Images
Ed.
note:
This
article
first
appeared
in
an
ILTA
publication.
When
law
firms
discuss
technology
adoption,
the
spotlight
typically
falls
on
lawyers
or
partners
as
the
primary
decision-makers
whose
buy-in
determines
a
rollout’s
level
of
success.
However,
the
support
of
a
different
type
of
legal
professional
is
equally
critical
for
ensuring
successful,
long-term
technology
adoption:
administrative
professionals.
Admins
often
serve
as
the
quiet
bridge
holding
all
the
moving
parts
of
a
law
firm
(and
its
clientele)
together.
With
unique
insight
into
the
workflows
of
different
practice
groups
and
office
culture,
they
understand
how
both
non-partner
attorneys
and
partners
operate,
and
where
those
workflows
intersect.
Their
interdepartmental
perspective
makes
them
natural
connectors
who
can
spot
adoption
challenges
long
before
they
become
firmwide
frustrations.
The
Nuance
of
Generational
Shifts
One
nuanced
observation
in
conversations
about
multi-generational
legal
workspaces
is
that
younger
attorneys
today
are
more
independent
than
their
predecessors.
They
rely
less
on
administrative
support
staff.
They
draft
their
own
documents,
manage
their
calendars,
and
navigate
systems
independently.
This
shift,
however,
does
not
mean
that
admin
staff
are
any
less
vital.
Partners
and
associates
alike
still
take
cues
from
trusted
staff
who
normalize
new
workflows.
At
the
same
time,
a
new
generation
of
administrative
professionals
is
entering
the
legal
sector.
Many
are
navigating
evolving
expectations
in
their
roles,
balancing
traditional
support
functions
with
new
responsibilities
tied
to
technology,
process
efficiency,
and
client
service.
Just
as
younger
attorneys
are
redefining
how
support
looks
in
legal
practices,
these
new
administrative
professionals
are
redefining
how
support
is
delivered,
and
when
empowered
with
training
and
visibility,
they
can
become
powerful
allies
in
driving
adoption.
Why
Administrative
Professionals
Matter
in
Adoption
Administrative
professionals
sit
in
a
unique
position
within
law
firms.
They
sit
at
the
intersection
of
workflows,
practice
groups,
and
attorney
levels,
giving
them
a
unique
perspective
that
is
invaluable
during
a
rollout.
•
Workflow
Insight:
Admins
understand
the
nuances
of
how
different
practice
groups
operate.
A
litigation
secretary
knows
the
pressure
of
tight
filing
deadlines,
while
a
corporate
secretary
might
focus
on
version
control
in
long
drafting
cycles.
These
insights
enable
them
to
quickly
identify
areas
where
a
new
system
may
cause
friction
and
help
mitigate
it.
•
Bridging
Non-Partner
Attorneys
and
Partners:
Admin
staff
often
see
both
sides.
They
understand
what
partners
prioritize
(client
demands,
efficiency,
risk
reduction)
and
what
associates
juggle
(billable
hours,
document-heavy
workflows,
balancing
learning
with
output).
This
dual
perspective
positions
them
to
bridge
adoption
gaps.
•
Trusted
Influencers:
Attorneys,
especially
partners,
often
lean
on
their
secretaries
for
day-to-day
processes.
If
an
admin
embraces
a
new
tool,
the
attorneys
they
support
are
more
likely
to
follow
suit.
Administrative
professionals
also
bring
a
diverse
range
of
experience
to
the
table.
Seasoned
administrative
staff
carry
an
institutional
memory
of
“how
things
really
get
done”
across
practice
groups,
making
them
invaluable
when
new
technologies
disrupt
long-standing
processes.
Meanwhile,
the
new
generation
of
administrative
professionals
entering
firms
is
often
more
comfortable
with
technology
while
also
navigating
changing
expectations
for
their
roles.
When
firms
empower
both
groups,
valuing
the
wisdom
of
experienced
staff
while
equipping
newer
professionals
with
tools
to
grow
into
evolving
roles,
they
create
a
stronger
bridge
for
technology
adoption
that
works
across
generations
and
practice
groups.
Challenges
When
Admins
Are
Overlooked
Unfortunately,
administrators
are
often
the
last
to
know
about
the
newest
tech
tools
decision
makers
choose
to
implement
at
their
firm.
They
must
adjust
on
the
fly,
support
attorneys
immediately,
and
keep
workflows
moving,
all
without
having
been
appropriately
included
in
the
planning.
This
approach
creates
two
significant
issues:
1.
Change
Fatigue:
Admin
professionals
are
constantly
adapting
to
new
processes
and
technologies.
Without
context
or
support,
every
rollout
can
feel
like
just
“one
more
thing,”
which
kills
morale
and
buy-in.
2.
Missed
Opportunity:
By
excluding
admins,
law
firms
lose
the
chance
to
leverage
their
insight
into
practice
group
workflows.
The
result?
Adoption
strategies
that
miss
the
mark
for
different
groups
or,
worse,
inconsistent
adoption
across
the
firm.
The
business
impact
is
real.
If
an
attorney
struggles
with
a
new
system
and
their
admin
isn’t
confident
in
it
either,
frustration
builds
quickly.
Missed
deadlines,
duplication
of
effort,
and
resistance
to
future
rollouts
all
stem
from
this
gap.
How
Firms
Can
Empower
Admin
Staff
Here
are
practical,
real-world
strategies
firms
can
use
to
position
administrative
professionals
as
technology
adoption
champions:
Admin
Inclusion
in
Pilot
Groups
•
Action:
Before
firmwide
rollouts,
include
secretaries
and
paralegals
in
pilot
testing
alongside
attorneys.
•
Impact:
Provides
admins
with
early
exposure,
enabling
them
to
anticipate
both
partner
and
non-partner
workflows
and
position
themselves
as
trusted
go-to
resources
as
adoption
scales.
•
Example:
Secretaries
who
piloted
a
new
DMS
became
the
primary
point
of
support
for
attorneys,
significantly
easing
the
rollout.
Feedback
Loops
with
Practice
Groups
•
Action:
Create
structured
channels
for
admins
to
share
adoption
challenges
by
practice
group.
•
Impact:
Surfaces
workflow
differences
early,
ensuring
adoption
strategies
feel
relevant
across
the
firm.
•
Example:
Set
up
quarterly
meetings
where
attorneys
and
admin
staff
share
what’s
working,
what’s
not,
with
new
tools.
Recognition
and
Visibility
•
Action:
Highlight
administrative
professionals
who
model
adoption
in
firm
newsletters,
town
halls,
or
rollout
communications.
•
Impact:
Sends
a
clear
message
that
admins
are
valued
partners
in
change,
encouraging
others
to
follow
their
lead.
•
Example:
Spotlight
secretaries
as
“tech
champion”
during
a
DMS
rollout,
boosting
morale
and
motivating
peers
to
adopt
faster.
Together,
these
strategies
shift
admins
from
being
“reactors”
to
becoming
drivers
of
adoption.
Stronger,
Sustainable
Adoption
When
firms
leverage
administrative
professionals
as
champions
of
change,
adoption
rates
improve
and
change
becomes
more
sustainable.
Why?
•
Consistency:
Admins
help
establish
standardization
across
practice
groups
by
reinforcing
best
practices
daily.
•
Efficiency:
Lawyers
at
all
levels
benefit
when
the
staff
who
manage
workflows
are
confident
and
equipped.
•
Inclusivity:
Recognizing
administrative
staff
as
adoption
partners
fosters
a
culture
of
shared
responsibility,
rather
than
placing
all
the
burden
on
lawyers.
•
Resiliency:
When
admins
are
trusted
champions,
they
are
more
willing
to
support
future
rollouts,
reducing
resistance
and
smoothing
the
path
for
ongoing
innovation.
The
reality
is
this:
technology
adoption
in
law
firms
is
never
just
about
the
tool
itself.
It’s
about
people,
and
the
people
who
often
make
the
difference
are
those
behind
the
scenes,
keeping
workflows
moving
no
matter
what’s
thrown
at
them.
Conclusion
For
too
long,
the
conversation
around
technology
adoption
has
centered
on
attorneys
and
partners.
However,
adoption
does
not
occur
in
a
vacuum;
it
takes
place
within
the
day-to-day
workflows
that
administrative
staff
are
most
familiar
with.
By
bringing
them
into
the
conversation
early
and
recognizing
their
impact,
firms
can
transform
admin
staff
from
passive
supporters
into
active
strategists.
They
become
the
bridge
between
partners
and
non-partners,
between
practice
groups,
and
ultimately
between
resistance
and
adoption.
So
in
your
next
rollout,
do
not
just
train
attorneys
and
hope
adoption
sticks.
Empower
the
professionals
who
keep
the
workflows
running.
Because
when
admin
staff
move
from
support
to
strategy,
everybody
wins.
Michelle
Zaman
is
a
Senior
Technology
Trainer
at
Morrison
Foerster
LLP
(MoFo),
where
she
leads
firmwide
learning
initiatives
that
drive
technology
adoption
and
innovation.
Her
background
in instructional design brings
strategic
insight
to
the
creation
of
people-centered
learning
experiences. She leverages generational
diversity
to
drive
legal
innovation
and enhance
law
firms’
long-term
sustainability. Michelle recently
joined
ILTA’s
NextGen
Legal
Innovators
Advisory
Group
to
support
and
mentor
the
next
generation
of
legal
technology
professionals.