Q&A with Roslyn Pitts, Kirkpatrick Lockhart

Q: Do you know why the firm created your position?
A: Experts in the field have identified infrastructure as an essential element of programs like ours. K&LNG created the balanced hours coordinator position to serve as a crucial part of that infrastructure here-to implement, support, and manage the balanced hours program. Administratively, the program has many moving parts, so it's very important to have one person dedicated exclusively to the role.

Q: What do you think are the advantages and/or disadvantages of creating your position as an administrative one, as opposed to putting a partner in that role?
A: I am not certain that the firm set out to create an administrative position. However, because this role is administratively intense, a practicing lawyer simply would not have the time to invest. I do not see any disadvantages to my being a law firm administrator. I have a direct line of communication to Peter Kalis, chairman and managing partner of our firm. I practiced law and can relate to the pressures and life demands experienced by our lawyers. We designed our administrative process to include local partner input and decision-making. We expect that our proposing BH lawyers may feel more comfortable speaking candidly with an administrator who has no influence over their work assignments, compensation, bonus, evaluations, etc.

Q: Could you state your job description in a nutshell?
A: To implement, manage and assist in any way with the balanced hours program; to listen to, coach, counsel and advise lawyers participating in or interested in participating in the program; and to do whatever necessary to contribute to the success of the program from our lawyers,' the firm's and clients' perspectives.

Q: What do you see as your most important function?
A: To support, counsel and coach our BH lawyers.

Q: Why?
A: It is crucial to the success of the program for us to understand the needs of our BH lawyers and to make sure those needs are guiding the process of helping them through difficult times, addressing their issues and adjusting their hours arrangements when necessary. The legal industry is very demanding, and lawyers who participate in the BH Program will continue to be pulled in many directions. It will take a great deal of support to help them manage the competing responsibilities while maintaining their approved arrangements.

Q: How do you define "coaching"? What do you see going into that?
A: It depends on the stage of the process the BH lawyer is in. For example, before submitting a BH proposal, the coaching would be discussing the lawyer's existing needs, identifying how best to address such needs and creating options that may assist the lawyer in reaching his/her personal and professional goals. After the BH proposal is approved, the coaching would change to assisting the BH lawyers with issues, stresses and concerns that arise during their day-to-day lives.

Q: Would you act as a go-between if there was a supervising attorney who was experiencing difficulty with a balanced hours attorney or on behalf of the balanced hours attorney appeal to the supervising attorney if things weren't working?
A: Yes.

Q: Who ultimately makes the decision to approve a balanced hours proposal?
A: The administrative partner of the [local] office, where the proposing BH Lawyer resides, approves the BH proposal. For example, if the balanced hours lawyer works in our New York office, the New York administrative partner approves the BH proposal.

Q: What do you think is the most difficult aspect of your position?
A: Perhaps the most difficult aspect of the position is managing the expectations of the supervising partners and the BH lawyers. The reality is that the legal industry is based on client demands and billable hours, both of which are expectations that need to be met and neither of which are particularly conducive to flexibility. We are committed to working with this reality so that all approved BH arrangements and indeed, this program, are successful.

Q: What do you think will be the easiest or the best aspect about your job?
A: The best aspect of this role is the potential to make a positive impact on the lives of some of our lawyers. Integrating our personal and professional lives is very important and equally as challenging. I struggled with the balance when I practiced law, and ultimately chose to "opt out" of the practice. I hope to help our lawyers through the challenging times. My goal is to ultimately lead our firm (and perhaps the legal industry) to view flexibility as not only acceptable but also as the norm.

Q: How do you plan to go about solving the typical problems that affect many part-time programs-"the creep," or not enough work, or not the quality or level of work that one would like?
A: We plan to carefully monitor utilization, workloads, work assignments and skill levels/development and, when necessary, to modify BH arrangements to address the needs of the BH lawyer, the firm and our clients. We will encourage communication among BH lawyers and supervising partners; strategic planning and creative problem solving when issues arise; and adaptation to changing circumstances when necessary. I will make every effort to develop personal relationships with each BH lawyer, to contact them regularly and to encourage them to keep me informed of their progress and to come to me with any issues, concerns or problems as soon as one arises.

Q: What would be the best advice that you could give to law firms that are struggling with this issue?
A: Recognize that you need to be aware of the personal and professional roles and responsibilities of your lawyers and develop programs designed to have the best chance of success in your culture. Flexibility, management support, program infrastructure and daily partner involvement with lawyers participating in the program are the keys to successful programs.

Return to Best Practices Page