By James Raiswell
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When you’re starting out as a lawyer and developing your practice, you quickly discover that you need people – people to turn to for advice, people who can help develop your skills, people you can represent. But how do you find these people while still managing to bill 2,000 hours?

Among the soft skills you need as a professional, few are more important than networking. The most successful lawyers are those whose names clients and colleagues remember and who are able to quickly find solutions to problems. These lawyers are successful not only because they’ve honed their legal skills, but also because they have a web of contacts across a range of industries who count on them – and whom they count on in return – for advice on complex legal problems.

In your early days with the firm, much of your time spent networking will be within the firm, especially at social events. And while these functions are useful in terms of helping you develop a base of contacts, you should also view them as opportunities to polish your networking skills. Related articles 5 Sites: Going mentor (July 2006)

Those lawyers who are the most successful at networking do more than collect business cards at an event; they research potential contacts ahead of time and follow up after an event with personalized, relevant communications. Above all, they recognize that every opportunity to meet new people is a chance to network and are always prepared to rise the occasion.

Networking within the firm

When you start as an articling student or as a law firm associate, your firm should – and likely will – be your best source of professional development. And it is through the firm that you will take those initial steps toward developing a network of contacts, both within and beyond the profession.

In one regard or another, all firms provide professional development programs for soft skills like networking, professional presence and business etiquette – skills new lawyers might not have learned in law school or previous careers.

Fraser Milner Casgrain LLP’s Practice University, for example, takes junior lawyers through a series of structured courses that deal with marketing and business development. “One of the most important networking skills we teach our young lawyers is to maintain the contacts they have developed through law school and through previous jobs,” says Meghan Thomas, director of professional development with Fraser Milner Casgrain’s Toronto office. “Odds are, many of these people will become useful contacts in the business world, or lawyers themselves. It’s important to remember that these are more than just friends; they’re potential business leads.”

Blakes, Cassels & Graydon LLP also runs its new lawyers through similar courses. Mary Jackson, Blakes’ chief officer of legal personnel and professional development, says that networking is a difficult skill to teach to a large group because it’s often difficult to find a common denominator among the students. Some will have a reasonably well-developed skill set, while others may start from zero. To address that problem, Blakes uses a combination of classroom and one-on-one teachings to help each young lawyer best develop their networks.

“We will often bring in a professional coach to work one-on-one with the young lawyer to expand and refine the associate’s network,” she says. “It’s more costly to do it this way, but our firm sees this as an investment in our people.”

Recognizing that the practice of law is best developed through observation and hands-on exercise, many firms pair their young lawyers – especially summer and articling students – with more senior lawyers. Mentoring programs such as these not only give young lawyers a taste of what’s to come, but also help them develop a network of contacts. Nancy Stitt, director of student programs with Osler, Hoskin & Harcourt, says the buddy system allows young lawyers to sit in on conference calls and court proceedings and to learn firsthand about the nuances of each experience.

“In the early stages of their development, it’s very important for young lawyers to build up their network of contacts within the firm, and the buddy system is one important way they can do this,” says Stitt. “Our firm organizes quite a number of social events, especially in the summer, where young lawyers can meet more senior colleagues to learn about new practice areas and to make their faces known.”

In your early days with the firm, much of your time spent networking will be within the firm, especially at social events. And while these functions are useful in terms of helping you develop a base of contacts, you should also view them as opportunities to polish your networking skills.

Networking outside the firm

Since not all business contacts come from within the firm, you’ll also have to be aware of the need to develop contacts outside the industry. One of the best ways to do this is through a mentor or a more senior partner, who may be able to introduce you to new clients or contacts you might not otherwise have had a chance to meet. Equally effective is networking through professional associations, particularly those aimed at young lawyers – like the Young Lawyers-CBA – where you can share experiences with a sympathetic group.

We’ve all heard that a key part of professional development is the ability to strike the perfect balance between work and life, and being involved in community activities – volunteering for charities or playing on a sports team, for example – is a great way to develop your network of contacts outside the practice.

“Some of the most successful lawyers cultivate business from friends and from social contacts,” says Thomas. “The old adage that friends can become clients and clients can become friends still rings true.”

Fraser Milner and Blakes both encourage their lawyers to get involved with BoardMatch, a service that pairs charities and not-for-profit organizations with professional volunteers willing to serve as directors. The experience, says Thomas, is useful for any lawyer, but especially young lawyers who benefit from the practical experience and from the contacts they develop.

While networking outside the practice is a great source of work, it’s important to remember that it’s very labour-intensive. It takes time to cultivate clients, and the best advice in this regard is to be patient and persistent. Your contacts won’t necessarily be immediate sources of work, but could become quite valuable in the future.

Networking online

The Internet has changed the way in which we communicate and, by extension, the way in which we network. For example, look at how social networking sites like Facebook and MySpace have enabled people to re-establish contact with old friends and long-forgotten acquaintances.

But are these sites of any value for professional networking purposes? The answer depends on whom you ask, but the underlying message is that, while networking sites offer the chance to re-connect with contacts every now and again, they shouldn’t be relied upon as a source of generating new business.

“Personally, I think networking is changing and these kinds of sites can be valuable tools,” says Jackson. “As the 20- and 30-year-old lawyers develop professionally, they will choose to network in a manner that’s different from the previous generation. What’s more, a new generation of clients will change with them.

“The way to teach networking is not for an older generation to force its ideas upon the younger one,” she adds, “because networking is influenced more by cultural trends than formal patterns.”

Stitt is less enthusiastic. “I don’t see a tremendous amount of value in using sites like Facebook,” she says. “Because these sites are not controlled or monitored, no one can be sure of the accuracy of content or of someone’s identity. As a law firm, we have a reputation to uphold and we can’t afford to compromise that reputation for the sake of convenience.”

Thomas sees some value to using networking sites, but suggests that lawyers may benefit more from using sites like LinkedIn that are aimed at professionals and, in the case of Lawbby, at lawyers in particular.

“Facebook is fine for keeping up with your friends in high school and university, but we encourage our lawyers – junior and senior – to spend time on sites dedicated to the practice of law,” says Thomas.

The debate over these sites’ worth is rapidly coming to a head. The Ontario government, for example, has outlawed the use of Facebook on its equipment because it deems the site as “unacceptable for use for government business purposes.” Some law firms are also considering the value of these sites and it likely won’t be long before they implement their own usage policies.

The right tools for the job

One of the most important things to realize about networking is that it’s an incremental process, and one that must be developed on an ongoing basis. As you grow your network, keep it nurtured. Stay in touch with everyone on your list and keep adding to the list on a regular basis.

Don’t think of networking as an onerous or daunting task. With the right attitude and the proper tools, it can be both enjoyable and profitable.

James Raiswell is a professional freelance writer who specializes in corporate and promotional communications. Contact him at raiswell@stiffsentences.com.

By Cristi Cooke
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Lawyers and law firms alike should incorporate female-friendly strategies into marketing and business development activities. For example, historically effective client events such as golf tournaments and hockey games are usually not as effective for courting female clients. Both lawyers and their firms need to consider the age-old question: “What do women want?”

Whether male or female, clients don’t differ in terms of their business challenges and legal problems. However, men and women do tend to differ in some of the building blocks of trust: in how they communicate, in the way they socialize and build relationships, and in the realities of their time pressures. Lawyers who observe, understand, and adjust to how the patterns of building trust differ between men and women will build stronger client relationships, and will develop these relationships faster.

Lawyers who observe, understand, and adjust to how the patterns of building trust differ between men and women will build stronger client relationships, and develop these relationships faster. Related articles The small-firm marketing guide (May 2007) Make sure prospects know how you differ from other lawyers and you'll be miles ahead of competitors (March 2006)

Understanding how to build trust is crucial. According to David Maister, author of The Trusted Advisor, the more your client trusts you, the more they’ll reach for your advice, act on your recommendations, share more information, refer you to their friends and business acquaintances, and give you the benefit of the doubt. So how can lawyers adapt to female clients’ building blocks of trust? Here are three key areas to put on your radar screen.

1. Be aware of how women socialize and build relationships.

Typically, men build relationships by doing activities together, whereas women build relationships by sharing conversation together. Put another way, men tend to build relationships shoulder-to-shoulder, while women tend to build relationships face-to-face. This might be why sporting events like golf tournaments and hockey games work well with male clients, but tickets can go unused and be unappreciated by their female counterparts. Although many women like golf and hockey, women are typically more attracted to events that empower, educate, and entertain, while still allowing time to connect with those who will add value to their networks. Consider wine-tasting or cooking classes, and invite a mixed crowd. Host a socializer before or after the event, and consider sending the invitation list to her in advance, so that she can prepare to network with those who add value to her business. Above all else, use the opportunity to converse and connect with her “face-to-face,” not “shoulder-to-shoulder.”

2. Be aware of how women communicate, and adapt your style.

Linguist Deborah Tannen, in her book You Just Don’t Understand, suggests that men are report-talkers and women are rapport-talkers. In other words, men tend to use language more often to talk about data, facts, and information in order to prove and demonstrate expertise; whereas women tend to use language more often to build or maintain relationships by finding things in common, by sharing experiences, and by simply feeling understood.

When observing a rapport-style of speaking in your female client, try adjusting to it. Ask questions that will allow her to feel understood, such as “What’s keeping you up at night with respect to this area of your business?” or “Tell me about what particular event or idea caused you to pick up the phone and call me.” Visit her at her office (don’t bill for this visit) to demonstrate that you want to understand her and her business, not just her tightly defined legal problem.

3. Deliver solutions that address her time pressures.

According to Statistics Canada, married working women spend 2.2 hours per day on household and childcare duties, while their male counterparts spend 1.4 hours per day. Businesswomen are significantly more time-pressured than their male counterparts, and your ability to respond to this fact can be a heavily weighted factor when she is deciding whether to do business with you…or your competitor.

Acknowledge and validate her time pressures. Start meetings by saying, “I know you must have a million other priorities – thank you for meeting with me.” Instead of giving her a free computer bag with your logo on it, give her a gift certificate for a personal chef or a personal shopper at Christmastime. Audit your business processes: do you save time by sending agendas and checklists in advance of meetings? Are your bills perfectly clear, so she doesn’t have to spend time calling to discuss them? Pay attention to the small details that add up to consume her limited time. Time is a precious commodity for everyone, but particularly for women who work full-time and still do the vast majority of child-care and household duties.

Although we know that not all women are the same, if we can observe and respond to patterns of behaviour, we can form trust, and thus do a better job of serving our clients. Remember that marketing to women is not limited to spa days or designing pink brochures. Understanding fundamental patterns in women’s communication styles, socializing styles, and time pressures is a more enduring way to form trust.

Copyright 2007 Cristi Cooke. All rights reserved.

Cristi Cooke is president of Majority Marketing (www.majoritymarketing.com), a consulting firm that shows clients exactly how to gain market share by understanding one of the fastest-growing, yet untapped, markets in North America - women. Cristi recently presented research results and recommendations at the CBA’s "Leading the Canadian Law Firm in the 21st Century" conference in Halifax. Contact Cristi at cristi@majoritymarketing.com, or call 1-613-321-1503.

By Jared Adams, Addendum Editor
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You’re young, you’re up-and-coming, and people are taking notice of your work. Maybe you’re moving up the ladder at a large firm or corporation, or maybe you’ve hung out your own shingle. You’ve been paying your dues for the past several years, and the money is finally starting to roll in.

Sure, you’ve been working at least 70 hours a week for as long as you can remember, and “having a life” has been just a term of art. But now you can start to focus on things like family, professional service, community profile – building a life around your career. And let’s not forget that you can finally start living in a manner befitting your status as a legal professional.

Your financial future, and eventual retirement? Well, that’s decades away, and there’s plenty of time to deal with that down the road, and after all, the money will always be there. No need to worry, right?

Unfortunately, this line of thinking – shared by many young lawyers – can be dangerously wrong. The future is a lot closer than you might think, and the money you spent yesterday and today won’t be as easy to make again tomorrow. And before you even get to the future, there’s still your past – accumulated loans and increasingly heavy law tuition debts – to deal with.

Establishing your goals will not only help identify your priorities, but it will also determine what kind of investments and plans you’ll need to make in order to achieve these goals.

If you’ve given little thought to your long-term financial future, don’t feel too bad – most new lawyers are in the same boat. Christian White, a financial consultant with Investor’s Group in Vancouver, says many of his young professional clients haven’t let thoughts of fiscal planning even cross their minds.

“Most of us will take more time to research the best vacation destination or a new car purchase than to make an informed investment decision,” says White.

Most of the young lawyers White sees share three common characteristics: they have outstanding debt from student loans or from business start-ups, they have a lot of disposable cash they’re letting slip through the cracks, and they have increasing career responsibilities that leave little or no time to devote to personal financial management.

“What usually happens is that young lawyers spend the first 10 years of their careers continually learning the skills they need for their profession, and they don’t take the time to manage their personal finances,” he says. “They end up just kind of haphazardly spending their money, with no real planning involved.”

The first and most important key to a sound financial future, according to White, is to set goals. Before you figure out how you’re going to get there, you’ve got to know where you’re going. Here’s a six-point checklist of key elements for lawyers who want to lay a solid financial foundation for the future.

1. Start early

The sooner you begin, the better, says Bev Evans, an investment advisor with RBC Dominion Securities in Toronto. “Under the premise that time equals money, the number-one thing is just to start and start early,” she says. “Most lawyers appreciate that, given the nature of their work.”

If you don’t, White warns, you’re setting yourself up for early failure. “Young lawyers are in a situation where they’re spending a lot of time building their business,” he says. “The opportunity cost can end up being missing out on a good investment strategy.

“Putting things off could be costing you many thousands of dollars in potential investment returns. In a busy professional lifestyle, we tend to place the highest priority on what’s in front of us – a work assignment, an upcoming judgment, building your practice – and put off things that don’t need doing right now.”

For most legal professionals, “starting early” will mean dealing with the past before moving forward. Since many young lawyers have accumulated sizable debt loads – usually from student loans, business start-up costs, and even credit-card debt from lifestyle purchases – paying down those totals is the first place to start.

“People can get caught up in the glamour of the lifestyle that comes with making good money – I’ve seen this happen often with lawyers,” Evans observes. “They can get caught up in so much lifestyle-related spending that it outpaces the income. And before you know it, the debt is out of control. And what are you going to save from if you’re spending everything?”

2. Set goals

Ruth Bastedo, CEO and co-founder of Ignite Media Inc. in Toronto, finds that many of her young professional clients want to invest for the future, but don’t have any specific investment goals.

“I found a lot of people who were making good salaries were working really hard, and they just had no bandwidth to think about financial planning,” says Bastedo, a one-time investment advisor with RBC Investments. “And they had no idea what they wanted to invest for. So I started bringing in a life coach for sessions on goal planning.”

Most people’s goals, she says, are surprisingly similar, but actually identifying them can be a daunting task. “It can be very powerful to actually put them down on paper.” Bastedo encourages clients to draw up a list of six goals, with an eye towards eventually expanding them to 20.

“Sit down, have a glass of wine, and think it out,” she says. “Making the list helps to start to identify priorities. Do I want a house? Where do I want this house? How will that affect the money I have to set aside? Will I want to go back to school? That’s where you get the pure fantasy, and ask how that looks in real life.”

Establishing your goals will not only help identify your priorities, but it will also determine what kind of investments and plans you’ll need to make in order to achieve these goals.

3. Choose a planner

Both White and Bastedo agree that a financial planner is a must for lawyers facing overwhelming time constraints. Hiring someone to monitor your long-term financial matters removes a time-consuming task from your to-do list and provide the peace of mind that comes from knowing that someone is looking after your affairs.

But just as in choosing any professional, deciding on a financial planner is not something done quickly or lightly. “Make sure you’re talking to someone who does a lot of work with other members of your profession, and has your same goals in mind,” White advises.

“And make sure they have access to a number of other specialists in the field,” he adds. “It’s like going to a GP and getting a reference to a dental surgeon or other specialist.”

Like choosing a doctor, Bastedo says finding an advisor that allows you to establish a comfort level is extremely important. “It can take a while to find someone that works for you,” she says. “Be responsible – interview at least three different advisors.”

The financial planner will look at the goals you’ve established, possibly suggest some others, and help you determine what the appropriate vehicles will be to help you reach those goals. But they can only offer help if you know where you want to go. “Your own finances are your responsibility,” Bastedo says. “The most effective relationships are the ones in which the client has put in the time to identify the goals.”

4. Set investment priorities

With your goals and budget established and a financial planner in place, you can now start deciding on the most effective way to make your money grow. Each individual has his or her own needs, and what works for one person may not be ideal for the next. There are numerous common factors to take into account, however.

For example, says White, if you’re running your own practice, you’ll want to to ensure that your partners or employees will be financially secure should you be required to leave the business for any length of time.

“One of the aspects of dealing with professionals in personal practice is also helping them manage the finances of the practice,” White adds. “Business wills, buy-sell agreements, and key-person coverage are all areas that that I work on to help protect clients from unforeseen circumstances.”

Life changes, too. For many lawyers, a marriage or children will also have a surprisingly strong effect on long-term priorities. If your home circumstances change, be sure to contact your advisor top have a chat about whether your goals at 30 are the same as your goals at 40.

5. Pay yourself first

Evans recommends setting a monthly budget to better track where your money is going and to make sure you’re allocating the proper amounts to fulfilling your goals. “The best way to make sure these plans happen is to set a monthly budget. Looking at it at a monthly level is the best idea,” she says.

“Write yourself a cheque to your house fund, get used to doing it, and forget it even exists. You’d be surprised at how good it feels.”

Following the out-of-sight, out-of-mind maxim to the next level, Bastedo recommends that you arrange with your financial institution to have money deducted directly from your paycheque. You’ll rarely miss it, and you’ll be nurturing a valuable nest egg

The money you save through these and similar methods should be used to establish a financial reserve of an average of at least three months’ worth of expenses, in case of career interruption due to injury or illness. That amount should include expenses you’d normally face in the course of your daily life, like rent or mortgage payments, utility fees, car payments, food and any miscellaneous expenses.

6. Women’s issues

Women have their own factors to consider as well, Bastedo says, ones that will require special planning. “Having a support structure in place is key,” she says. “Women often have a harder time, because often it’s the women who pick up the slack on the home front, particularly when the kids are young.”

And as Evans points out, women have longer lifespans than men, and will need to take into account the amount of money they’ll need past the age of retirement. As well, she says, women often become the primary caregivers for parents later in life, and may need time away from their jobs in order to devote themselves to those needs.

“There’s also the ‘sandwich generation’ phenomenon,” adds Evans. “Because women may see some time out of the workforce, either for child-rearing or as a caregiver to a parent, it tends to reduces the amount of earning years. You need to be prepared to do more with less.”

This, in turn, has led to professional women choosing to have children later than previous generations, in order to ensure they’re established financially before taking time away from work. This is just another reason to start planning early.

Identifying priorities with your life partner should be a key part of your strategy, Evans concludes. “Make sure that you’re involved together in setting the plans and goals,” she says. “Communicate what your priorities are. Typically, one person ends up in charge of the financial planning – make sure you’re having an annual review with your partner, so you can see where you are.”

While everyone’s financial goals will differ, the key to achieving them is to start early. Whether your future plans include a house, car, vacation, or early retirement, there are a number of vehicles that may be appropriate to you. And like any vehicle that finds itself stalled from time to time, sometimes all you need is a little kick-start.

Jared Adams is the editor of Addendum.

By Alison Arnot
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Most articling students obsess over “getting hired back,” and devote all their energies to that end. But those who succeed rarely give much thought to the more formidable, long-term task ahead of them: practising law as an associate.

New lawyers have myriad obligations and responsibilities, and they may not know how to fulfill them. So what do firms want from new associates? Éric Hardy, chair of students committee for the Quebec City office of Ogilvy Renault, offers the following hints.

Maintain a high standard of integrity. A lawyer must have a good reputation within the community and with judges. So new lawyers should always be prepared for court and never make misleading statements. “Always bear in mind that you’re an officer of the court,” Hardy says. “If you lose your reputation, you will have nothing to do in this business again.”

Have good business sense. “We want people who are not only able to provide legal solutions, but [also] business solutions that make sense for the clients’ needs,” Hardy says. “You might know law very well, but if you’re not able to advise clients bearing in mind their reality, their background, and their needs, your plan of action might not be appropriate for the client.”

Be client-focused. Associates need to be able put themselves in the clients’ shoes, Hardy continues. This includes keeping clients informed, letting them know the strategy you plan to take, and returning their calls promptly. “We want young associates who realize that client services is the priority,” he says.

Be passionate about law and the firm. “We are looking for people who will become partners,” says Hardy. “When we hire articling students or young associates, we have a long-term perspective.” Partner-track attributes include being passionate about your work and having a team spirit. Associates should be generous with colleagues by sharing knowledge and information with others in the firm.

“Partners and associates are trustees of what the firm has built up over 125 years,” Hardy says. “We want people who will place the interests of the firm before their own.” This means referring clients to other lawyers within the firm who would be better suited to meet their needs, if necessary. “The ultimate goal is to give the best services to the client.”

Alison Arnot is a freelance writer.

By David W. Mykel
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Introduction

TechnoLawyer This article orignated in TechnoLawyer, a critically-acclaimed legal technology and practice management resource for lawyers. CBA members can now search thousands of product reviews, how-tos, and other articles in the TechnoLawyer Archive free of charge (a $65 US value). Subscribe today!

Apple's iPod has taken the world by storm. Everywhere you look, you see people wearing the signature white earbuds. But amidst this storm, Apple has inspired competition from other companies that have come up with new uses for their media players in hope of taking some of Apple's market share. In this article, trial consultant David Mykel explores several portable media players (including the iPod) and how you can put them to use as a litigation support tool when you gear up for your next trial.

Every year, lawyers look for more ways to increase their efficiency, bill more hours and make life easier for themselves overall. Imagine you're working from your laptop at 35,000 feet: reviewing video deposition testimony, reading over transcripts and documents, and viewing case photos. Now imagine doing all of this without having to carry around a bulky laptop, mouse, power source, and a bag. Can you? Probably for an expensive price tag, right? What if I told you that you could accomplish this with something you already own? Now imagine doing all these things as well as recording your "on-the-fly" ideas, proofing PowerPoint presentations, and listening to some relaxing music. How, you might ask? I have three letters for you: PMP (portable media players).

It's estimated that nearly 75 million people in the U.S. have an iPod or a competiting product. Related articles Thumbs up: Turning your thumb drive into a portable office (November 2006) Going the distance: Keep your legal education up-to-date without leaving the office (March 2006)

For beginners

It's estimated that nearly 75 million people in the U.S. have an iPod or a competing product (though Apple's infamous iPod owns nearly 80 per cent of the market share). These days, you can't walk in any city, let alone a metropolis, and not see at least half of the people on a given street with wires coming out of their ears. But most people aren’t aware of what an iPod or other portable digital media player can do for not only you, but your practice as well.

As technology advances, PMPs have taken on more and more tasks for the digital user – for example, the majority of players out there can now display pictures and videos.

Just take a look at your basic iPod. It enables you to listen to music and store thousands of MP3s, view photos, and watch it all on a 2.5" screen. The iPod structure is one of the easiest and most user-friendly interfaces out there.

How can you use this for your litigation practice? The iPod would suffice if you wanted something simple and user-friendly to view case photos or even deposition video, although the smaller screen may cause problems with paying attention to detail. In addition to this, you will need to convert your videos using QuickTime Pro (Apple's all-in-one media player) to resize for playback on the iPod.

Intermediate players

There is also a list of devices like the iPod for very competitive prices. These include the Samsung Yepp YH-999 and the iRiver PMC-120.

These two devices will play Windows-encrypted media, such as .wmv and .wma (the iPod cannot play these files) and have a larger screen (3.5") for viewing. These players may prove a better investment over the iPod if you prefer Windows media.

If you would like all of this functionality plus an FM tuner, then you should take a look at the Toshiba GigaBeat S Series, the Zen Vision M, or Microsoft's Zune.

The Toshiba offers all the same features as the above, but integrates an FM tuner so you can listen to radio stations. Although it does have this extended feature set, it sacrifices screen size (a mere 2.4").

Even though these devices cost a lot, they remain on the lower end of the scale when it comes to versatility and function.

The big guns

Some of the more recent and advanced devices can also push an audio or video source out for viewing on a TV or computer, and even act as a PDA. The even higher-end players can record from any source, whether analog or digital (television, DVDs, VCRs, other audio players, cassette tapes, and computers), in addition to acting as a storage device for all your files and documents.

First off is the Zen Vision W. On this player, you can listen to music, view photos and videos on a 480x272 resolution with a widescreen 4.3" display (16:9 aspect ratio). This device also enables you to push out your photos, music, and video to a projector or television, and functions as a voice recorder, personal organizer, and an FM radio. One of the features that stands out on this player is the ability to directly transfer photos from your digital camera.

The iRiver PMP-140 also plays music (.mp3, .wav, and .wma), videos, displays photos on a vivid 3.5" screen, has an FM tuner and voice recorder, can push out audio and video to an external source, and can directly transfer photos from your digital camera. Features unique to this device are the built-in speaker and the ability to record audio from any external source, as well as to transfer any file type from your PC or Mac.

The last and final product is the ultimate, at least for now, portable media player. Archos has engineered media players for years and still continues to lead the pack in progressive, all-inclusive technology. Its latest and greatest players are the Archos AV 500 and the Archos AV 700.

These players are identical in features but differ in screen size, either a modest 4" or a much wider 7". Both devices contain all the features of the above-referenced players (ability to play all audio and video files, display all photo files, and directly transfer photos from your digital camera, and more). In addition to this wealth of features, it also has a replaceable battery (which the iPod lacks), plays video back at near-DVD quality, has downloadable and upgradeable firmware and games, and has the ability to record audio and video from any external source.

Picture this

Imagine having the ability to walk into a deposition, hand the videographer your Archos AV, record the deposition as it progresses, then hand your Archos to the court reporter, have her download the transcript, then hand it to the other side and have them download all their exhibits onto it as well. As you're waiting for your cab, you take some beautiful pictures of the city skyline at sunset and download them directly to your Archos to share with your family. Now you're sitting in the cab on the way to the airport, listening to your favorite MP3s to unwind for the plane ride. Once you board the plane, you can now review the deposition, read the transcript and review the exhibits without having to worry about your battery dying (five-plus hour battery life). Once you finish with the deposition, you can look at the scenic pictures you took on your vivid 7" screen, all with one handheld device.

Conclusion

Now, stop imagining, and go out there and get a PMP for yourself!

Copyright 2006 David W. Mykel. All rights reserved.

David W. Mykel is a litigation consultant for Courtroom Sciences, Inc. in Irving, Texas. He comes from a psychology background, having a B.A. in Psychology and Criminal Justice as well as his Masters in Forensic Psychology. David considers himself to be part of a new breed of technologically savvy psychologists who specialize in witness preparation, case presentation and strategy, jury selection as well as trial technology. His background also includes mock trials and focus groups.

By Jared Adams, Editor, Addendum
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After reading David Mykel’s article (above), you should have a basic sense of the possible uses for an iPod (or other portable media player) in your practice. With that in mind, in this month’s 5 Sites, we take a look at some more ways to max out your media and integrate your iPod into your daily tasks.

1. Lifehacker’s iPod category.
   http://www.lifehacker.com/search/ipod/all/
   From the essential life-made-easier blog Lifehacker comes this list of tips and tricks for your iPod. Sure, there’s some chaff in amongst the wheat – most lawyers probably won’t need to know how to play Doom on their video iPod or care that Mexican airlines are now renting iPods on their flights – but when you come to the posts outlining how to turn your iPod into the ultimate presentation accessory and use it to manage your to-do lists, you’ll quickly see why this site is fast becoming indispensable for anyone who uses technology on a daily basis.
2. The Free iPod Book via iLounge.
   http://tinyurl.com/38sg83
   Released at the end of May 2007 by everything-iPod site iLounge, version 3.0 of The Free iPod Book is an inexhaustible resource for all things iPod. While many of the featured articles are consumer-oriented, there are enough business applications to make browsing worthwhile, and glancing through the latest and greatest in iPod accessories should give you some ideas on how they can be used in the boardroom as well as the living room. As an added bonus, visit their archives at http://www.ilounge.com/index.php/library/ to check out previous versions of the book, which also supply helpful hints.
3. Take Control of Your iPod: Beyond the Music, Second Edition.
   http://www.takecontrolbooks.com/ipod-btm.html
   Updated in April 2007, this $10 e-book is tightly focused on using your iPod for much more than just playing tunes. Check out the free 30-page sample at http://tinyurl.com/28l49u to see just some of the tips – running presentations, reading RSS feeds, using your iPod as a backup drive, and using your iPod as a Mac startup disk – and you’ll quickly see why it’s worth paying for.
4. Get the Most out of Your iPod via Lifehack.org.
   http://www.lifehack.org/articles/lifehack/get-the-most-out-of-your-ipod.html
   Six quick uses for your iPod above and beyond playing music. While they’re more jumping-off points than complete solutions, these tips will also get you thinking outside the small, plastic, rectangular box. As an added bonus, check out all of Lifehack’s iPod-related posts at http://www.lifehack.org/tag/ipod/.
5. CBA PracticeLink podcasts.
   http://www.cba.org/cba/PracticeLink/podcasts/
   Got some down time? Or at least some time where you can plug in your earphones? Use your portable media player to keep up-to-date on the latest in legal trends with CBA PracticeLink’s collection of podcasts while walking, traveling, or any other time it’s convenient.

All lawyers have had experiences while practising law that they’d rather forget. But often it’s the worst experiences that can provide the greatest lessons, the ones you learn from and carry with you for the rest of your life.

This month on CBA PracticeLink, young lawyers can benefit from the lessons learned by your predecessors, by delving into their biggest career mistakes as well as successes that have shaped who they are today.

Also new on CBA PracticeLink…

• Networking for Young Women Lawyers
• Cool Technology for Hot Lawyers
• Blogging Policies and Best Practices
• Podcast: A Fresh Look at Fee Collection for Lawyers

Plus, don’t forget to check out our section devoted to starting out and going solo. For all this and much more, visit http://www.cba.org/practicelink.