Practice Management

In an article I wrote long ago, I encouraged law firm managers and owners not to manage by email. Email is mainly ineffective for conveying messages or instructions to specific employees. Emails can be helpful when conveying firm-wide messages. They can also be used if a law firm is trying to document something for legal purposes with a specific employee. However, email can often be misinterpreted. Frequently, somebody can read an email and take it the wrong way. They may think somebody is upset when they are not, or they might think something is clear when it is vague. Employees Are Not Reading Your Emails Another drawback of sending many emails within your law firm is that few employees read them. Law firm managers and owners often send detailed instructions to other employees, which could involve legal or administrative tasks they want completed. However, with the voluminous number of emails flying on a given day, many employees are not even reading your emails. If they are reading them, they may just be glossing over them quickly. Emails sent after hours are read with even less frequency than emails sent during work hours. this reason, when a law firm owner or manager wants to convey an essential message to an employee, it is almost always better to speak to that person directly. If that is not possible, calling that employee on the phone or having a virtual meeting with them can be far more effective. A law firm owner or manager can email to follow up on the conversation and document it. However, if the instructions are emailed, the employee often has not even thoroughly read the email. They Should Read My Emails Upon hearing this, many law firm managers and owners insist that employees read their emails. They might think the employee is disrespectful or insubordinate by not reading their emails. The reality, however, is that if the law firm manager or owner wants a task done, they need to walk down the hall and talk to somebody, call them, or do a virtual meeting with that employee. Talking to somebody directly increases the chances of the task being done correctly. On the other hand, if the law firm manager is firing off instructions via email, the chances of that task being done correctly infinitely decrease. A law firm manager or owner can insist on sending lots of emails. However, if the emails are not working, the law firm manager or owner needs to change by communicating less by email.

The legal profession, steeped in tradition and hierarchy, is undergoing profound generational shifts that challenge the way law firms operate internally. These shifts reveal the complexities of managing intergenerational leadership and highlight the need for firms to adapt to a rapidly evolving landscape. The Evolution of Leadership in Law Firms Traditionally, law firms have been led by senior partners who rose through the ranks, often dedicating decades to their firms with an implicit understanding of long-term loyalty and eventual leadership. This model emphasized extensive hours, sacrifice, and the eventual reward of equity partnership. However, the career mindsets of younger generations have upended this traditional trajectory. When I was young in my career, the expectation was 60-hour work weeks. The M&A attorney in the office next to me even had a sleeping bag in his office. Unfortunately, I bought into that leadership mentality, and my expectations for my staff were often unrealistic and perfectionist. Over the years, I have realized how important understanding generational influences and expectations can be in altering your career trajectory and how you lead. Today, younger lawyers approach their careers with a vastly different set of priorities. For many, the goal of making partner holds less allure, and work-life balance is a non-negotiable cornerstone of their professional lives. This generational shift is not inherently negative; in fact, younger lawyers’ ability to set clear boundaries and advocate for balance is commendable. However, these boundaries often collide with senior leadership’s expectations and working styles, creating friction within firms. The Challenges Facing Leadership Leadership in law firms now faces the dual challenge of honoring the well-established demands of client relationships while navigating internal generational dynamics. Increased Pressure on Leadership: Senior leaders are more taxed than ever as they strive to bridge the gap between maintaining client satisfaction and accommodating the workstyles of younger lawyers. While young attorneys excel at setting boundaries, firm leaders’ responsibilities often extend beyond their own professional boundaries—responding to clients at all hours, mentoring associates, and driving business development. The result is a leadership cohort at risk of burnout as they shoulder the burdens of these shifting expectations. Client Expectations in a Changing Landscape: Clients themselves are evolving. They demand efficiency, innovation, and responsiveness, leaving little room for the traditional methods of operating that once characterized the legal sphere. As client needs evolve, law firm leaders must adapt and ensure their teams align with these expectations while maintaining internal harmony. How Leaders Can Embrace Change and Be Impactful Adapting to these generational and client-driven changes requires intentional strategies. Below are a few actionable approaches for law firm leaders: Foster Open Communication: Leaders must prioritize transparent, consistent dialogue across all levels of the firm. Understanding younger lawyers’ motivations, challenges, and goals can help bridge the generational divide. This includes creating forums for associates to share their perspectives and leadership to share insights into the broader business implications of their decisions. Lead by Example in Boundary Setting: While it’s critical for younger lawyers to set boundaries, firm leaders must also model sustainable practices. Demonstrating the importance of taking breaks, delegating effectively, and respecting personal time can help shift the firm’s culture to one of mutual respect. Innovate Career Pathways: Recognize that the traditional path to partnership no longer suits every associate. Leaders should explore alternative career trajectories within the firm, such as hybrid roles, project-based leadership opportunities, or client-facing non-equity positions. Some law firms are even creating flexible hour arrangements for associates that allow a “choose your own adventure” type model that can change when the associate’s circumstances change. For example, Steptoe LLP recently introduced flexible billable hour tracks for associates as part of their revamped compensation system, allowing lawyers to tailor their career progression to their personal and professional needs… Invest in Leadership Development: Equip partners and senior attorneys with the skills to manage intergenerational teams effectively. This includes training in emotional intelligence, change management, and mentorship tailored to varying generational needs. Recognizing this industry-wide challenge, we are working with key collaborators to develop a unique conference and training initiative to help professional services organizations, including law firms, address these intergenerational leadership issues through targeted learning and development initiatives. Use Leadership Voices to Drive Cultural Change: Senior leaders must be vocal advocates for evolving firm culture. By aligning internal strategies with client expectations and fostering a workplace where all generations feel valued, leaders can shape a more cohesive and resilient organization. Intergenerational leadership within law firms is no longer a theoretical challenge but a practical reality requiring immediate attention. By understanding the differing perspectives and motivations of today’s workforce, law firm leaders can turn these challenges into opportunities. With intentionality and innovation, leadership can create a thriving firm that meets the needs of its people, clients, and the broader legal market.

Effective Client Engagement Strategies for Law Firms In today’s competitive legal market, client engagement is not just a buzzword—it’s a necessity. Law firms that prioritize and excel in client engagement are more likely to foster lasting relationships, earn repeat business, and gain referrals. Here, we’ll explore effective client engagement strategies that can help law firms stand out and succeed. 1. Understand the Client Journey Effective client engagement starts with a deep understanding of the client journey. This involves mapping out every touchpoint a client has with your firm, from the initial inquiry to the final resolution of their case. By visualizing the client journey, law firms can identify opportunities to enhance the client experience and address potential pain points. 2. Personalize the Client Experience Personalization is key to building strong client relationships. Clients want to feel valued and understood. Law firms can achieve this by tailoring their communication and services to meet the individual needs of each client. This could involve personalized emails, customized legal advice, and remembering important dates like case milestones or client birthdays. Small gestures can make a big impact. 3. Leverage Technology Incorporating technology into your client engagement strategy can streamline processes and improve the overall client experience. Customer Relationship Management (CRM) systems can help law firms keep track of client interactions, preferences, and history. Well-utilized GenAI tools have the potential to increase efficiency and reduce client costs. Additionally, client portals can provide a secure and convenient way for clients to access documents, communicate with their legal team, and stay updated on their case progress. 4. Communicate Proactively Proactive communication is essential for maintaining client trust and satisfaction. Law firms should keep clients informed about their case status, relevant legislative and regulatory updates, upcoming deadlines, and any changes that might affect them. Regular communication can prevent misunderstandings and demonstrate that the firm is diligently working on their behalf and keeping them top of mind even when not engaged in an active case or transaction. Furthermore, being available to answer questions and address concerns promptly is crucial. 5. Develop a Strong Online Presence An effective online presence is critical for client engagement. The majority of clients find, evaluate, and interact with firms online. Law firms should invest in a professional website that provides valuable information and is easy to navigate on desktop, tablet, and mobile. Additionally, maintaining active social media profiles and publishing regular blog posts can help establish the firm as a thought leader and keep clients engaged. Online reviews and testimonials can also bolster credibility and attract new clients. 6. Offer Educational Resources Providing educational resources is a great way to engage clients and showcase your firm’s knowledge. This could include blog posts, FAQs, webinars, whitepapers, and eBooks that address common legal issues and offer practical advice. By offering valuable content, law firms can build trust with current and prospective clients and position themselves as knowledgeable and helpful. High-quality content is also advantageous for SEO, as it is recognized by Google’s algorithm and can boost your ranking in search results. 7. Foster a Client-Centric Culture Creating a client-centric culture within your firm is fundamental to effective client engagement. This involves training staff to prioritize client needs, utilizing technology to support staff efforts, actively seeking feedback, and continuously looking for ways to improve the client experience. Law firms should encourage open communication and collaboration among team members to ensure that every client receives the best possible service. 8. Implement Feedback Mechanisms Client feedback is invaluable for understanding how well your firm is meeting client expectations and where there is room for improvement. Law firms should implement feedback mechanisms such as surveys, follow-up calls, and review requests. And it should not end there—acting on client feedback is essential to demonstrate that the firm values their input and is committed to enhancing their experience. 9. Build Long-Term Relationships Building long-term relationships with clients goes beyond resolving their immediate legal issues. Law firms should strive to be a trusted advisor for clients, offering support and guidance even after a case or transaction is closed. This could involve regular check-ins, providing updates on relevant legal developments, and offering additional services as needed. 10. Highlight Success Stories Sharing success stories and case studies can be a powerful way to engage clients and build trust. Highlighting how your firm has successfully helped other clients can provide reassurance and demonstrate your experience. Success stories can be shared on your website, in newsletters, and on social media to showcase the positive impact your firm has had on clients’ lives. Effective client engagement is crucial for law firms aiming to build lasting relationships and achieve long-term success. By understanding the client journey, law firms can enhance their client engagement strategies and stand out in a competitive market. Investing in these strategies not only improves client satisfaction but also drives growth and fosters a loyal client base. For law firms looking to delve deeper into these concepts, our upcoming online course on client journey mapping offers comprehensive insights and practical tools to master client engagement and elevate your firm’s success. Stay tuned for more information and enroll to transform your client engagement approach.

It’s reported that 69% of employees are more likely to stay with a company for three years if they received a great onboarding experience. First impressions matter, especially when it comes to new hire onboarding. A strong onboarding experience sets the tone for an employee’s journey, significantly impacting retention, productivity, and engagement. But here’s the problem: Most companies miss the mark. Whether it’s due to a lack of time, resources, or a structured plan, onboarding gaps often lead to disengagement and early turnover. So, how can HR teams make onboarding more efficient and enjoyable? Let’s dive into five best practices that will turn your new hires into long-term, engaged employees. What is Involved in Onboarding? Onboarding isn’t just about paperwork and introductions. Onboarding is a structured process that helps new hires adjust to their roles, understand company culture, and hit the ground running. A successful onboarding program includes: Preboarding: Ensuring paperwork, I-9s, background checks, and technology setup are completed before day one. Orientation: Introducing new hires to company values, policies, and their team. Training: Providing role-specific knowledge, compliance education, and career development resources. Integration: Encouraging social connections and mentorship to help new employees feel welcomed. Continuous Support: Regular check-ins, performance goals, and career development opportunities. By structuring onboarding thoughtfully, companies set employees up for success from day one. Why is Onboarding Important? Onboarding is the foundation an employee builds on during their time at a company. If the foundation is shaky, the employee will likely have a harder time finding results. A well-structured onboarding program is important because it should: Improve retention: Employees who feel supported are more likely to stay. Boost productivity: New hires get up to speed faster with the right training and resources. Enhance company culture: Fostering early engagement strengthens team connections. Reduce compliance risks: Ensuring proper documentation and legal adherence prevents costly mistakes. Most importantly, onboarding helps create a sense of belonging—when employees feel valued and understand their role’s impact, they feel pride in their work and are motivated to continue chasing new goals. Now that we understand the “why” behind onboarding, it’s time to explore the “how” with some best practices to ensure new hire onboarding success. Five Best Practices for New Hire Onboarding Success 1. Ditch Generic Training—Make It Role-Specific Nobody wants to sit through hours of irrelevant training. New hires should receive training that is tailored to their specific roles rather than generic content that is vague or too surface-level for what they will actually be doing day-to-day. Effective training includes: Role-specific learning: Aligning training with job responsibilities to accelerate performance. Preboarding assessments: Identifying knowledge gaps before the start date for a personalized learning plan. Interactive learning: Hands-on exercises, shadowing, and mentorship programs to reinforce skills. Role-specific training helps new hires gain confidence and become productive members of the team faster. Plus, using a learning management system makes it easy to customize training plans, track progress, and ensure every employee gets the knowledge they need to succeed. 2. Conduct Thorough Background Screening Onboarding success can actually start before day one. Background screening is a critical step in ensuring you have the right hires with the right qualifications. Your background screening process should involve: Role-specific checks: One-size-fits-all checks won’t fly for certain specialized roles. It’s important to customize your background checks to be role-specific so that you get the most out of them. Efficient screening solutions: Background checks shouldn’t be what’s slowing down your hiring. You should have a background screening solution that can keep up with your hiring needs. Transparent Communication: Being transparent with candidates helps establish trust and avoid frustrations. Staying compliant: Understand federal and specific state regulations to ensure that you are following compliant screening processes. By completing a thorough and specific background check, you can be confident that your new hire is qualified and ready for the rest of the onboarding process. 3. Get Your Paperwork (and Process) in Order HR teams already handle enough paperwork, but onboarding is the best time to ensure proper organization and compliance so you don’t have to retrace your steps later on if you end up facing an audit. Key areas to focus on include: Form I-9 Management: Small mistakes can lead to big fines, so it’s important to double-check that your I-9s are completed correctly or use a solution that helps you ensure I-9 compliance. Automated Task Reminders: Ensure deadlines for required documents and training modules are met. Go Electronic: If you’re still paper-based, consider looking into electronic document management for easier organization. When documentation is well-managed, HR teams can focus more on engaging new employees rather than chasing down paperwork. 4. Make Team Integration a Priority New hires should feel like part of the team from day one. Developing new connections is one of the most exciting and rewarding parts of starting a new role, and you can help them build strong relationships by: Assigning mentors or onboarding buddies to provide guidance and answer questions. Hosting a virtual or in-person lunch where team members can casually chat and get to know each other outside of work topics. Assigning a “first-week project” that encourages collaboration with different team members and gives them an early win. Setting up a “get to know you” survey to match new hires with colleagues with similar interests or hobbies. A supportive team dynamic makes for better results. When new employees feel comfortable, they are more likely to ask questions and not be afraid to speak up, which helps speed up their onboarding process. 5. Follow Up with Clear Goals and Check-Ins Onboarding shouldn’t stop after the first week. Continuous support is the secret to long-term success, and there are several ways you can make sure your new hire is thriving by: Setting 30-, 60-, and 90-day goals to provide achievable milestones and track progress. Conducting regular check-ins to address concerns, offer feedback, and provide support. Gathering feedback on the onboarding process to make improvements for future hires. Providing additional training and development opportunities to help them grow in their role. Consistent follow-up shows that you care about the employee’s growth early on and helps remind them of their onboarding goals so that they continue actively working toward achieving them. 6. What Happens After Onboarding? Now that onboarding is complete, it’s time to keep the momentum going. A strong start is important, but long-term engagement and career development are what truly drive retention and success. Here’s how to ensure employees continue to grow and thrive: Performance Reviews: Establish structured feedback sessions with clear, actionable insights. Set personalized growth plans that align with both company objectives and individual career aspirations. Ongoing Training & Development: Offer continuous learning opportunities, such as skills workshops, cross-training programs, or certifications, to keep employees engaged and evolving in their roles. Mentorship & Career Growth: Connect employees with mentors who can provide guidance, career advice, and leadership development opportunities. Encourage networking within the company to foster collaboration and internal mobility. Employee Engagement Initiatives: Keep employees motivated through recognition programs, peer appreciation, and team-building activities. Cultivate a culture of transparency, inclusivity, and open communication. Investing in long-term employee development helps sustain motivation and drive business success. How to Build Better Onboarding Today Onboarding involves many moving parts, and having the right tools makes all the difference. A seamless process not only ensures compliance but also enhances employee engagement and retention. Mitratech’s HR solutions help streamline and optimize every stage of onboarding, including: Background Screening: Quickly and efficiently verify new hires while ensuring compliance. I-9 Management: Simplify employment eligibility verification and maintain accurate records. Learning Management: Provide structured training programs that set employees up for success. And More! For onboarding and beyond, our HR and compliance solutions are designed to make things simple for HR teams.

Key issues raised in current debates about the ROI of AI, including initial setup costs, quality control, and how to assess its true value As AI-powered tools continue to enter legal services and corporate compliance, a recurring question is, “Is AI worth it?” The initial expenses associated with AI adoption—including onboarding and integration—can seem daunting. However, with a strategic approach, AI can achieve significant returns on ROI and streamline document review processes. We’ll explore some of the concerns raised in online discussion, including: Doubts about AI’s value due to set up, training, and sampling costs. Additional QC requirements when using AI. The preference for paying human reviewers over AI tools. AI Costs: Barrier or Investment? A frequent concern is the upfront cost of implementing AI: the price of setting up the tool, training algorithms, fine-tuning workflows, and ensuring consistent quality control. It’s worth considering whether these “hidden costs” of AI are any different from the learning curve and investment needed when onboarding and deploying large teams of human reviewers. Are we unfairly holding AI to a higher standard of efficiency and reliability than we do manual processes? While AI requires oversight, it also accelerates insights such as potential classification or review priority, allowing teams to focus their energy on strategy rather than review. Is AI Worth the Effort? Critics argue that AI adds complexity to the document review process by adding workflows for each classification instead of relying on a team of people to decipher multiple classifications while looking at a single document. This is a question of which is more efficient: 1. one workflow that assigns multiple designations about a document (human review), or 2. multiple specialized workflows that each make one determination? Perhaps this question of whether AI is worth the effort is not a one-size-fits-all question and rather is best answered on a matter-by-matter basis. Why Use People for Tasks Better Suited for Technology? A recurring critique is the preference to pay for first-level reviewers instead of AI solutions. This raises a critical question: Why do organizations hesitate to invest in scalable technology while continuing to rely heavily on human resources? Is it a matter of trust? Many leaders are comfortable with traditional workflows, valuing the perceived reliability of human review. However, this approach doesn’t account for the increasing scale of modern data challenges, where AI excels by processing terabytes of information in hours that would be drudgery and exceedingly difficult for humans to accomplish. Is this default for using people for all tasks (instead of using people where they excel) over AI holding us back from greater efficiency and cost savings? Conclusion: What Does “Expensive” Really Mean? When we say AI is expensive, what do we mean? Is it the dollar amount attached to licensing a tool, or is it the perceived risk of stepping outside traditional methods? And how do we measure “expensive” against the cost of human error, inadvertent production of protected information, or missed deadlines? Perhaps the question isn’t whether AI is too expensive—but rather have we defined its value correctly in the first place. Consider the following stories of clients who used AI to cut document review costs in large, complex matters. A global pharmaceutical company used Lighthouse AI on a group of related matters. This enabled the company to reuse a total of 26K previous privilege coding decisions, avoiding inadvertent disclosures and heading off potential challenges from opposing counsel. An Am Law 200 law firm used Lighthouse AI to meet their strict production deadline and deliver results and value to their client. Using AI-enabled workflows, outside counsel saved 400+ hours of attorney privilege review time and $25K in contract review attorney costs. As debates around AI in document review evolve, the conversation is far from over. Rather than providing a definitive answer, we encourage you to reflect: What does “expensive” mean for your organization? Is it the upfront investment—or the opportunity cost of staying the same? The decision to adopt AI isn’t just about numbers. It’s about rethinking how we measure value in a world where the scale and complexity of data are constantly growing. 

When I speak with law firms, two topics come up over and over again—the practical implementation of AI in the practice of law and the challenge of attracting and retaining talent. Law firms, like all businesses, are in a constant battle for top talent. But when people join a firm—whether as young and enthusiastic lawyers or seasoned practitioners—what is it that truly keeps them there? Yes, they’ll consider compensation, benefits, remote work flexibility, and other perks. But more than anything, they’re looking for that elusive “good fit.” And what does “fit” really mean? It’s not about whether they mirror existing personalities or follow firm traditions. Instead, it’s about belonging—a workplace where they feel valued, can show up as their authentic selves, and see their contributions recognized and celebrated. Many firms focus on those external incentives—the pay, perks, and policies—but the internal culture and community are what truly set firms apart. So, here’s the real question: Do you know if your firm offers a strong internal community? Do your employees feel connected and engaged, even in hybrid or remote settings? Do they see a clear growth path and feel like their voices matter? Have you intentionally built a culture of mentorship and collaboration? Because at the end of the day, firms that invest in culture as much as they do in compensation are the ones that win the war for talent. So how can firms move beyond assuming they have a strong internal culture and actually measure and improve it? The first step is understanding who you are as a firm—not just in terms of your leadership, but across every level of your organization. Do you truly know what your lawyers and professionals value and what keeps them engaged? Many firms never actually ask. The best firms take the time to measure and assess their internal culture, whether through surveys, focus groups, or structured conversations that provide real insights into what’s working—and what’s not. But the most successful firms? They empower their folks to help shape what comes next. Rather than rolling out top-down initiatives, firms that engage their lawyers and professionals in defining their own focus areas are far more likely to see meaningful progress. Because a one-size-fits-all approach doesn’t work—what resonates in one country or practice group might not be relevant elsewhere. Firms that commit to gathering data, defining priorities, and fostering ongoing dialogue create cultures that people want to stay in and contribute to. Okay, so here’s your challenge: When was the last time your firm asked its lawyers and professionals what makes them feel engaged? Are you relying on assumptions, or do you have real insights into what your people need? (Truly ask yourself this question—it’s much easier to tell yourself that you already know what people want than to ask them, but you MUST ask them) How are you empowering them to shape their workplace, rather than just expecting them to adapt to it? Because the firms that get this right won’t just attract talent—they’ll keep it.

California leads the way with new AI laws promoting transparency, privacy and ethical practices across various industries. January 1, 2025, marked the start of a series of significant AI laws going into effect in California. California’s 18 new AI laws represent a significant step toward regulating this space, establishing requirements regarding deepfake technology, AI transparency, data privacy and use of AI in the health care arena. These laws reinforce the state’s desire to be a pioneer in this space. This article provides a detailed look at the enacted legislation, addresses compliance timelines and serves as a guide for businesses as they navigate compliance with California’s evolving AI landscape. New California Laws Enacted to Keep AI in Check California’s new laws seek to keep AI in check across a wide range of industries, including social media, entertainment, health care, elections and more. Of the 38 AI bills that were sent to the California Governor Gavin Newsom, 18 were signed into law. In this article, we highlight both broad and industry-specific laws that may impact businesses, such as mandates for AI transparency, consumer data protections, safeguards against misuse of AI in media and health care, and the establishment of mechanisms to address emerging concerns such as neural data privacy and deceptive content in elections. These laws, including amendments to the California Consumer Privacy Act (CCPA) and specific requirements for AI training data, generative AI (gen AI) disclosures and content labeling, impose new compliance obligations that span a range of sectors, demanding significant operational and technological adjustments. Generally, enforcement from state agencies will come in the form of informal inquiries and formal enforcement actions seeking injunctive relief, fines and, in some cases, criminal penalties. While some laws permit a private right of action, most of the laws focus on state oversight to keep AI transparent and protect the public from misuse. Of the 18 laws signed into law, SB 926, AB 1836, AB 2655 and AB 2839 include a private right of action, whereas the remaining laws are either silent on this issue or explicitly prohibit it. In this update, we break down California’s latest AI laws with accessible summary charts covering each law’s code, key details, effective dates, and must-know deadlines along with actionable steps to help with your compliance program. We also spotlight notable bills that Gov. Newsom vetoed. Legislation Enacted into Law General Enacted AI Legislation There are two critical general AI laws that were enacted in this session: AB 2885 and AB 2013. AB2885 establishes a standard definition of AI, while AB 2013 requires documentation regarding data used by developers to train the gen AI system or service. According to AB 2885, “Artificial intelligence” is defined as an “engineered or machine-based system that varies in its level of autonomy and that can, for explicit or implicit objectives, infer from the input it receives how to generate outputs that can influence physical or virtual environments.” AB 2013 imposes a host of new compliance obligations on developers, as it requires developers to post a high-level summary of the datasets used to train the generative AI system or service on their website. Social Media, Politics and Entertainment AI Legislation Eight new laws fall into this category. They encompass laws intended to protect performers’ rights, prohibit non-consensual deepfake pornography, and extend the laws addressing child sexual abuse materials to AI-generated materials and the use of deceptive AI-generated content in the political context. AB 1831, effective January 1, 2025, expands the scope of existing child pornography laws to include content that is digitally altered or generated by AI systems. This law overlaps with SB 926. SB 926, effective January 1, 2025, criminalizes the creation and distribution of non-consensual deep fake pornography in California. It specifically prohibits distributing realistic deep fake intimate images without consent if the distributor knew or should have known it would cause serious emotional distress. It applies to individuals and businesses in California involved in distributing such images, except those under 18. Victims have a private right of action, allowing them to sue for damages if their images are shared without consent. Enforced by the California Attorney General, violations range from civil penalties, fines or criminal charges, depending on the offense’s severity. SB 981, effective January 1, 2025, requires social media platforms in California to establish reporting tools for users to report cases of sexually explicit digital identity theft. It defines “sexually explicit digital identity theft” as unauthorized, digitally altered images or videos of a person that depict intimate acts or body parts in a way that appears authentic. Platforms must temporarily hide reported content from public view, confirm receipt of the report within 48 hours and provide a status update within seven days. Platforms must complete their assessment within 30 days, extendable to 60 days in certain cases. While the law does not specify penalties or civil liability for noncompliance, failure to meet its requirements could result in legal challenges. AB 2602, effective January 1, 2025, protects individuals from unauthorized use of their digital replicas in personal or professional service contracts. The law applies to new performances, fixed on or after January 1, 2025, allowing digital replicas of a person’s voice or likeness, making such provisions unenforceable if they replace live performances, lack specific usage descriptions, and if the individual was not represented by legal counsel or a union. The enforcement will be by the Division of Labor Standards Enforcement within the Department of Industrial Relations under the direction of the Labor Commissioner. AB 1836, effective January 1, 2025, restricts the use of digital replicas of deceased personalities for commercial purposes without prior consent from their estate, with protections applying retroactively. Violators may be liable for $10,000 or the actual damages suffered, and enforcement is handled through civil litigation. Exceptions to the consent requirement include uses for news, satire, scholarship, documentaries, fleeting appearances or in specific advertisements. The law provides a private right of action, allowing estates to protect a deceased individual’s likeness for up to 70 years after their death. AB 2655, effective January 1, 2025, mandates that large online platforms block or label “materially deceptive” election-related content, particularly deep fakes that could harm a candidate’s reputation or election chances. The law applies to platforms with over one million California users and requires rapid removal of flagged deceptive content within 72 hours, along with labeling tools for identifying false or inauthentic content leading up to elections. Exemptions apply to satire, parody and certain media publications. Candidates, officials and California’s Attorney General may seek injunctive relief, and candidates depicted in deceptive content can file lawsuits for damages. This law, like AB 2839, has been challenged in court, and is currently subject to a stipulated stay of enforcement. AB 2839, effective September 17, 2024, regulates deceptive AI-generated content in election advertisements in California. It prohibits distributing “materially deceptive” content likely to harm a candidate’s reputation or electoral chances, with exceptions for satire, parody and candidates portraying themselves if properly disclosed. The law applies this prohibition within 120 days of an election in California and, in specified cases, 60 days after an election. Candidates and election officials can file for injunctions and seek equitable relief against those distributing misleading content, though the law does not provide for damages. Following a legal challenge, a federal judge substantially limited the law’s scope, allowing only the audio message disclosure requirement to stand, while blocking other provisions due to First Amendment concerns. AB 2355, effective January 1, 2025, mandates clear disclosures on political ads generated or significantly altered by AI, aiming to prevent undisclosed AI use that could mislead voters. This law applies to a specific subset of political ads involving AI-generated or modified images, audio or video, covering ads related to federal, state, or local candidates and ballot measures. Disclosures must state, “Ad generated or substantially altered using artificial intelligence” in a clear format appropriate to the ad’s medium. The law is enforced by the Fair Political Practices Commission, which can impose fines up to $5,000 per violation, though it doesn’t grant a private right of action. Exemptions are provided for genuine news organizations, satire, parody and live news coverage with proper disclosure. Health Care Services—AI Legislation Three new laws regulate the use of AI in connection with health care services, communicating with patients, making medical decisions, and protecting neural and biological data privacy. AB 3030, effective January 1, 2025, requires health care providers using gen AI for patient communications to include a disclaimer indicating AI involvement and instructions for contacting a human health care provider. This law applies to hospitals, clinics and physician offices that use AI to communicate clinical information. Exemptions apply to communications reviewed by a licensed human health care provider. Enforcement falls under the Medical Board of California and the Osteopathic Medical Board, with no private right of action specified. SB 1120, effective January 1, 2025, mandates that only physicians, not AI systems, can make final decisions regarding medical necessity in health insurance utilization reviews. While AI can support administrative tasks, it cannot independently determine medical necessity. Health insurers and health care plans must also disclose when AI is involved in these processes. The California Department of Managed Health Care enforces the law, with penalties for noncompliance, but there is no private right of action. Data Privacy AI Legislation Three other laws address the intersection of AI and data privacy, clarifying that AI-generated data is treated as personal information, requiring disclosures about AI-generated content, and regulating calls involving AI. SB 1223. As neurotechnology advances, Colorado and California have introduced laws to protect neural and biological data privacy. Colorado’s law, effective August 2024, adds protections for “biological” and “neural data” under the Colorado Privacy Act, applying to businesses with large-scale data processing in the state. Similarly, California’s law, effective January 1, 2025, amends the CCPA to categorize neural data as sensitive personal information, with new limits on its use. Both laws require businesses to obtain consent before processing neural data and provide opt-out options for consumers, especially for advertising or profiling purposes. Enforcement will be handled by each state’s attorney general, with penalties for noncompliance, though neither law provides a private right of action for individuals. AB 1008, effective January 1, 2025, updates the CCPA to clarify that AI-generated data is treated as personal information. This law applies to businesses using AI systems capable of generating or processing personal data, requiring them to give consumers the same rights for AI data as for other personal information. California’s AB 1008 acknowledges that AI can create personal data by learning from existing information, mentioning real people in its responses, or guessing details about them. The law ensures that any personal data AI generates is protected just like regular personal information. The California Attorney General and California Privacy Protection Agency will enforce the law, with penalties including civil fines based on violation severity. Although AB 1008 does not grant a separate private right of action, consumers can still sue for data breaches under CCPA protections. SB 942, effective on January 1, 2026, requires “covered providers,” as defined, to provide users with tools to identify AI-generated content that is clear and conspicuous. To comply, these covered providers must offer a free AI detection tool that allows users to assess whether an image, video, audio or a mix of these was made or changed by the provider’s AI system. The law also requires companies to give users the option to add a clear and noticeable label to the images, videos, audio or any mix of these if they were created or altered by the company’s AI. This label must be easy to understand and suited to the type of content. Violations can incur civil penalties of $5,000 per violation, enforceable by the Attorney General or local authorities, although there is no private right of action included. AB 2905, effective January 1, 2025, regulates the use of automatic dialing-announcing devices with artificial voices in California. It applies to telecommunications companies and any entity using prerecorded messages generated or altered by AI for phone calls. To comply, businesses must first notify the recipient with a natural voice that an artificial voice will follow, along with details on the call’s nature, and provide contact information. Consent is required before playing the message. The California Public Utilities Commission enforces the law, with criminal penalties for violations, though there is no private right of action. Government and Education AI Legislation Three laws address the use of AI by government and in schools. SB 896, also known as the “Generative Artificial Intelligence Accountability Act,” regulates California state agencies’ use of gen AI. It requires the Office of Emergency Services to assess gen AI’s risks to critical infrastructure, including potential mass casualty events, with annual reports to the Legislature. Agencies must disclose AI-generated communications and provide human contact options. The Department of Technology must annually update the governor on gen AI developments to ensure transparency, accountability and public safety. AB 2876. The Instructional Quality Commission is tasked to incorporate Model Library Standards, which include media literacy and AI literacy into California’s K-12 curriculum during its next revision after January 1, 2024. They must also consider including media literacy content in the mathematics, science and history-social-science instructional materials when they are adopted January 1, 2025. SB 1288 requires the Superintendent of Public Instruction to establish a working group focused on the safe and effective use of AI in public schools. The group must develop guidance by January 1, 2026, and model policies by July 1, 2026, addressing academic integrity, data privacy and equity. They are also tasked with evaluating current and future AI developments in education. A final report with findings and recommendations is to be submitted to the Legislature by January 1, 2027. Vetoed AI Legislation AB 1949, which was vetoed on November 28, 2024, aimed to restrict the use of minors’ data by requiring parental or self-consent for data processing and would have empowered the California Privacy Protection Agency (CPPA) to regulate such data use. The bill would have strengthened privacy protections for anyone under 18 by stopping businesses from collecting, using, sharing or selling their personal data without permission. Teens aged 13 to 17 would have been required to give their own consent, while kids under 13 would have required a parent or guardian to give consent. Another bill, SB 1047, known as the Safe and Secure Innovation for Frontier Artificial Intelligence Models Act, also faced veto. If enacted, SB 1047 would have held tech companies legally responsible for harms caused by AI models. It would have also required them to implement a “kill switch” to disable AI systems if they were misused or became uncontrollable. Both bills were designed to enhance protections in emerging technology fields, particularly around data privacy and the safe use of AI. Conclusion/Next Steps California’s new AI laws set regulations for artificial intelligence use in various industries, potentially setting a precedent for other states. These enacted laws aim to protect consumers and strengthen data privacy measures. They further emphasize California’s commitment to safeguarding consumer interests. As compliance obligations commenced in January 2025, companies operating in California must act quickly to ensure that appropriate compliance controls are implemented. Companies should also anticipate that this is only the beginning, and that subsequent legislative sessions, both within and outside California, will likely spawn even more AI legislation. 

Let’s face it: in today’s market, being an excellent lawyer isn’t enough. Your clients aren’t just seeking legal acumen—they’re craving an experience that makes them feel understood, valued, and supported throughout their legal journey. The secret sauce? Personalization that transforms routine client interactions into meaningful relationships. Think of client personalization as tailoring a bespoke suit rather than picking one off the rack. Every client brings unique concerns, aspirations, and anxieties to your firm. Your ability to recognize and respond to these individual needs can make the difference between a satisfied client and a passionate advocate for your practice. Let’s dive into five game-changing strategies that will elevate your client experience at every touchpoint: Awareness: From Generic Marketing to Magnetic Messaging Gone are the days of broadcasting generic legal content into the void. Today’s clients can smell cookie-cutter content from a mile away. Instead, imagine this: Your family law practice creates a series of targeted resources that speak directly to your clients’ midnight worries—from that first thought of divorce to concerns about co-parenting arrangements. Each piece of content feels like a conversation rather than a lecture, addressing specific pain points with empathy and experience. For corporate-focused firms, develop sophisticated thought leadership campaigns that anticipate market shifts. (Campaign = more than one piece of content, by the way.) Imagine creating a multi-channel initiative targeting C-suite executives in the renewable energy sector: Your content strategically combines regulatory insight updates, sector-specific ESG compliance guides, and invitation-only virtual roundtables on emerging clean energy legislation. When a potential client engages with your analysis of recent EPA guidelines, your team follows up with tailored insights on how these changes specifically impact their operations and growth strategies. Pro Tip: Don’t just send newsletters; craft strategic content ecosystems. When a prospect engages with any piece of content, follow up with personalized insights that demonstrate your understanding of their industry position and specific challenges. For corporate clients, this might mean connecting recent regulatory changes to their expansion plans; for individual clients, it could be linking legal guidelines to their personal circumstances. Consideration: Turn Consultations into Conversations First consultations shouldn’t feel like interrogations. Transform these crucial meetings into strategic discussions that showcase your preparation and insight. For individual clients: A couple seeking estate planning walks in for a consultation. Instead of generic questions, you’ve already analyzed their current financials as well as publicly available business interests, and prepared targeted recommendations about trust structures that align with their philanthropic goals and family dynamics. For corporate clients: A multinational tech company seeks counsel on cross-border data privacy compliance. Before the first meeting, your team has prepared a comprehensive analysis of their current market presence, regulatory exposure across jurisdictions, and potential growth territories. You arrive with a preliminary gap analysis and strategic roadmap, demonstrating your understanding of their legal challenges and business objectives. Pro Tip: Use technology to your advantage. Implement pre-consultation questionnaires that gather crucial information, but make them intelligent—adapting follow-up questions based on initial responses. This shows respect for your clients’ time while gathering the insights needed to make every minute of the consultation count. Onboarding: Welcome Experiences That Drive Engagement Your client’s decision to choose your firm deserves more than a standard welcome email. Create an onboarding experience that sets the tone for your entire relationship. For individual clients: Deliver a personalized digital portal that includes: Interactive timelines of their legal journey Educational resources tailored to their specific case Secure document sharing and e-signature capabilities Direct scheduling access to their legal team For corporate clients: Launch a comprehensive onboarding program featuring: Executive briefing documents outlining strategic approaches to their legal challenges Custom compliance dashboards integrating with their existing risk management systems Dedicated client success team introductions and communication protocols Training sessions for their in-house legal team on your collaborative tools Quarterly strategy alignment sessions Pro Tip: Create onboarding workflows that adapt to client sophistication levels. Use AI-driven systems to customize the depth and complexity of materials based on client engagement patterns. Retention: Strategic Partnership Management Regular updates shouldn’t feel like routine maintenance. Transform your client communications into strategic touchpoints that demonstrate your ongoing commitment to their success: For individual clients: Implement milestone-based check-ins that combine case updates with proactive legal wellness reviews. For instance, after completing a real estate transaction, schedule quarterly reviews to discuss property tax planning, assessment challenges, or development opportunities. For corporate clients: Establish a comprehensive client success program: Monthly strategy sessions that align legal initiatives with business objectives Quarterly business reviews featuring trend analysis and proactive risk management Custom regulatory monitoring dashboards Early warning systems for emerging legal challenges in their sector Access to exclusive thought leadership events and peer networking opportunities Pro Tip: Leverage data analytics to predict client needs and proactively address concerns before they arise. Use interaction patterns and industry trends to customize the frequency and depth of your communications. Advocacy: Cultivating Strategic Partnerships The conclusion of a matter isn’t the end of your relationship—it’s an opportunity to transform a satisfied client into a strategic partner and advocate: For individual clients: Create personalized case completion packages that include: Handwritten notes highlighting collaborative victories Preventive legal care checklists tailored to their future needs Exclusive access to client appreciation events Referral program benefits that acknowledge their trust in your firm For corporate clients: Develop strategic partnership programs featuring: Executive summaries of achieved outcomes and strategic implications Custom ROI analysis of legal initiatives Invitation to join your client advisory board Co-creation opportunities for thought leadership content Priority access to new service offerings and legal tech innovations Structured feedback programs that influence your service development And don’t underestimate the power of a handwritten note here too Pro Tip: Use client success stories strategically. Work with your advocates to create case studies that resonate with their peer group, positioning both your firm and your client as industry innovators. The Bottom Line: Personalization as a Strategic Advantage In a saturated and highly-competitive legal market, personalization isn’t just a differentiator—it’s a strategic imperative. By crafting tailored experiences at every stage of the client journey, you’re not just building a practice; you’re creating an ecosystem of loyal clients who view your firm as an indispensable strategic partner. Remember: Every client touchpoint is an opportunity to demonstrate that you’re not just another law firm—you’re their trusted advisor, uniquely positioned to advance their interests and committed to their success. Ready to transform your client experience? Start by mapping your current client journey and identifying opportunities for strategic personalization. Your future client relationships (and your firm’s market position) will reflect the investment.

About half of lateral partner moves involve a search firm, according to the 2023 Lateral Partner Satisfaction Survey. Engaging a recruiter isn’t just commonplace, it’s often critical, as search firms have access to networks (and marketplace buzz) that law firms do not. Recruiters are an investment, typically commanding placement fees in the healthy six figures; an AmLaw 50 lateral partner’s headhunting fee averages $598,400. But given that 64 percent of lateral partners will fail to bring their promised book of business, and that 48 percent of laterals will leave within five years, how can law firms maximize their recruiter ROI? After screening thousands of lateral partner candidates—a significant number represented by highly professional recruiters and recruiting firms—we have 10 questions you should be asking to help distinguish the best from the rest: What is the hiring rationale? Why are you bringing this specific candidate to our specific firm? Why are we a good fit for their book of business, industry expertise, practice specialty? How will they advance our goals? The right recruiter will have a working knowledge of your firm’s strengths, and even without a copy of your strategic plan, can articulate why this hire makes sense for both sides. How was this candidate sourced? It’s important to understand the basis of the initial contact: Is this truly a strategic candidate who’s looking seriously at firms like yours, or is this a friend-of-a-friend situation where the search firm is tossing out some breadcrumbs and hoping for a bite? What does the book of business look like? Firms must go beyond composite numbers; a “$5 million book” doesn’t provide enough context for a real assessment. Keep in mind that on average, lateral partner candidates claim to port about 57 percent of the clients they list on their lateral partner questionnaires; the actual portability rate is about 35 percent. If that $5 million book is all tied to one client, odds are against it all coming to your firm. Who filled out this Lateral Partner Questionnaire? When we are screening candidates, it is consistently surprising how many LPQs are actually completed by search firms, not the candidates themselves. Not only is this borderline unethical, it often results in inconsistencies between the LPQ and any kind of screening, making due diligence a longer and more cumbersome process. What are the candidate’s strengths and weaknesses? No candidate is perfect, and the right recruiter should be forthright and transparent. Savvy search firms will have some constructive feedback on even senior rainmaker candidates; if your recruiter presents laterals as too good to be true, they probably are. What questions do you have for us? Another red flag: the recruiter who only wants to talk and never wants to listen. Again, you don’t have to give the search firm your strategic plan, but the right recruiter will show genuine curiosity, not just Google research. They will want to know about the strategic fit, practice area and cross-selling potential—not just for this client, but for future connections, too. How do you define “data”? Some search firms are following the Big Data trend and purporting to offer quantitative screening or proprietary analytics. This should be viewed skeptically, and law firms should absolutely ask to see the math. Search firms are not in the business of gathering independent intelligence; far too often this “data” takes the form of surveys or candidate-provided information. How are you incentivized for long-term success? While every search firm is different, it’s common for recruiters to receive their fees shortly after the lateral partner joins. However, it can take a while to onboard the lawyer and even longer to realize there may be issues with client portability, cultural fit or bad behavior. Granting refunds within months isn’t long enough; law firms should ask for consideration periods of at least 18 to 24 months. Where else are you presenting this candidate? As we said, you want to work with search firms that know your business and bring you lateral partners that fit into your strategic plan and culture. If that is truly what they are doing, they will not be shopping candidates all over the market; what makes a great fit at Firm A can make little sense at Firm B. On a related and crucial note: What’s your timeline? Resist the fire-sale lateral, and run from any search firm that uses strong-arm tactics to pressure you into hiring a candidate quickly. Whether it’s an artificial deadline or buzz about the competition, hurried moves don’t allow you to conduct the necessary pre-hire due diligence that keeps out problematic partners. Ask for the timeframe you need for both due diligence and strategic planning, and be prepared to walk away if the recruiter will not honor it. Even with the very best search firms, we offer two caveats: Let your recruiters bring you candidates; use data to strategically grow identified needs. Recruiters play an important role connecting law firms with laterals who want to move; these transactions make the most of search firms’ networks and expertise. However, when it comes to filling a talent pipeline—and sourcing talent for an office, practice or industry team—it’s far more effective to apply a strategic, data-driven approach that takes into account the entire market, such as Decipher’s custom talent playbooks. Trust but verify. Your search firms should screen candidates before they introduce you, but this is no substitute for true due diligence. Comprehensive due diligence should incorporate objective intelligence as well as human intelligence, but above all, it should be conducted by an independent resource with no financial tie to the ultimate result. Decipher offers three levels of pre-hire due diligence that protect your firm’s revenue and reputation.