate on the right data and help people take action. I have trouble telling good stories and pushing for the right actions, even when I ask for dashboards. Now, there’s a lot more information available than when I started in the industry. My team can see things that I didn’t expect to see 10 years ago. As I move from one point to the next, it becomes increasingly difficult to keep my eyes on the same thing.
Dawn:Data can be important but it is essential that you narrow down the information and keep your eyes on the right things. Otherwise, you will get overwhelmed and stop making progress.
Lisa: I am grateful for the creative and collaborative nature of our data journey with our finance team and tech team. Because we all are affected, everyone has a part in it. It’s a great journey. The more we work together, the better.
Adam It is important to prioritise which data sets are most critical to driving behavior. It’s better to limit this to just a few client and firm metrics, rather than having 387 ways of dissecting something. It is important for people to be able to identify where, when and what they should do. Leaders have the responsibility to communicate clearly and help people get the most out of data.
Dawn Orel, Chief Marketing and Business Development Officer, Seyfarth Shaw
Dawn Orel, who has been with Seyfarth since more than 35 year, has held her current position for four years. Seyfarth is a 900-attorney company that has 17 offices and is renowned for its data and process. Orel’s team is focused on many data-intensive issues, such as pricing and developing client insight.
Adam Severson Chief Market and Business Development Officer, Baker Donelson
Adam Severson was a Baker Donelson attorney for 10 years. The firm has 21 offices and employs 650 lawyers. Severson provides strategic direction to the firm’s initiatives, including client feedback and key client program. Severson was the past president of Legal Marketing Association. He is also a member of LMA Hall of Fame as well as a fellow of the College of Law Practice Management.