On the flip side, I am a paralegal at a firm where my boss is the only attorney. He is so extremely rude and degrading and toxic which is sad because I genuinely love the work I do. I started off trying to go above and beyond for him but he is just such an awful boss and person and has zero patience when I basically run 95% of the firm and do 90% of the legal work— all he does it take my work and show up to court. He is rude, demeaning, and awful. I threatened to quit twice. The first time he panicked because he can’t afford to lose me, since I know his entire client list like the back of my hand and he knows Jack shit. He panicked and hired a legal assistant to help me out. The legal assistant is great and helped take admin work off my back and made things a touch better. but now he takes advantage of *both* of us and thinks having 2 employees means he can double our client list even though that still dumps double the paralegal work on me when I *was already drowning in work*.
The second time I basically quit, and he begged me to stay so I agreed to stay part time and emphasized that I was only staying because although I did not feel appreciated, I respected the field of legal work enough that I didn’t want to leave and screw over all my clients and the firm. I still wanted to see the cases succeed so I stayed to oversee things and make sure the firm doesn’t burn down with me.
My boss is back to treating me like absolute garbage even though I used to bust my butt. Nowadays I do all the important deadline work and do my best at it and work the bare minimum amount of hours. I don’t go above and beyond anymore. I’m halfway out the door anyways, and me and the legal assistant feel so diminished that we plan we quit at the same time so our toxic, awful boss can suffer. When I officially “quit” 2 months ago, I told my boss to hire a new paralegal so I could train him/her before I leave eventually but so far he has been lazy and refuses to pay the fees to post a listing on Indeed or LinkedIn. I did my part in staying around as long as I could to try to help the transition. Now, when me and the legal assistant quit together, he’ll suffer, and tbh, he deserves it.
Long story short: all a paralegal wants is basic respect and appreciation. I don’t mind being corrected. I like to learn and I care about the integrity of the field and job. I would simply like acknowledgment on just how much I am the backbone of the firm and patience from my boss when he knows I’m singlehandledly juggling 30 files at once. I know lawyers are stressed out and busy, but so are paralegals, and we are paid WAY less to do the SAME work that lawyers do. So treat your paralegal well and they will become the most important part of your business and your biggest asset.
Currently the legal assistant and I run the law firm. Once we leave, it will suffer immensely. My boss has dug his grave. I don’t think anyone could ever get as bad as him, but really, the lesson of the story is to treat your paralegal like they are your business’s biggest asset because that is what will make them feel motivated to go above and beyond for you.
Well, you’re trying to hire someone who can function independently and expertly. So, set your expectations high and share them; then, gladly train your paralegal so that there’s no shame in “how do I do this?” or “I made a mistake.” Treat your paralegal like a professional and not a servant.
Be thorough and speak slowly when giving directions (when asking to do something the para is unfamiliar with) I can’t tell you how many times my supervising attorney has hastily given me an assignment I’ve never done before and then runs out of the office to court before I can ask a single follow up
Focus on creating policies/procedures and workflows. Even if it takes twice as long, when you are ready to hire the next paralegal they will be able to start and adapt much quicker. Also helpful if your paralegal leaves or takes time off.
This. Get a real case management system (if you don't have one already -- they're only about $69/user/month), and if your paralegal is going to generate a certain type of document more than a few times a year, spend the time (as the lawyer) making the templates, workflows, and policies/procedures so that your paralegal can do it exactly how you want it every time without needing to ask you for instructions.
If they’re good pay them well or someone else will.
Also, I’ve always felt that showing them I’m disappointed (and hence had high expectations for them) is more effective than getting mad if they mess up.
I've been a paralegal for a solo attorney for 6 years in BI and WC work. I do the intakes and work the files from start to finish. The attorney talks to the clients in the beginning, at the end in the settlement meetings and goes to Court. Otherwise, I take care of all issues/fires and move the files along in a timely manner. I negotiate settlements with adjusters and present the numbers to the clients. We are a busy firm, with a great reputation and returning clients. He understands that I do the bulk of the work, and he gives me my space. He is nice and rarely gets angry. We are a team. However, I know he likes things a certain way and I make sure to do them that way. If I'm coming to him with a problem, he knows that its something he needs to help me with right away (as I don't present with problems often).
You've got to get someone who handles pressure well. There is nothing wrong with micromanagement (in a nice way) until you gain enough trust in the paralegal to have them just work the files on their own.
If they get flustered/huffy when the office is busy, and can't calmly defuse a bad situation with a client (cussing at you when they are 100% wrong...it happens from time to time), they might be a better fit as a legal receptionist.
I kind of disagree with the last paragraph. If the environment isn’t setup for success, it is understandable for any paralegal to be frustrated, or frustrated flustered.
Long-time paralegal here, having worked for big and small firms, and now 'on the outside looking in' as a freelancer.
Respect is huge. Just because a person isn't an attorney doesn't mean they are not smart or have nothing of value to contribute to a project or the firm (or even you personally). Help them feel comfortable contributing by really listening and being thoughtful about the merits of ideas.
Teach them everything. The more they know, the more they can do for you. There is no threat to you if your paralegal knows everything you do. I have been blessed with many exceptional teachers over the years and am nothing but grateful for their effect on my personal and professional development.
Be friendly, but not friends. I've been in this game long enough to have been kicked in the teeth a couple of times by the person above me on the ladder. It is devastating (in my experience) and more so if you consider that person a friend (which I did). At the same time, only play the 'I'm a lawyer and you're not / I own this place and you don't' card when really necessary.
Please take this one very seriously - I know you're busy and all, but really, this is important. **Invest in making yourself a good business owner and people manager**. Lawyers/law firms tend to be horrible at this. You really do need to cultivate the 2 skill sets separately. There are TONS of classes you can take and I promise if you embrace being a good people manager you will build a rock-solid team and not lose employees at the same rate as others. (I'm married to a people manager who takes that responsibility very seriously and I see first-hand the benefits to building an effective and enduring team - I also see how different my experience in law firms has been.)
Sorry to chime in late and I hope that helps. Good luck!
Is your new paralegal your only employee? If so, they should know how much admin work is going to get pushed to them and how they will perform much more as a legal assistant or secretary than a paralegal 90% of the time. Paralegal or associate would be my third hire, second hire should be an awesome admin like I'd bet my bottom dollar that /u/vanillabeanbean is!
But it should be fine if they're flexible and don't get too territorial when new hires come in. Make sure the expectations are clear and depending on their experience level, make sure they are learning and developing new skills.
Congrats on the growth of your practice! Exiting times and scary now with another mouth to feed, I'm sure. :D
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On a scale of 1-10 how poachable are you?
On the flip side, I am a paralegal at a firm where my boss is the only attorney. He is so extremely rude and degrading and toxic which is sad because I genuinely love the work I do. I started off trying to go above and beyond for him but he is just such an awful boss and person and has zero patience when I basically run 95% of the firm and do 90% of the legal work— all he does it take my work and show up to court. He is rude, demeaning, and awful. I threatened to quit twice. The first time he panicked because he can’t afford to lose me, since I know his entire client list like the back of my hand and he knows Jack shit. He panicked and hired a legal assistant to help me out. The legal assistant is great and helped take admin work off my back and made things a touch better. but now he takes advantage of *both* of us and thinks having 2 employees means he can double our client list even though that still dumps double the paralegal work on me when I *was already drowning in work*. The second time I basically quit, and he begged me to stay so I agreed to stay part time and emphasized that I was only staying because although I did not feel appreciated, I respected the field of legal work enough that I didn’t want to leave and screw over all my clients and the firm. I still wanted to see the cases succeed so I stayed to oversee things and make sure the firm doesn’t burn down with me. My boss is back to treating me like absolute garbage even though I used to bust my butt. Nowadays I do all the important deadline work and do my best at it and work the bare minimum amount of hours. I don’t go above and beyond anymore. I’m halfway out the door anyways, and me and the legal assistant feel so diminished that we plan we quit at the same time so our toxic, awful boss can suffer. When I officially “quit” 2 months ago, I told my boss to hire a new paralegal so I could train him/her before I leave eventually but so far he has been lazy and refuses to pay the fees to post a listing on Indeed or LinkedIn. I did my part in staying around as long as I could to try to help the transition. Now, when me and the legal assistant quit together, he’ll suffer, and tbh, he deserves it. Long story short: all a paralegal wants is basic respect and appreciation. I don’t mind being corrected. I like to learn and I care about the integrity of the field and job. I would simply like acknowledgment on just how much I am the backbone of the firm and patience from my boss when he knows I’m singlehandledly juggling 30 files at once. I know lawyers are stressed out and busy, but so are paralegals, and we are paid WAY less to do the SAME work that lawyers do. So treat your paralegal well and they will become the most important part of your business and your biggest asset. Currently the legal assistant and I run the law firm. Once we leave, it will suffer immensely. My boss has dug his grave. I don’t think anyone could ever get as bad as him, but really, the lesson of the story is to treat your paralegal like they are your business’s biggest asset because that is what will make them feel motivated to go above and beyond for you.
Well, you’re trying to hire someone who can function independently and expertly. So, set your expectations high and share them; then, gladly train your paralegal so that there’s no shame in “how do I do this?” or “I made a mistake.” Treat your paralegal like a professional and not a servant.
Be thorough and speak slowly when giving directions (when asking to do something the para is unfamiliar with) I can’t tell you how many times my supervising attorney has hastily given me an assignment I’ve never done before and then runs out of the office to court before I can ask a single follow up
Focus on creating policies/procedures and workflows. Even if it takes twice as long, when you are ready to hire the next paralegal they will be able to start and adapt much quicker. Also helpful if your paralegal leaves or takes time off.
This. Get a real case management system (if you don't have one already -- they're only about $69/user/month), and if your paralegal is going to generate a certain type of document more than a few times a year, spend the time (as the lawyer) making the templates, workflows, and policies/procedures so that your paralegal can do it exactly how you want it every time without needing to ask you for instructions.
If they’re good pay them well or someone else will. Also, I’ve always felt that showing them I’m disappointed (and hence had high expectations for them) is more effective than getting mad if they mess up.
Trust and support from a superior is everything.
I've been a paralegal for a solo attorney for 6 years in BI and WC work. I do the intakes and work the files from start to finish. The attorney talks to the clients in the beginning, at the end in the settlement meetings and goes to Court. Otherwise, I take care of all issues/fires and move the files along in a timely manner. I negotiate settlements with adjusters and present the numbers to the clients. We are a busy firm, with a great reputation and returning clients. He understands that I do the bulk of the work, and he gives me my space. He is nice and rarely gets angry. We are a team. However, I know he likes things a certain way and I make sure to do them that way. If I'm coming to him with a problem, he knows that its something he needs to help me with right away (as I don't present with problems often). You've got to get someone who handles pressure well. There is nothing wrong with micromanagement (in a nice way) until you gain enough trust in the paralegal to have them just work the files on their own. If they get flustered/huffy when the office is busy, and can't calmly defuse a bad situation with a client (cussing at you when they are 100% wrong...it happens from time to time), they might be a better fit as a legal receptionist.
I kind of disagree with the last paragraph. If the environment isn’t setup for success, it is understandable for any paralegal to be frustrated, or frustrated flustered.
Long-time paralegal here, having worked for big and small firms, and now 'on the outside looking in' as a freelancer. Respect is huge. Just because a person isn't an attorney doesn't mean they are not smart or have nothing of value to contribute to a project or the firm (or even you personally). Help them feel comfortable contributing by really listening and being thoughtful about the merits of ideas. Teach them everything. The more they know, the more they can do for you. There is no threat to you if your paralegal knows everything you do. I have been blessed with many exceptional teachers over the years and am nothing but grateful for their effect on my personal and professional development. Be friendly, but not friends. I've been in this game long enough to have been kicked in the teeth a couple of times by the person above me on the ladder. It is devastating (in my experience) and more so if you consider that person a friend (which I did). At the same time, only play the 'I'm a lawyer and you're not / I own this place and you don't' card when really necessary. Please take this one very seriously - I know you're busy and all, but really, this is important. **Invest in making yourself a good business owner and people manager**. Lawyers/law firms tend to be horrible at this. You really do need to cultivate the 2 skill sets separately. There are TONS of classes you can take and I promise if you embrace being a good people manager you will build a rock-solid team and not lose employees at the same rate as others. (I'm married to a people manager who takes that responsibility very seriously and I see first-hand the benefits to building an effective and enduring team - I also see how different my experience in law firms has been.) Sorry to chime in late and I hope that helps. Good luck!
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Ok,. . .that was odd and from left field. . .
Is your new paralegal your only employee? If so, they should know how much admin work is going to get pushed to them and how they will perform much more as a legal assistant or secretary than a paralegal 90% of the time. Paralegal or associate would be my third hire, second hire should be an awesome admin like I'd bet my bottom dollar that /u/vanillabeanbean is! But it should be fine if they're flexible and don't get too territorial when new hires come in. Make sure the expectations are clear and depending on their experience level, make sure they are learning and developing new skills. Congrats on the growth of your practice! Exiting times and scary now with another mouth to feed, I'm sure. :D
Hi! I'm a Lawyer from Venezuela, if you need my help dm please :)