Professional Conduct of Lawyers Around Their Clients

Each law firm has its own protocols and norms for how lawyers and staff interact with clients. In my experience running a legal firm with three partners and 15 associate attorneys, we placed a strong emphasis on treating each client with the highest level of respect and professionalism. This article will explore the typical behaviors and practices that lawyers adopt in their interactions with clients.

Respect and Politeness

Upon entering our office, clients were always greeted with a formal courtesy, regardless of their status within the firm. Every person, whether a client or a visitor, was accorded the same level of respect and dignity.

Our office environment was designed to make clients feel at ease and comfortable. We ensured that personnel maintained a professional demeanor, and appointments were kept as closely to the initially scheduled times as possible, with contingencies in place to handle delays efficiently.

Client Communication and Accessibility

One of the most common complaints from clients is the failure of lawyers to return calls in a timely manner. To address this, our firm implemented a multi-tier system for communication. Paralegals and support staff played a crucial role in handling calls and ensuring that no client call was unattended for more than two hours unless a specific appointment time was set.

In cases where direct communication was necessary, we followed up with notes, memos, and detailed correspondence to keep clients informed about the progress of their cases. This transparency helped to build trust and maintain a good client-attorney relationship.

Records and Documentation

Every action, meeting, or court appearance was meticulously documented. Notes and memorandums were added to the client files, and follow-up letters were sent to keep clients updated on the work and progress of their cases.

At each decision point, important information relevant to the case was recorded in a three-tier system. The first tier involved formal notations in the client file. The second tier was a daily report generated for the managing attorney that detailed all activities and work on every case in the office. The third tier involved generating correspondence for the client at the end of each week within which the work was done.

Handling Client Requests and Complaints

Client requests, complaints, and even general comments were documented in the case file, and impact on employee evaluations led to entries in the personnel file. Monthly reports of activities were compiled for the partners, and unique or troubling cases were discussed during the regular monthly management meetings.

The partners and supervising attorneys acted proactively, ensuring that client needs were met. If action was required, it was typically facilitated through comments or reminders to the supervising attorney or senior paralegal. In cases where this was not sufficient, hands-on intervention by partners was taken to resolve issues promptly.

In the eight years I owned the firm with my partners, none of our attorneys received a single complaint to the bar association, highlighting the effectiveness of our approach to client interaction and communication.

These practices embody the core principles of professional conduct in the legal field, emphasizing respect, transparency, and efficient communication to serve the best interests of clients and maintain a high standard of practice.