Home » Lawyer as Continuous Crises Manager: A Report by Paul Haarman

Lawyer as Continuous Crises Manager: A Report by Paul Haarman

Paul Haarman

Globally, the COVID-19 pandemic has caused unparalleled crisis owing to the simplicity with which it may be contracted and the number of fatalities it is resulting in. says Paul Haarman

The year 2020 was marked by a series of crises. However, companies had attorneys who were on hand to help their companies deal with these crises. There were many uncertainties and questions the businesses had like, what might happen if the government orders the closure of our business? How to take care of COVID-19positive tested workers? Are we dependent on government loans and subsidies that might save our lives? When and how will employees be able to get back to work? During writing new rules and regulations, lawyers reviewed them, rewrote them if necessary, and gave practical counsel to their organizations.

Insights and encounters from the current scenario have taught us the following so far:

Achieving a Balance Between Internal and External Concerns a Must, Says Paul Haarman

 Employees’ concerns about the future, poor motivation, task forces/shifts, implementing social isolation regulations, establishing an emergency plan, contingency plans, and revising employment plans are some of the internal issues that have risen to the forefront of the discussion in recent weeks.

This phase is characterization by a need for good communication that fosters employee trust. There must be informal communication routes in place in the absence of established communication channels.

This is not the time to put off internal meetings; instead, law firms should use alternate communication channels to have their meetings and keep their workers informed of events and choices taken.

Making Use of Technology

During this time, remote support law firm information management, security software (VPNs, etc.), and video/teleconferencing programs, such as Microsoft Team and Zoom, have all played a major role in addressing the communication demands of law firms.

These aren’t only instruments for the current crisis; they’re also essential for the future of legal businesses, as reported by Paul Haarman

Recognizing the Economic Effect

As a result of the present procedure, the cash flow for law firms can face massive damage in the coming 2021 and 2022 cycles. As a result, financial stress testing and cash flow improvements are essential skills (generating cash or reducing costs). Revision of yearly plans as well as scenario studies can help law firms make better decisions.

Being A Good Citizen

According to Paul Haarman, all legal companies have a social responsibility to provide pro bono services and are responsive to cultural worries and issues. Law companies have the opportunity to reconsider their moral conscience initiatives portfolios at times of crisis.

Final Words

In 2021, the lawyer’s position as a crisis manager will become more established. Pandemic dangers and uncertainties will continue to be present in the future. The dangers and possibilities of a new US federal government include executive agency hires, regulatory objectives, and reporting requirements. New laws, legislation, and emerging best practices will be continually monitored and assessed by effective attorneys.