User Support

Resources Within Reach

November 2007

A Publication of ILTA
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Inside This Issue
4 Focusing User Support and Training at the Practice Group Level
by Charlene LeMaire of Traveling Coaches, Inc.
Practice group learning is a way to help law firms become more productive and
successful. Discover the issues involved with training on the practice group level and
how the role of trainer can evolve from specialist to consultant.

6 Successful Online Learning Deliverables — It’s All About Content and Disposability
by Ann Gerbin, Tony Hartsfield and Thomas Pullen of Bryan Cave LLP
Our authors look at what is necessary to create and maintain quality training content. By
designing a catalog of disposable pieces of information, you no longer need to create
long-form manuals for your users.

9 Dis-Orientation — Are You Overwhelming New Hires with Too Much Information?
EDITOR’S NOTE
by Kahlee Brighton
Coordinating efforts with HR to develop expedient orientation strategies and introductory User support comes in so many flavors
courses adaptable to the skill levels of new employees will help build a high level of — helpdesk, new hire and continuing
enthusiasm for your ongoing learning program.
education training, just-in-time learning
11 A Roadmap for Educating Attorneys Outside the Classroom and more — you can’t pick just one.
by Michelle Spencer of Bracewell & Giuliani LLP and Tami Schiller of Jackson Walker L.L.P.
How do you determine which flavors
Trying to get attorneys into the classroom? There’s really no need when you consider some
new approaches based on “what worked and what didn’t” scenarios experienced at our work best in your organization? You
authors’ firms. could place scoops of each flavor on top
14 Just-in-Time Learning — What’s in It for Them?
of each other, but you run the risk of the
by Heather Morrow of Loeb & Loeb LLP entire stack toppling over. Or you could
Just-in-time learning puts the power of learning a new task in the users’ hands. Instead throw them all together in a blender in
of sitting in a classroom learning skills to be applied in the future, users can access
information specific to the task at hand. Our author guides us through the process and the hope you’ll make the perfect
offers tools and tips for making it successful. milkshake. Sampling each is the best
approach to help with your decision.
17 Cultivating Your Skills on the Helpdesk
by Maritta Terrell of Lloyd Gosselink Blevins Rochelle & Townsend, P.C.
Are there parallels to gardening and providing helpdesk support? You bet! Planting, We thank our authors for offering up
cultivating, weeding, landscaping, harvesting are all just part of the equation of quality
gallons of ideas, tips, techniques and
helpdesk service. Our gardener walks you through her garden and shares her insights.
scooping expertise!

Ken Hansen, Editor

ABOUT ILTA Statement of Purpose: ILTA is the

Providing technology solutions to law firms and legal departments gets more premier peer networking organization,
complex every day. Connecting with your peers to exchange ideas with those who providing information to members to
have “been there done that” has never been more valuable.
maximize the value of technology in the
For nearly three decades, the International Legal Technology Association has led the support of the legal profession.
way in sharing knowledge and experience for those faced with challenges in their
firms and legal departments. ILTA members come from firms of all sizes and all
areas of practice, all sharing a common need to have access to the latest
information about products and support services that impact the legal profession.

User Support :: 3
 by Charlene LeMaire of Traveling Coaches, Inc.

Focusing User Support and Training

At the Practice Group Level

Spend less time searching for e-mail content by using a better

There is growing interest in our industry toward a radical change in repository for shared electronic communication. As long as
training philosophy. It is moving away from “one size fits all” training to attorneys bill by the hour for the work produced, working more
an approach that focuses on each practice group within the firm and the quickly may not be viewed as beneficial.
particular needs of that group. The focus also shifts from “training” to
“learning.” The word “training” implies teaching a specific skill to an Improve the quality of life for users by focusing on efficiency.
individual or group in a traditional classroom setting, and the trainer’s The younger associate will value the time he or she can spend with
time is frequently consumed by training details (curriculum, classroom friends and family.
setup, time scheduling, etc.). Learning focuses on a partnership between Determine the business need behind this effort. The need might
educator and learner, it is more individualized, and the desired outcome be to stay ahead of competitors, improve client service delivery or
is to impact the learner’s work habits and productivity positively. other.
Before diving into this new approach: From Training Professional to Practice Group Analyst
Start slowly. Select one practice group or practice area. Pick an Once you have received management support for change, the next step
area where you have a good relationship with the users, or pick a is to change your own role. The training professional needs to become a
practice group that is already supportive of technology and practice group analyst.
understands how they can use it to improve their practice. Identify
the practice group head who is willing to motivate his or her group Analyze the business processes of the practice group. Start by
to work with you. learning more about the business of law. What is it the users you
support actually do? Take an attorney to lunch. Have the practice
Encourage learning in practice groups. Design training/education group leader educate you on what is done in that practice. Meet with a
for all members of a practice group: partners, associates, secretary and an associate. Ask questions like:
assistants and secretaries. You may need to change your thinking
and processes from training-specific to learning-focused. How do you develop new clients?

Redefine the role of the training professional. Not only is there a How do you delegate work to others?
need for a new approach to technology training, it may be time to What keeps you up at night?
rethink the role of the training professional.
How much of your client communication is done via e-mail?
Effecting Change – Getting Management Buy-In
Do you collaborate with other clients via e-mail?
To effect a change to a practice group learning focus, the training and
support professionals must first develop goals and possible positive Do you need to send documents to clients and co-counsel?
outcomes. Then they must “sell” these outcomes to management to
gain support for the change. Do you depend on the client or co-counsel to make modifications to
documents?
Some possible goals and outcomes might be: Do you need to track the changes that are made?
Spend less time producing quality documents. Better document
How do you track the e-mail messages you receive?
production skills will lead to faster and more accurate first drafts of
legal documents. Do you have an electronic filing system in place in Outlook?

4 :: November 2007
 Are you keeping paper copies in the client file? Is this a together and how technology is currently used. Hold back on changing
requirement of the court or client? things at this stage.

Listen to the answers. Don’t advise or attempt to change anything at From Training/Support Professional
the analysis stage. to Practice Group Consultant
Now that the analysis phase is complete, it’s time to consult with the
Analyze the make-up of the group. Do your homework.
practice group. This is a real shift from standing at the front of a
“Who” is “who” in this group? training room and teaching a class, to becoming a trusted advisor to a
practice group, an advocate for the group and a liaison between the
What are their backgrounds? group and the technology department of the firm.
When did they join the firm?
Consider this example of the role of the practice group consultant. In
How did they join the firm (associates, laterals, etc)? your first meetings with the practice group leader, you determine that a
goal of the practice group is to serve clients better. During the analysis
Did the whole group join the firm at once?
phase, you determine the senior attorney keeps a paper desk calendar,
In what training offerings have they participated and how long ago? the secretaries use electronic calendars and the associates use a
combination. You determine clients can be better served if everyone in
Did they attend any recent rollout training? the group uses electronic calendars to keep track of appointments,
Are they participating in any ongoing training (either classroom court dates, etc.
style or e-learning)?
As the consultant, you will work to get all practice group members to
Are they using the support offerings available at the firm? use their electronic calendar. You explore current and new technologies
that fill the need, identify the ideal workflow for using the chosen
Are they calling the helpdesk? Review the helpdesk reports to see
technology, and craft a learning plan for group members to learn the
the types of questions they are asking and the resolutions that have
skills and workflow necessary to meet the goal.
been shared with them. If there have been problems that have not
been resolved, be ready to listen to them.
Be a software consultant. Use your knowledge of current technology
and how it is used by the group to recommend software or other
Analyze group dynamics. Move to a desk in the practice group for a
technology that can better serve the group or individual group member
while. Observe the group dynamic and how the attorneys, paralegals
needs. Continue to explore emerging technologies and identify
and secretaries work together. Ask questions, listen and watch.
opportunities for meeting the established goals and outcomes. Does
the group need additional tools or can existing software be
Conduct a document analysis. You are looking for whether or not the
modified/customized to meet their needs?
documents produced by this practice group follow the firm’s best
practices approach to document production. Even though much of the
Be a workflow consultant. Have you observed something happening
secretary population of the firm has been trained on how to style and
that has caused the attorney to lose confidence in the technology? I
number a document, a document audit can tell you if they are actually
once was called to troubleshoot a situation where an attorney was
applying their skills in the documents. If the majority of the documents
frustrated with saving documents into the DMS. She believed that her
for this practice group do not follow best practices, then find out why.
documents were being lost and edits were not being saved. She swore
Find out who in the group is drafting the documents. If the that the earlier changes she had made were not evident in her
attorneys are doing most of the document drafting, they probably do documents the next time she viewed them to make additional edits.
not have the necessary skills to follow best practices. As you
discover who is producing the first drafts of documents, you can This attorney needed help. Observation of the secretary and attorney
then ask them how they go about it. Do you start with a form or revealed the work process itself was faulty. The attorney did not know
template? Do you start with an existing document and modify it to how to search for documents in the DMS, so her secretary searched for
fit your needs? Do you borrow text from other documents, PDF files the attorney’s documents and e-mailed copies of the documents for
or HTML? Is this content added to the document and then editing. The attorney would open the attachment in Outlook, make
modified? Are you familiar with the firm’s numbering tool? changes and e-mail the document back. The secretary would then open
the document from e-mail and copy/paste it over the original document
Gather information using data analysis and interviews with both in the DMS.
the practice group members and the user support and training
team members who have the most experience with this group. If Shocking, isn’t it? When the attorney called the helpdesk to report that
this group does not work with support or training, where are they changes were not being saved, she was right. It was not a fault of
getting their information? From each other? technology but rather how the technology was being used. Providing
just a little guidance (tweaking if you will) of the processes the attorney
Finally, gather your findings and review what you have. Don’t make and secretary had in place was all it took to correct the situation.
recommendations during the interview or observation process. This will
distract from the real purpose of these meetings which is to learn as Be a learning consultant. Create custom learning plans either for the
much as you can about this area of law, how the participants work individuals of the group or for the different roles within the group. Pull
User Support :: 5
together the necessary coaching, training or mentoring needed. Set Trainers understand both the current and emerging technology. Trainers
specific goals for the practice group, and set objectives for each know how to determine the needs of the users and develop learning
learning plan. What can they do? What should they be able to do? plans to meet those needs. Trainers have excellent presentation skills.
How are you going to train them? Should you be training them? Do This new approach requires trainers to have a high level of
they need classroom training? Personal mentoring? Coaching? professionalism and to add a few new skill sets to their repertoire —
communication and listening skills as well as analytical and problem
Measure Your Success and Publicize the Results solving skills. Allow some time for trainers to reach a comfort level with
Look at how many billable hours were produced by the group before the their new role as consultants and analysts.
start of the practice group initiative. Where are they six months and
one year later? What has changed for this group? Have the goals first If a practice groups’ attorneys won’t attend classroom training, take the
established for the group been met? If your results were positive, be learning opportunity directly to them. Not all members of a practice
sure to publicize your success to other practice groups within the firm. group need to have the same level of technical expertise, but all should
Use quotes from the senior partner, associates and secretaries. This be using the same best practices.
positive publicity will make it more likely that the other groups will
transition to the new approach. Practice group learning should be a way to help law firms become more
productive and successful. Changing the role of the training/support
Classroom training still has its place in law firms (rollout training, professional could have a long term impact on perceptions about
ongoing training for secretaries and staff, etc.), but shifting the focus “training” with the positive result that each practice group will use
from training to learning can subtly change attorney perceptions that their own best practices, and the firm as a whole will practice law at
“training” is not valuable. Who doesn’t want to learn? And, who is their best.
better equipped to make this shift than the trainers?

by Ann Gerbin, Tony Hartsfield and Thomas Pullen of Bryan Cave LLP

Successful Online Learning Deliverables

It’s All About Content and Disposability

how to launch an application, not hear the details of how it’s now green
There is no substitute for good content in the world of training. As when it used to be gray, or how the Start Button changed your life.
we’re tasked with delivering quality e-learning content for Web
consumption, we might be tempted to recreate entire training manuals What’s more important: the final product or the content inside the final
online. But is that the ideal solution for that environment? Before product? If you begin to view the delivery mechanism (live classroom
starting your e-learning endeavor, consider honing your processes for instruction, manual, reference card, video, distance learning, blog and
content creation. Focusing on task-based, disposable deliverables can podcast) as nothing more than a tool to accomplish a goal, your entire
reduce your turnaround time on product creation. outlook on the learning development process will change.

Ready, Fire, Aim! Emphasizing Substance over Style

You get a new authoring application, fire it up and start to record . . . It might be tempting to think of training materials as “high art,” but in
then suddenly, you draw a complete blank. Absolutely nothing comes to reality, these are just sets of instructions to get someone through a
mind about how to approach it, what to say, etc. Or the exact opposite task. Put too many fancy effects in place and the message may be lost.
happens. You hit the “record button” and proceed to create the
three-hour epic saga of the Start Button. A stellar effort, but the history This isn’t to say that the final product shouldn’t look good. In fact, it
of the Start Button is of little importance to users. They need to know should look great. It should contain all the personal touches that make

6 :: November 2007
your firm unique. But care must be taken to ensure that the “look and nuggets of information for the user? If not, can you find some of these
feel” does not distract from the message. skills internally with subject matter experts, or will you need to consider
bringing in help, even if just on a temporary basis?
For example, there was a clever “herding cats” ad during the Super Bowl a
couple of years ago. It was one of the funniest, most poignant Within our own team, the three of us bring very different disciplines to
commercials ever. People loved it. But what company was it for? What the table, a diversity of skills which allows us to go places with our
do they do? The next time you have a feline stampede in your yard, they’re training that, on the surface, may not be immediately apparent. Without
definitely the ones to call. But what were they really trying to sell? those differing styles, we could have lots of “cool” effects and absolutely
no focus. One of us can rope in the others and make the ideas practical.
The best training tools are transparent to the user. In a film class, they When two of us are looking for a seemingly “simple tweak” to an online
will tell you that if camera movement, lighting or editing ever keeps the tool, the third person can figure out how to make that work in the real
viewer from following the storyline, you have failed. Keep yourself world without compromising data integrity or breaking other online
focused on the content you are to deliver, and make sure every single applications. Someone else may be the perfect “go to” person for
tool you choose for delivery supports your vision. knowing how an end user will perceive and assimilate new technology.

Who’s to say what makes great content? You can climb to the top of What nontraining skills does your team have? You may be surprised at
Everest or look for inspiration in a toasted-cheese sandwich. Whatever how useful some of your “past lives” may be. Some disciplines we bring
your creative process, you ultimately will have to determine for yourself to the table are business (process workflow mapping and operational
what is important. But like art, you probably know good content when design, business administration, financial, management, marketing and
you see it. Here are a few places to look, along with some of the human resources); technical (video direction and production, print
lessons we’ve learned in our own training team evolution at Bryan Cave. publications, audio engineering, Web design and development and
programming); and interpersonal (public speaking, communication,
Start with Clarity group dynamics, motivation, educational psychology, adult learning
Does it make sense to you? If you wrote it, does it make sense to anyone theory, customer service, religious studies, education and leadership).
else? Is it consistent? Do you perform functions in the same manner, or
are your directions for performing one task completely different from These are just the “formal” hats we have worn. It looks like a laundry list
other similar tasks? Pick a standard and stick with it. It may not be the of skills, but we are so much more than “just trainers,” and so are you.
preferred method for all of your users, but it’s far more important that a Dig deep and find out what skills you have at your disposal.
consistent message come from the training department.
Assess Your Processes
For instance, our content displays the use of menu commands instead We have selected different tools for content delivery over the years and
of right-click or keyboard shortcuts. It can be difficult to communicate have seen an increase in content delivery and user acceptance when we
the difference between a left and right click in a video format, and improved our content creation processes. No matter how cutting-edge
shortcuts are nearly impossible. (True keyboard hounds will find their our deployment mechanism, it is always the content that drives success.
beloved shortcuts on their own anyway). For consistency’s sake, both
the documentation and video should perform functions the same way For more information, check into some process improvement classes or
(File menu and Save, instead of Ctrl + S). seminars. This is a really hot topic in the manufacturing industry, so
don’t limit yourself to “legal-specific” seminars. Look for information
Know the Difference Between Information and Instruction on process documentation and improvement methodologies. You don’t
There is nothing wrong with giving “information,” but you must ensure need to explore all of Taguchi’s experimental design technique or
users are clearly able to differentiate between information and actual “six-sigma” (a term given to reducing defects to 3.4 per million). Learn
instruction. Don’t bury tasks or steps inside paragraphs of background how to document what you do, how you do it and how it impacts those
information. Decide on a standard, and be consistent in your around you. It will be time well spent.
application of it.
Once formalized on paper, decide whether or not your process is
A key consideration is whether your users (especially lawyers) can learn repeatable. Repeatability is one of the most basic requirements of
from your content without additional explanation from an instructor. If process improvement. However, success in making a process
you are creating anything other than stand-up training, you must repeatable does nothing if you consistently turn out bad product. You
assume it will be used in ways (and at times) you never imagined. need to take that next step toward making your process effective.

Lawyers are fond of working all hours of the day and night. They may Go back and revisit your goals. How will you know when your product is
be working under a very tight deadline and, for example, need a quick good? Once you define that, you’ll be better able to determine the steps
refresher on metadata. Will your product stand independently, or will needed to reach that goal and out of that, have an effective and
you be getting a panic phone call at 3:00 a.m.? A really good reason to repeatable process. If you have both the repeatable and effective
make your content self-supporting and user-friendly: SLEEP! elements under control, you can begin to work toward making your
process efficient. This is more challenging, and we’ll go into greater
Assess Your Training Team’s Abilities detail a little later in the article. Simply put, you must be able to
Do you have the skills on your team not only to gather “best practices” deliver a quality product the same way, every time.
and technically-correct information, but also to distill it into digestible
User Support :: 7
Apply Firm Training Resources two-seat convertible onto the platform for the weekends and then put
Consider purchasing at least some of your learning content. There are on a minivan for the work week. Okay, so you’re jotting a note to
many comprehensive documentation packages out there for almost every yourself to keep an eye out for this at your local dealership while
application you might use. You can look at these in a few different wondering what in the world this has to do with training products.
ways. Of course, the first is to buy and implement them right out of the
box. The second is to edit them slightly and then release them to your Think of the skateboard chassis as your content. It’s “the thing that
users. The third, an approach we have found very helpful, is to use the propels you.” Think of the body kits as your end products. You can
documentation packages as “comprehensive source documents.” We style the content any way you see fit to suit your consumer. The “skin”
treat them as the “source” of all products we will produce. of the car is not what makes it go, just as the final look and feel you
choose for your training product should not be what drives your training.
Comprehensive source documents are costly and time-consuming to With the skateboard, you can quickly change skins with minimal
develop in house, especially when confronted with new applications or resource expense. It can be completely customized to your life
major upgrades. Depending upon how much your firm wants to invest situation. If you get a new pet and need more room, add an inexpensive
and whether or not your training department has a qualified hatchback to the skateboard.
instructional designer, you can contract with vendors to provide part or
all of your materials. We were able to save money equivalent to nearly Some years ago, a hi-fi four-head VCR with all the bells and whistles
half the annual salary of adding one person by purchasing products. cost around $1,000.00 (and that was on sale). Today, that same VCR is
Having access to professionally developed style guides is also valuable. $50.00 - 100.00, depending on brand. Similarly, there was a time when
Even if your end result differs from what you purchased, you can a malfunctioning VCR was put in the shop for repairs. Who gets a VCR
benchmark against their standards. repaired anymore? It’s cheaper and faster simply to replace it. Why?
The manufacturer designed the product for disposability. Transport
Target the Core Skills of Your Enterprise Applications mechanisms are easier to make and integrate in the first place; they are
Henry David Thoreau is often quoted as saying, “People seldom hit what not cost-effective to repair. In the grand scheme of things, you can buy
they do not aim at.” While somewhere in the back of our minds, we have a lot of $50.00 VCRs for that $1,000.00. (Okay, 20 if you are keeping
a problem accepting that Thoreau would end a sentence with a score.)
preposition, the idea is sound. Pick your target, and work to that end and
that end only. You can always come back and pick up the other stuff. Content That Drives Success
We now have several products that have been consistently successful
For example, your people don’t need to know everything about your e-mail for us. We have a full suite of quick reference cards that detail only
program. Of course, some will be curious, but the vast majority will be defined best-practices for all firmwide applications as well as many of
interested only in the essentials, and those items should be addressed our amenity applications. These are fully indexed and searchable with
first. Otherwise, by the time you’ve finished with one application’s a Google appliance (soon to be an even more robust indexing engine in
content, it will be time to upgrade, and you’ll have to start all over again. its place). In addition, we have all of the content available in quick
reference format as well as video help.
QA Your Content for Clarity and Consistency
Your users, particularly lawyers, will be quick to point out discrepancies. In fact, there is a one-to-one match between topics and tasks on the
They LOVE doing this; it’s what gets them out of bed in the morning. quick reference cards and video topics. When a change is made to a
Don’t take it personally; it’s not directed at you. Their success often card, the videos are immediately rerecorded, converted to Flash and
depends on their ability to look at something quickly and poke holes in it. placed on the Web server alongside the PDF copy of the card.

Define the roles of your team. Who is going to draft the material? Who Many of the videos take us less than five minutes to produce and
will review and edit it? Who publishes it, etc.? Many firms do not have publish to the server. How is that possible? Because we take such care
the luxury of a training team; in some firms it’s a team of one. Even in to ensure the content is exactly what is needed, targeted to the audience
those situations, someone can help you proof your work before it goes and as succinct as is humanly possible. Our processes are mature, so
out to your community. delivery of that content becomes a very short turnaround project.

You must always use a second set of eyes. If you have to go through Much like the VCR, our parts are no longer cost-effective to repair. Our
word processing or the department secretary, do it. In fact, having time is better spent making new ones. We no longer create long-form
nontraining eyes review your materials before they go public is a good manuals for our users. Instead, we present to them a catalog of
idea. Being a “team of one” is no excuse for not delivering quality. You disposable pieces, and we encourage them to go to our website to get
may have to scale back on the quantity, but never settle for second best. the most recent, accurate information.

Design for Disposability Analyze how much time is spent editing your training product, and
A major automaker has a new vehicle platform people are referring to consider if it’s easier to replace it instead. If it’s not, review your
as the skateboard. Essentially, it is a complete vehicle, including fuel development processes. Even your “perfect” product inevitably will
cell and drive train, all contained in a mass produced chassis. Many become antiquated. Accept it; embrace it. Better still, build its
different body types can be added at very little cost. You could drop a obsolescence into the design.

8 :: November 2007
by Kahlee Brighton

Dis-Orientation
Are You Overwhelming New Hires with Too Much Information?

situation. Plus, a hurried approach does not help build confidence in IT

It’s your first day at the firm. As orientation begins, the HR manager support services or foster a positive attitude toward continuing education.
hands you a stack of paperwork the size of a major metropolitan-area
phone book to review and complete as soon as possible. After a quick There are better ways to quickly meet the firm’s need for fully-trained
walk around the firm, some brief introductions to new colleagues, you’re employees as well as meet the employees’ needs to learn and retain the
escorted to training class where you’re expected to learn all you’ll ever information necessary to be productive in their new roles.
need to know about the firm’s computer system.
Get Your Act Together Ahead of Time
Just as you’re trying to recall the names of everyone you met that Advance preparation can go a long way toward minimizing the amount
morning, figure out whether you should sign up for the HMO or the PPO, of orientation and class time required for new employees. HR can send
and ascertain the whereabouts of space 127 in the parking garage, the out paperwork once the offer of employment is accepted. The new
IT instructor hands you even more materials to read. Over the next few person reviews everything beforehand, fills out the necessary forms and
hours, you’re admonished to adhere to firm e-mail policies, enter your returns them the first day. The HR portion of the orientation can then
time daily, always save documents to the DMS (whatever that is) and focus on getting the individual acquainted with firm personnel,
remember that using styles properly requires more than a personal procedures and physical surroundings.
wardrobe consultant. Your eyes glaze over, and you can barely stifle the
urge to scream, “Stop! This is just too much for any mere mortal to IT also can expedite the introductory phase of computer instruction by
absorb at one sitting!” preparing a short personalized handout that provides key information
and details such as the new employee’s login and temporary password,
If this sounds like an exaggerated scenario, take a moment to ask your closest printer location, e-mail address, direct phone and fax numbers,
newer employees if they felt overwhelmed by all the paperwork and a brief overview of IT policies, helpdesk services and contact
computer instruction they received their first few days. Chances are information for obtaining BlackBerry devices and other equipment.
you’ll hear a resounding “Yes.” New employees will find this handy desk reference especially useful in
their first days on the job.
So How Much Is Too Much? Too Little? Just Right?
Philosophies differ as to how much instruction is appropriate for new First Impressions Count
employees. With the hope of providing thorough software education, Firms often have a fairly, if not highly, customized desktop. Although
some law firms have been known to give up to two solid weeks of all-day most new hires will have some previous experience with computers, the
classroom instruction. At the other extreme, computer orientation may level of experience can vary greatly. If someone cannot navigate the
consist of a short handout and the phone number for the helpdesk. Most unique software and hardware environment in your firm, he or she won’t
firms typically offer about two to three days of instruction for new be efficient.
secretaries and a half to a full day for attorneys and other support staff.
Before new employees arrive at the firm, try to determine the learning
One concern for firms that provide instructor-led classes for new
curriculum best suited to their role so you can focus on instruction
employees is they are often so eager to get people up to speed, they try
that’s directly relevant. To do this most effectively, you’ll also need to
to stuff every possible relevant topic into the designated time frame.
evaluate the new employee’s abilities very quickly. A formal skills
Instructors end up teaching at an auctioneer’s vocal pace in order to
assessment tool is one option, but chances are it will be up to you to
cover all the material.
meet with the new hire, quickly ascertain his or her computer expertise
and be prepared to offer the appropriate information needed to get the
New users, who can barely remember how to get to the mailroom, are
person started.
quite likely to miss a lot of important data in this kind of learning

User Support :: 9
The tone you set for new employees’ first learning sessions with IT may questions that might come up. These can be very quick sessions to
well determine how much confidence they have in the department address items of greatest concern. Don’t push too hard for
thereafter. Well before the first class, make sure all the equipment compliance; simply extend the invitation and be sure to follow up.
you’ll need (computer, projector, etc.) is operational and current with the Attorneys often will request additional instruction once they figure
latest image, service packs, updates, etc. When class day arrives, be out what else they need to know to function in your technology
on time and ready to go with your presentation and handouts. environment.

Keep Birds of a Feather Together Follow up with the attorneys at regular intervals. You can promote
Given the disparity among users’ prior PC experience, lumping a group class offerings and offer to answer any questions.
of random people into a formal class can really get things off on the
wrong foot. Just imagine an attorney who does nothing but dictate her Time literally is money for law firms, and new attorneys will want to
work having to sit in a new employee class with an experienced word jump into billable activities right away. If you can provide real value for
processor; or the transactional secretary who has to sit through the time they invest in education those first few days, they will be much
instruction on preparing pleading captions and tables of authorities. more likely to request additional instruction or attend future classes.
And you can practically guarantee any shareholder will walk out in a
nanosecond if you launch into a discussion on the finer points of Keep Classes Short and Focus on Fundamentals
ordering file folder labels from the records department. Essential newbie know-how should include best practices for getting
around the firm’s computer system and accessing key information on
So how do you successfully tailor each newbie’s learning experience? If the intranet. Concentrate your initial instruction on productivity-
you have several new hires at once, try to teach those with similar oriented software applications such as those used for billing, e-mail
positions in the same training group, e.g., train timekeepers with other and creating, saving and locating documents. Infrequently used
timekeepers. Of course, it’s not always possible to have separate applications such as those for litigation support, forms creation,
classes given time constraints, logistics and the number of trainers e-filing, contacts and records management, and conflict checking,
available. To the extent there is common ground, however, try to cover should be addressed in mini-courses in the weeks that follow.
those topics that are important to the whole group during the classroom
sessions, and then provide individual instruction or blended learning To maximize retention, try to spread out your new employee instruction
solutions for the rest. over a few days and keep classes relatively short. Users will appreciate
having time at their desks to put the lessons into practice.
Effective Instruction for New Legal Eagles
New attorneys, especially partners, are always difficult to corral for Blended learning options are very effective in encouraging newly hired
computer orientations, so giving them personal, one-on-one instruction employees to embrace technology. Crucial material should be presented
tends to work best. Here are some suggestions for getting new in person whenever possible, but a lot of helpful information can be
attorneys up and running on their computers: covered in recorded webinars, tutorials or short videos posted on the
firm’s intranet. These can supplement and reinforce what’s taught in
Coordinate with HR to contact attorneys in advance of their arrival. class and, most importantly, help employees review and retain
Introduce yourself and tell them you’d like to schedule a one-hour information that will be most essential to achieving a high level of
appointment their first day to help them log in, set their passwords, productivity and success in their new positions.
access their e-mail and provide any other instruction they may need
to get started. If possible, ask a few questions that will help Leverage Additional Firm Resources
determine the attorneys’ skills so you’ll have a better sense of how Learning support doesn’t have to stop when the user leaves the
much additional time you might need to work with them as well as classroom. In addition to blended learning options, there are other
how receptive they will be to computer education in general. ways to assist new employees while they’re getting acclimated:
During the first day appointment, briefly acquaint the attorneys Let the word processing department handle complex documents and
with their PC desktops, billing programs, Outlook or other e-mail new matter requests while the employee gets up to speed. No one
applications and note custom features such as macros/templates should be required to know how to run the firm’s customized TOA
in Word. (If your demo is successful, they may well ask for more macros, open new matters or run extensive conflict checks the very
instruction at this point.) Also, talk to them about what the first week.
helpdesk and the IT department can do to support them, especially
during their first few weeks. Teach new hires how to use online help menus and work with the
helpdesk. Many employees refuse to use the help function in an
Quickly survey their tech needs. Do they do their own documents or application, and it is often simply because they’ve never learned
dictate everything? Do they need BlackBerry devices? Do they want how to use this tool effectively. A few minutes of instruction can
to work remotely from home? Secretaries often know best in which help users quickly answer their own questions and gain
areas of technology their attorneys could use some extra learning significantly more independence. Although not a substitute for
support. Contact those who will be supporting the new attorneys to classroom or individual instruction, the helpdesk also can be a
get additional information. wonderful “how to” learning resource for new employees.
Based on the information you get, schedule additional time to meet Use a mentor or the “buddy system.” It’s common practice for new
with the new attorneys to go over more features and answer attorneys to be mentored by those within their department. The

10 :: November 2007
 same strategy can work for new secretaries and support staff as appointments or even drop in with questions. This keeps the
well. Assign someone who holds a similar position and works in the instructor visible and reminds them support is always available.
same general vicinity to mentor a new employee by answering basic
questions and offering assistance as needed. Ensure management is on board. Having the support of
management is key to the success of educational endeavors in any
Schedule additional class time to go over more advanced tasks that law firm. It can be a challenge to get people back in the
initially were left out for the sake of brevity. Give the new employee classroom, but it will be much easier if HR encourages — even
a call after the first few days and ask how it’s going. If you utilize insists — on continuing education.
formal learning plans or a professional development program, make
sure to stick to it and follow up to ensure compliance. Even if your A Good Beginning Builds Lasting Results
learning approach is less formal, call or stop by every week. Once Instruction for new employees will be, of necessity, constantly evolving
new employees have a chance to get comfortable with their new to meet the needs of the firm as well as current hardware and software
roles, they’ll be better able to ask relevant questions and requirements. Coordinating your efforts with HR to develop expedient
understand how to leverage the firm’s technology to full effect. orientation strategies and introductory courses adaptable to the skill
levels, positions and responsibilities of those joining your firm will help
Post helpful tips for newbies on the intranet or distribute them in build a high level of enthusiasm for your ongoing learning program.
brief e-mail messages. Walk the floors and make “house calls.”
Consider offering an informal weekly Q&A workshop. Hang out in Copyright 2007. Kahlee Brighton. All rights reserved. Printed here by permission.
the training room for a prescribed time, and let folks make

A Roadmap for Educating Attorneys

Outside the Classroom by Michelle Spencer of Bracewell & Giuliani LLP
and Tami Schiller of Jackson Walker L.L.P.

east when your travel partners expected it to turn west? No one’s

Iwasn thehowpast,to gettheattorneys
challenge in providing software education for law firms expectations would be met, and the trip would be a disappointment.
involved outside the classroom in order to lead Keep your focus on the learners. Where do the attorneys want to go?
them into it. But the destination here is to obviate the need for
attorneys to be in a classroom at all. Let’s consider some new Rule Four, “Train just enough.” See the sights, but don’t try to pack in
approaches to coaching attorneys by taking an adventure down the too many at a time. If you know where you’re going, plan accordingly
learning highway. and share that plan. This step should define itself. Take your knowledge
of the technology and match it up with the steps derived from the
Basic Rules of the Road itinerary upon which everyone agrees. Your trip will have a better chance
We came up with four essential “Rules of the Road” based on what at success because both you and the learner have agreed on what is to
worked and what didn’t with respect to several key project scenarios at be learned and the route you’ll be taking to reach your learning goal.
our firms:
Different Kinds of Routes to Consider
Rule One, “Identify the issue.” Pick a destination for your journey. Here are some learning scenarios addressed using the road trip analogy
When you know what issues need to be addressed or what goals or and applying the foregoing Rules of the Road:
solutions you’re trying to accomplish with your learning tasks, you can
focus your energy on the processes that will best allow you to reach your The Sunday Drive
target audience. While the Sunday drive is a very informal approach to attorney training,
it is generally the most common way we train our attorneys. Even the
Rule Two, “Develop a plan.” When you’re heading to an unfamiliar most casual of training scenarios can be more successful when you
destination, how many of you go online to find a map and driving follow the four rules.
directions? Planning your adventure in advance allows you to select the
most appropriate route, and it helps you to manage detours and road Plan a drive and pick up the attorneys along the way:
blocks you may encounter. Apply that same thought process to training
and supporting your different learning audiences. Being prepared Identify the issue. In this instance, two secretaries were going
allows you to manage the unexpected with confidence. crazy with directly-formatted forms and documents that had been
converted from WordPerfect. Both they and their attorneys were
Rule Three, “Communicate and set expectations.” Prepare your frustrated with these problem documents.
itinerary and share it with the participants. It’s important for you and Develop a plan. The secretaries put their heads together and
your students to know what is expected. Ensure everyone understands modified the team’s forms to include automatic numbering, tables
the ultimate goal and the process you’ll be following to reach it. After of contents and cross references.
all, what would happen if you set out on your journey and the bus turned
User Support :: 11
 Communicate and set expectations. After the forms were The Complete Travel Package
completed, they told the attorneys and explained the goal. In approaching a firmwide initiative, consider yourself a travel agent. In
this case study, you’re going to select the destination, plan the trip and
Train just enough. The attorneys were trained on a few specific package it in a way that will entice your firm to take the trip you’ve
Word tools that would make it easy to meet the goals. Once they planned. Because this example was a large project, some of the steps in
were shown the Normal View, had the basics of styles explained to the process had to be broken down into smaller more manageable phases,
them, learned how to use the Styles drop-down and understood how and you’ll be able to identify those as you work through your own plan.
to update tables of content and cross references, they were on
board. They also knew if they created a document based on their Identify the issue. While we recognized that our learning audience
forms, it would be a “healthy document,” one they could work on had evolved in the past few years and more attorneys were using
even when their secretaries were not around. Did they know technology, it was the attorneys who were telling us we needed to
everything about styles? No. Did they need to? No. understand how they worked within their practice. We took that
insight and presented a plan for practice-specific training and
Traveling with Friends support for our attorneys. Because it was a different audience with
Taking people along on the journey can make it fun or more demanding, different experience, needs and time constraints, we wanted to
but collaboration always has its challenges. move our instruction out of the classroom and deliver targeted
training focused on workflow and processes.
Identify the issue. A request was received from the head of the
corporate practice group to clean up their forms. Develop a plan. Because we took our time to plan for this trip, we
knew we needed help from expert tour guides. We partnered with a
Develop a plan. We met with the attorneys in the group to plan and consulting company and customized a program they already had in
discuss their objectives. Then, we met with Word Processing and IT place. We wanted to move toward consulting and coaching where
to plan the process for cleaning up the forms. the learner would control the training. We use trainers as
Communicate and set expectations. We demonstrated and consultants to discover core competencies and workflows to map
discussed options with the group on how to handle the forms and and target the training to those areas and deliver the training in
public folders in the DMS for storing their forms. the individual’s preferred learning method. Our relationship with
the tour guide was one of discovering if this particular trip would
Train just enough. We met with the group (including staff) and be successful in our firm culture.
began training using the first batch of new forms, including
instruction on where and how to find their forms, since searching in Would the skills each practice group identified as important be
the document management system was one of their frustrations. The different from the skills that IT identified as important? Could we
staff was given additional training on the more advanced automation learn enough to align training to the business process?
features used, and we repeatedly met with the attorneys until all We selected a small and manageable practice group as a starting
forms were complete. The training continued in small segments for point and approached the process in phases. The analysis phase
several months. At the end of the project, IT was asked to continue included a great deal of research. We initially looked at IT metrics
coming to one practice group meeting each month to share such as document formatting and helpdesk logs. Subsequently, we
information about upcoming projects, training or other information. moved beyond technology criteria and looked at published
professional development metrics. Do you have a procedural source
The Formal Road Trip book or published benchmarks?
A formal road trip is more defined, requires more processes, and
additional planning is needed up front before starting out on the journey. The next phase challenged our communication skills. We talked to
people from the practice group. This phase is interesting because
Identify the issue. Bring matter-centric document management
it takes what you learned from your research and allows you to see
into the firm culture.
how it relates to what you learn when you are talking to people. We
Develop a plan. We determined it would take four meetings with were pleased our attorneys had a lot to share when we took the time
each practice group and department to develop their worksite to listen to their needs.
templates. We asked the group and the department heads when we
Communicate and set expectations. What are you going to do with
might get on the agenda for one of their regular group meetings.
the information you’ve gathered? For this case study, it was
Communicate and set expectations. At the first meeting, we important that the analysis and findings met the needs and
discussed the matter-centric concept, purpose, goals and process expectations of firm management and, most importantly, the
with each group. We also demonstrated the software. We then practice group leaders. This can be communicated by a formal
attended several more meetings during the project to draft each meeting or a written analysis. For this project, we wanted that
group’s worksite templates, to demonstrate and revise the draft buy-in before we made changes to our training approach.
worksites and, finally, to approve the worksites.
Train just enough. We will take this information to train new hires
Train just enough. Classroom training was customized for each and existing practice group members on the core competencies or
practice group using their specific worksite templates in order to skills and workflows identified during the project and remove it from
make it more meaningful to them. Because they had been involved the training outlines for applications and features they are not using.
in the process from the beginning, they took ownership of the project.

12 :: November 2007
Signs Along the Way No Loitering. Take up as little of their time as possible. Be prepared,
The Rules of the Road are based on what we learned during our various and be succinct at meetings. Attorneys will appreciate this more than
projects. Continuing with the roadtrip theme, we’ve chosen to use road you know.
signs to represent specific challenges and potential hazards to watch
for along your own journey. After all, you wouldn’t get very far on any No Parking. Set specific goals and deadlines for yourself as well as
trip if you didn’t pay attention to the signs. attorneys and staff involved. It’s helpful to get on their calendars as
early as possible to avoid delays.
Billboards. Advertise your successes to other groups and attorneys. In
two of the examples we’ve shared, word spread through the firm about Obey Flagman on Duty. Don’t be afraid to take charge. Referring back
the positive collaborative experience. Subsequently, we had additional to the matter-centric project, there were times when a group’s idea of a
requests from other practice groups. practice group worksite just wouldn’t work with the limitations of the
software, and we had to step in and redirect them.
Carpool Lane. Instead of taking people away from their desks, get on a
regular group meeting agenda. Try to book the first ten minutes of Open Trenches. Get out and talk to people face-to-face. Find some
weekly attorney meetings. If you keep focused, you can cover a good bit heroes with success or horror stories, and use their stories to either
of ground in ten minutes. create the training or build intrigue for it.

Cattle Crossing. Be aware of group dynamics. Don’t get sidetracked Railroad Crossing. Provide different types of training for different
by disrupters; there is one in every group. This is one of those times types of users. As you’ll discover when you put these steps into
when you have to take charge and keep the herd moving forward. practice, what you are doing is aligning your skills and knowledge to
deliver just the pieces and parts the individual needs for his or her
Construction Zone Ahead. Define the purpose and expectations up learning track. It’s important to recognize that each learner is different.
front. In the matter-centric project shared earlier, the attorneys were Don’t get derailed by trying to make a senior partner a Word formatting
told at the first meeting there would be four meetings to design their expert when he or she only uses e-mail. Focus on making them
templates leading up to the rollout and classroom training. proficient and efficient with their e-mail.

Detour. No matter how much you plan and communicate the plan, at Recycle. Once you get rolling down the road, you will need to recycle
times you’ll have to detour around obstacles. In the travel package your materials, so you can keep up with time demands. Materials can
interview process, there was a set of prepared questions, but the be tweaked to match different projects or group needs, so that you don’t
attorneys would sometimes depart and share valuable information have to start from scratch each time.
outside the scope of the questions. Still, having the agenda in hand
allowed the interviewer a way to return to the intended path. Serious Learners Only Beyond This Point. Only use classroom training
when absolutely necessary. If you’re following what we’ve been
Falling Rocks. Be prepared to have unexpected time demands drop out suggesting, it will become less necessary. E-learning is an excellent
of the sky once you get the ball rolling. In our experiences, every project alternative to dragging them into the classroom.
takes more time than initially allotted.
Slippery When Wet. Get to know attorneys’ territories, and find a need
Fasten Seatbelts. Be honest and upfront about what to expect. In one
or problem that they have in order to create training to which they will
of the corporate forms projects, we found we would not be able to give
respond. One of the reasons the corporate forms clean-up project came
immediate turnaround due to the volume of forms involved and our
about was because attorneys were frustrated when trying to work in
word processors’ workload. If we hadn’t let the attorneys know this up
their documents at night and on the weekends.
front, it could have derailed the whole project.
Survey Crew. If you are doing a survey, you must remember to be
Hidden Driveway. Watch out for hidden agendas. There will be times
professional and objective during the interviews. Don’t take the
in group meetings or private conversations when someone will have
criticism personally or you will lose your impartiality. Resist the
their own purpose for wanting to speak with you. In a group setting,
temptation to fix the problem right then. Your purpose is to find their
get back on track quickly. In private, stay professional and don’t
viewpoint and gather data.
engage in gossip or negative talk.

Information Here. Set out to understand their needs. To get started, Yield. Realize you are competing with billable hours and numerous
ask the question, “Does this solve any problem he or she cares about?” other time demands on attorneys. The classroom should be your last
After all, how are you ever going to pick a destination if you don’t talk to resort, and please don’t focus on buttons and features. Focus on the
your fellow travelers? processes they use and modify your session to those needs.

Intersection of Carrot Way and Stick Drive. If classroom training is Reaching Your Destination at Last
absolutely necessary, there are two approaches to getting attorneys If you follow this roadmap, you will build good will for training, and it
there. One is the carrot (e.g., CLE credit, memory stick giveaways, etc.). will be seen less as a cost center and more as a critical service. Don’t
The other is the stick (e.g., mandatory attendance per firm forget to obey the signs and follow the rules of the road along the way.
management, peer pressure). If others in the practice group are Sharing this information about the detours and barricades that we’ve
motivated, they can inspire their colleagues to attend. experienced will make your own journeys much smoother.
User Support :: 13
 by Heather Morrow of Loeb & Loeb LLP

Just-in-Time Learning
What’s in It for Them?

Training, whether traditional or just-in-time, must address what fish, he will have forgotten half of what you told him. Now, if you teach
motivates adult learners to take what we are teaching them and apply the man to fish at the pond, and he comes back to fish in the pond for
it to their everyday lives. For the most part, adults are motivated to a few days in a row, he might be able to fish the rest of his life. But,
learn when the training will help provide job security or recognition such what if that pond dries up? Can he take those same skills to the river?
as a promotion or salary increase. So when designing any kind of The answer is “yes,” because he received just-in-time training at the
training plan, you have to ask “What’s in it for them?” pond and learned and reinforced the skills enough to graduate to
fishing in the river.
Since the proliferation of computer programs, technical trainers have
focused training efforts on teaching the user everything there is to know What does fishing have to do with teaching computer software?
about how to use the applications. With the best of intentions, we Everything! It might be a leap, but you have to think of software as the
handed the end users manuals big enough to sink the Titanic and pond and the functions within the software as the tools we use to fish
pulled them into the classroom for intensive week-long sessions only to in that pond.
discover that it was rare for them to retain more than just a fraction of
the information we covered. Training Must Evolve
In an article titled “The Learning Matrix—Just-in-Time Learning,”
I soon saw that after about an hour in the classroom, most attendees Massood Zarrabian references a well-known movie and how it provides
started getting the “glazed over” look. So, I started dividing the days of a great futuristic example of just-in-time learning.
training into hour topics and held “Lunch & Learns.” Perhaps with food
and shorter sessions, the information would sink in. Maybe, just In the popular movie “The Matrix,” there is a scene where two of the
maybe, they’d learn not to double-click on absolutely everything and characters, Trinity and Neo, are looking at an empty M-109 military
remember that right-click offered them a lot of different options. Still, I helicopter on a rooftop. When asked if she can fly it, Trinity replies,
had to cover the same topics over and over again. “Not yet,” and immediately makes a call from her cell phone to obtain
the necessary pilot training program. Moments later, all of the
What I finally realized was a fundamental principle of adult learning necessary information surges into her brain, and the two take off.
and an essential element in the success of any training program:
People are more likely to retain information that is relevant and useful The fact is that in all industries, not just legal, job lines are blurring
to them in their jobs. and jobs are evolving to meet the needs of an organization. Technology
is really driving this shift, and we have to be nimble enough to change
Just-in-Time Training with the technology. For example, the ink is barely dry on my handouts
Many are familiar with the old Chinese proverb, “Give a man a fish; you before the next upgrade is rolled out, and I have to start revising them.
have fed him for today. Teach a man to fish; and you have fed him for As jobs evolve, the associated training must also change to meet
a lifetime.” But let’s say you try to teach a man to fish when he’s consumers’ needs.
sitting at a desk in an office. By the time he gets over to the pond to

14 :: November 2007
Just-in-Time Tools gave myself just-in-time training on changing a tire but chose to let the
Technology has provided many tools that can now be used to deliver tow-truck driver handle it.
just-in-time training to users, and they range from tools that take
screen shots to tools that allow you to record and assess the mouse In both examples, the training manuals provided just-in-time training.
movement. With this broad range of tools, it is possible to While I am sure there are people out there who read all manuals from
accommodate the many ways learners take in and retain information. front to back, most consumers want them for reference and open them
The Visual Learners will need to have all the manuals, quick tips and only in those “moments” in which they need the information.
take notes on every word you say. The Auditory Learners will want you
to talk them through the steps and then discuss the steps with you. For that reason, I have worked very hard in my training program to get
Finally, the Kinesthetic Learners, who learn best by doing, will be off rid of the manuals and provide users with simple, quick reference
and running ahead of you as you demonstrate a new application. sheets they can use at the moment they need them. I try to keep each
sheet to one page, one side and use numbered steps and screen shots.
The following information touches on the tools I am using in my training Like IKEA, I believe a picture is worth a thousand words.
program at this time, but I have great plans as we launch Loeb
University in the next couple of months. Webinars
In the past several months, we have been using Live Meeting to
Internet Research facilitate just-in-time training for our user community. Each 10- to
Most of my user community has seen Google (it’s the default Home page 15-minute webinar session is geared toward the busy attorney who
in Internet Explorer) and done a search or two. However, when I get a wants to be more self-sufficient using the computer and doesn’t have
chance, I try to show them how they can use Google or other search an hour to spend in the training room.
engines to find information on things they might need to know
immediately. Although this might not provide the more comprehensive I make every effort to start and end these sessions in the time frame
training I want them to have, it will provide them some piece of stated. One of my most popular sessions is “Safe Pasting to Maintain a
information upon which I can build. Healthy Document,” so I offer it on a regular basis. The more users see
these quick opportunities to learn, the more they ask for training on
For example, if they search for “printing calendar from Outlook,” one other topics.
link takes them to a Microsoft site with step-by-step instructions on
how to create and print a blank calendar from Outlook. Sitting down One-on-One Training
with staff and showing them how to conduct an effective search helps Customizing sessions to meet the needs of the learner can be very
them build independence and learn that the answers or instruction they effective training. I have several attorneys who call me once a month to
need may be at their fingertips. go through a list of items they have questions about. In these sessions,
a student will occasionally teach me something I didn’t know about an
Training Tips application. These are exciting moments, and I thank the user
Over the years, I have sent out many concise training tips. A good profusely. I then pass the tip onto other users. I prefer having these
example is the very topic mentioned above, “printing a calendar from personal coaching sessions in the moment of need, however, because
Outlook.” Even though I have sent a training tip on this topic to the just-in-time training is more likely to be retained.
users, the information may not have been relevant to them at the moment
they received the tip. I have discovered that I can repeat the tips, as Web-Based Training
what users might delete today as not relevant to their jobs, they might As I mentioned earlier, we are just getting ready to launch Loeb
receive in three months as “just-in-time” instruction and be able to use University, and I have begun scratching the surface of developing
and retain. When this happens, it is rewarding to receive the phone call Web-based training. As with writing training manuals, this information
or e-mail message noting how helpful the tip was to the learner. can quickly become outdated. However, with the success of the
webinars, I will try to find small topics for Web-based training in which
Evolving Instructional Media the skills learned can translate past the application users are learning.
IKEA has mastered the print version of just-in-time training. Each part
is labeled and all of the tools you will need are provided with Empowering Those Around You
step-by-step instructions to build your own furniture. Their instructions I continually work with our helpdesk to provide just-in-time training. If
are so simple that you cannot go wrong in assembling what you have someone calls with a question that it is not a technical issue, the call
purchased. Could you imagine your car coming in a box with an often provides an excellent training opportunity. I encourage our
assembly instruction manual? helpdesk staff to always try to find a way to extend the teaching
moment and provide callers with additional information regarding the
Speaking of car manuals, mine stayed hermetically sealed in the glove topics they want to address. If the call is escalated to me, I educate
box for many years. A few months ago, I had a flat tire, and the AAA both the helpdesk and the user.
Roadside Assistance operator asked me if I knew where my spare tire
was. I had to admit that I had no clue, and while I waited, I unsealed Finding the Just-in-Time Moment
the manual and used the table of contents to find the section on Don’t hesitate to take advantage of just-in-time training moments that
changing the tire. In the time I waited for the roadside assistance, I fall into your lap. A secretary recently called me because her attorney’s

User Support :: 15
information was not coming into the letterhead properly. In the process riding. We started with a tricycle and then graduated with some
of fixing this problem, I had the opportunity to talk to the attorney. As coaching to the bike with training wheels. Then we learned the delicate
I’m chatting with him about the weather and his letterhead, he asks me balance of being up on two tires. Some of us advanced to doing tricks,
if we use styles at Loeb, which of course we do. I then explained the but most of us learned enough to get back on a bike and ride without
style collections, which led to a conversation on outline numbering, going back to the tricycle or training wheels.
which led to a conversation on customizing a numbering scheme. A
small fix to his letterhead led to a 20-minute just-in-time training As technical trainers, we have to provide our user community with
session. I will, of course, follow up with him to make sure it translated training wheels, so they can find their balance and some day ride on
into the work he is doing on a regular basis. their own. And, hopefully with the just-in-time training, they can evolve
as quickly as the software we are rolling out to them.
Developing Just-in-Time Materials
It is important to remember that what we might find easy, others may Use the just-in-time moments wisely. Start simple, keep it simple, and
struggle with, and finding a way to relate it to what they are doing will always remember to ask yourself, “What’s in it for them?”
make the training easier and more effective. Ask yourself, what is one
computer skill you have that you would never part with? Build a short
just-in-time training module around this skill. Ask those around you
the same question.

Then ask your users, “What skill would you like to learn or improve to
make your job easier?” Since users’ skill sets can vary dramatically, ABOUT ILTA’S USER SUPPORT PEER GROUP
you may be surprised by some of the answers. One person in a group I
ILTA’s User Support Peer Group includes user support practitioners
taught said, “Versioning.” I was able to teach him this skill in a
in law firms, corporate and government law departments, and
just-in-time moment.
other law-related organizations. The goal of the group is to
Many users don’t want to admit they don’t know something, so use a provide an efficient way to meet peers, exchange ideas and
gentle approach when asking about their training needs. generally further user support development among the group.
Membership benefits include development and networking via
Training Wheels participation in a user support-focused e-group, periodic
Learning how to use a software program is just like riding a bike. You webinars, white papers and ILTA’s annual conference.
never forget how to ride. What we do forget is that we didn’t start off

16 :: November 2007
by Maritta Terrell of Lloyd Gosselink Blevins Rochelle & Townsend, P.C.

Cultivating Your Skills on the Helpdesk

in knowledge. By responding positively in every situation, it helps calm
RGardening
unning an effective helpdesk is much like growing a garden. the frustrated user and builds up affirmative morale at the firm.
can be a fun and relaxing activity, full of positive, happy
emotions. As a helpdesk person, I’m a lot like a gardener. At work, I’m It also helps keep me calmer and enables me to stay focused. What an
a sower of seeds, cultivator, horticulturalist, landscaper, weed puller opportunity for input and influence! The user may not remember six
and harvester. In this way, I can keep a perspective on what I do and months from now whether you were able to help with the problem, but
see it as growing something worthwhile. I have a firm mission and they will remember how you made them feel. It seems illogical and
goals to achieve and a handy pouch full of troubleshooting techniques. certainly nontechnical to say that being a helpdesk person means
providing emotional support for the user as well as technical support.
As a gardener at work, how do I plant seeds in users’ minds about the Still, it goes with the territory.
value of the helpdesk, germinate successes and accomplishments and
nurture effective use of technology? I walk around the two floors of our I also get to vent my own frustrations by pulling up the weeds I find.
office at least four times a week. Just saying hello to people evokes Typically, these errant plant species are the problems that beset the
comments, “Oh, while you’re here, could you help me with…?” and users. It’s a fun challenge to find the reason for a helpdesk call,
“Thanks for asking! Yes, do you know how I can….?” Sowing seeds of figure out the problem and provide an appropriate answer, thus
willing helpfulness helps grow a garden worth harvesting. removing the weed. And by recording the kinds of “weeds”
encountered, I can work to eradicate future incidents by watching for
As a cultivator, I encourage people to ask for help, then, I handle their trends and providing training.
requests. Since I’m often the primary link for users to other sections of IT
and firm management, I’m also working to promote good will among all It’s a joyful experience to harvest the fruits of my gardening efforts.
three groups. Fostering good will is just as important as being able to These include such things as praise and good will in the firm. Of
help with the technical issues. The helpdesk is a great resource for course, bonuses and pay raises are a nice bounty as well. However,
nurturing communication as well as gathering information and knowledge. harvesting the positive morale and seeing users become proactive in
wanting to learn more makes going to work a lot more fun.
A horticulturalist is someone who specializes in a certain area of
gardening, and the same goes for the helpdesk specialists. We have to How We Make Our Garden Grow
remain up-to-date on supported technology, get the right training at the Having a mission statement, goals and other guidelines in place gives
right time, attend seminars, join user groups, read trade magazines, us a set of procedures to follow. As a result, we know how to handle
visit websites to stay current and work with co-workers to garner more different types of support calls.
information and knowledge. If you are managing helpdesk personnel,
make sure your technicians have these opportunities. Mission Statement. A mission statement answers the “why” and the
“where” of having a helpdesk. Here’s an example: “The mission of the
As a helpdesk specialist, I have the opportunity to landscape customer firm’s helpdesk is to provide users with assistance and answers
service at my firm. I do that by reacting positively to any problems, pertaining to the most common software packages, as well as other
even when expressed as grumbling, frustration, negative and emotional technology and hardware at the firm.”
behavior. I try to look at each and every user as an opportunity to grow
User Support :: 17
Goals. Goals are different from a mission statement; they are much I’m certain there are users with unrealistic expectations in a few law
more specific as to what the objectives are for each helpdesk person. firms. They can be demanding, forceful and may want something that
The goal should give an answer as to how, to whom, about what and the IT department can or cannot provide. As with frustrated users, I
when to provide answers. Here’s another example: “The goals of the repeat or paraphrase their message and ask questions to make sure I
firm’s helpdesk will be to provide timely and efficient answers to users understand where they are coming from, what their needs are and
concerning software programs and provide assistance with hardware determine the key points of their request. What I need to remember is
problems in a positive and helpful manner.” not to take anything personally. They are not frustrated at me but at
the situation. If their expectation is truly unrealistic, I tell them how it
Helpdesk Personnel Skills. A helpdesk person should have strong is (e.g., with respect to cost, etc.) and then show them realistic
software knowledge, excellent communication skills to share that alternatives already available at the firm.
knowledge, great listening skills (which involves patience), a calm,
confident demeanor and law firm experience (helpful, but not Here are some of the “magic phrases” that have been very useful.
necessary).
Thank you for calling
Learning to Listen. My IT manager once told me, “The experience of I hear you saying…
feeling understood is like psychological oxygen. Without having it,
nothing that someone else is saying seems very important.” That Can I help you?
statement is so helpful. Listen to your callers. If you need help in So you are trying to….?
learning how to listen, take a seminar on it and practice. At my firm,
when a call comes in, I respond, “Helpdesk. This is Maritta. How can I Can you expand on that?
help you?” I give my total attention to the call and smile. Believe it or
I understand you are trying to…
not, people can tell if you are smiling at the other end of the phone. I
listen for the main idea, filtering out the user’s frustration and respond Call the helpdesk any time and we’ll be glad to assist you.
to the problem, not the emotion. I try to be the person who can come to
their rescue. Tracking the Landscape of Issues
As helpdesk personnel, we log each call in our database program,
Dealing with Anger and Frustration. When a user is upset, one of the tracking the user, time and date of the request or question and the
best ways to handle them is to respond immediately (preferably in solution. This provides us with the opportunity to see who uses the
person), with patience and again, listen. If someone feels that you are helpdesk, what types of questions are repeated, whether there are more
truly listening and hearing their emotions, as well as their technical hardware issues than software with various people (and thus types of
troubles, they’re much more likely to respond to the solutions you provide. computers, etc.), and so forth. And if one helpdesk person gets a
question for which they don’t know the answer, they can search the
To say “I understand” is not enough. People need some sort of evidence database and have the answer almost immediately. I certainly can’t
or proof of understanding. Prove your understanding by occasionally remember everything (though some of the users think I can), and the
restating the gist of their idea or by asking a question which proves you helpdesk database has the answers to the various helpdesk questions
know the main idea. The important point is to repeat what they’ve said I’ve encountered.
— not to prove you were listening but to prove you understand. Active
listening means giving your full attention on the person who is speaking. Reaping the Harvest of Your Helpdesk Garden
Don’t look out the window or at what else is going on in the room. The helpdesk is a great service to the users. They are our customers
and our garden. Go out and become a great gardener. Plant your
Here are some specific techniques I use for handling an angry user: seeds, cultivate, landscape, learn and gather a huge bounty of learning,
Prepare myself by sitting up straight, putting a smile on my face good will, knowledge and encouragement!
and taking a deep breath.
Let them vent their anger and frustration, and I don’t interrupt
them until they are done.
Listen and take notes. It really forces me to listen better, and I can
refer back to my notes later in my conversation with them.
Repeat their central message, word for word, so I can correctly identify
the problem. When I repeat the problem in their own words, it forces
them to agree with me or restate their problem in a clearer fashion.
Ask what they want done to solve the problem, then work on an
action plan with them.
Ensure they are completely finished before I leave and that they
understand the solution we have developed together.

18 :: November 2007
About the Authors
Kahlee Brighton has been an advocate, strategist and innovator of offered again, she realized the opportunity was knocking twice, and she
educational technologies for law firms, including the development of firm should answer. She loves new challenges and is very excited when the
university learning programs for many years. She has been a speaker at transfer of knowledge takes place. She can be reached at
ILTA webinars, conferences and regional meetings. She also has authored hmorrow@loeb.com.
a number of published articles and white papers on various software
education, customer service and applications topics. Kahlee can be Tami Schiller has over 20 years of experience at law firms, with the last
reached at thelastword@earthlink.net. 10 years focused on legal technology training. During her seven years at
Jackson Walker, her training team has introduced CLE-accredited
Ann Gerbin, Tony Hartsfield and Thomas Pullen are members of the technical training, corporate university-style training and e-learning to the
training team at Bryan Cave LLP. Tony and Thomas are the co-founders of firm. Tami continues to search for innovative ways to deliver technical
the Society of Legal Learning Professionals, an online community for the knowledge and understanding to the busy professionals at her firm. She
legal learning field. Tony serves on the Steering Committee for ILTA’s User can be reached at tschiller@jw.com.
Support Peer Group. They can be reached at amgerbin@bryancave.com,
tlhartsfield@bryancave.com and trpullen@bryancave.com. Michelle Spencer has been working for Texas law firms since high school.
She has worked in law firms of every size in various positions, always
Charlene LeMaire is co-founder and a principal of Traveling Coaches, the ending up helping and training people. She has been providing training
leader in legal technology training and consulting. Since 1995, more than and desktop support for the past 11 years. By understanding the
600 law firms and corporate legal departments have partnered with demands on her users, the work they do and by speaking their language,
Traveling Coaches for customized technology and learning solutions. her job is easier. She can be reached at Michelle.Spencer@bgllp.com.
Considered to be the “trainer’s trainer,” Char travels the country
consulting law firms on training program trends and best practices in Maritta Terrell is the Trainer and Help Desk Specialist at Lloyd Gosselink
user acceptance and education. As an industry expert, Char is a popular Blevins Rochelle & Townsend, P.C. in Austin, Texas. She has been a word
speaker for ILTA and other networking groups. Char can be reached at processor, legal secretary, office manager and IT manager in law firms for
clemaire@travelingcoaches.com. over 20 years and brings various perspectives to her work. Maritta is also
ILTA’s Volunteer City Representative for Austin and a member of the User
Heather Morrow is the Senior Learning Coordinator at Loeb & Loeb LLP. Support Peer Group Steering Committee. She enjoys meeting other people
She claims that the job found her. While working as a Conversion involved in law firm technology, and learning from each of them. Maritta
Specialist during the the firm’s WordPerfect to Word conversion, she was can be reached at mt@lglawfirm.com.
offered the training position. She turned it down to write for the Lifetime
TV show, “Next Door with Katie Brown.” A year later when the job was

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