Once the lawyer and the client terminate their relationship, a lawyer is not allowed to acquire an interest that is adverse to a client, in the event that this might constitute a breach of the Attorney-Client Privilege. In addition, a lawyer cannot use information that he obtained from a client as a result of their relationship.
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Dealing with staffing issues up front can also help avoid the situation of the client trying to dictate which lawyers from a firm should be handling a case or representing the client on a particular transaction. If a client rejects the lawyerâs staffing proposals, the lawyer should ask the client why.
The lawyer should not fight with the client, but should speak with him or her and offer to look at the bill again. After doing so, the lawyer can contact the client again and say that it looks fine, but ask what the client thinks is right. At that point, the lawyer can negotiate the bill or take other appropriate action.
The difficult client confronts the lawyer with "Your bill is too high" or "What do you mean I canât do that deal?" A client who is difficult is the overseas client who insists that the lawyer wake up very early in the morning and make a telephone call to the client at 3 a.m.
How to Deal with Complaints â When the Client is Wrong No matter how unjustified a clientâs complaint is, you have to keep your composure and find a way to resolve the issue in a way that preserves your relationship.
Perhaps the most common kinds of complaints against lawyers involve delay or neglect. This doesn't mean that occasionally you've had to wait for a phone call to be returned. It means there has been a pattern of the lawyer's failing to respond or to take action over a period of months.
The lawyer should inform the client that if he does testify falsely, the lawyer will have no choice but to withdraw from the matter and to inform the court of the client's misconduct.
If your lawyer does not return your call, send them a letter and keep a copy. In the letter, describe what is bothering you and what you need. Suggest meeting with the lawyer face-to-face. Your next step would depend on the nature of the problem.
There are other options if you don't want to sue your former attorney for a mistake they made. You can report them to the state bar or the American Bar Association. They will conduct an investigation if the mistake is serious enough and the lawyer could face being disbarred or other disciplinary actions.
It describes the sources and broad definitions of lawyers' four responsibilities: duties to clients and stakeholders; duties to the legal system; duties to one's own institution; and duties to the broader society.
In California, the Rules of Professional Conduct govern a lawyer's ethical duties. The law prohibits lawyers from engaging in dishonesty. Cal.
Legal malpractice is a type of negligence in which a lawyer does harm to his or her client. Typically, this concerns lawyers acting in their own interests, lawyers breaching their contract with the client, and, one of the most common cases of legal malpractice, is when lawyers fail to act on time for clients.
If your attorney is not experienced or efficient, they may have missed a deadline or made another mistake and aren't willing to confess their error. There could also be some bad news that is entirely outside of the attorney's control.
No matter what name the agency in your state goes by, they will have a process you can use to file a complaint against your attorney for lying or being incompetent. Examples of these types of behavior include: Misusing your money. Failing to show up at a court hearing.
âAll lawyers make mistakes and it does not matter how long you have been practicing, where you went to school, how many hours you bill or how hard you try,â said Michael S. LeBoff, partner at Klein & Wilson, Newport Beach, Calif., during the ABA webinar "Oops: What to Do When an Attorney or Expert Screws Up."
Even though part of a solicitor's job is to sue, it does not make him or her immune from being sued in their professional capacity. A solicitor can be sued for negligence just like any other professional person and professional negligence cases are actually fairly common.
Which of the following may not be protected under the attorney-client privilege? A client who orally confesses to a crime.
A discussion of billing at the intake stage can also help avoid bill problems later. At the beginning of the relationship, Denney says, a lawyer should tell the client what the lawyerâs fee, or estimated fee, will be. The lawyer also should explain how often the client will be billed and when the lawyer expects those bills to be paid.
Lawyers should focus on the issue of dealing with a difficult client at the intake stage of the relationship. They should analyze the risks they may be running by agreeing to represent a difficult client - if the client has had four different lawyers on the same matter over the preceding eight months, the new lawyer may want to refuse to represent the client.
What if a lawyer takes none of these steps and simply sends a bill, to which the client objects? The lawyer should not fight with the client, but should speak with him or her and offer to look at the bill again. After doing so, the lawyer can contact the client again and say that it looks fine, but ask what the client thinks is right. At that point, the lawyer can negotiate the bill or take other appropriate action.
The lawyer may be able to cure a misunderstanding and staff the case as proposed. If necessary, the lawyer might be able to tell the client that the clientâs view is unfortunate but that there is someone else at the firm who can handle the matter. If that will not work, the lawyer can refer the client to some other law firm.
At that point, the lawyer can negotiate the bill or take other appropriate action. âYes If, No Butâ. There may also be a better way to tell a difficult client, and other clients, too, that they cannot do something that they want to do. Instead of saying, "No," a lawyer can use what Denney refers to as the "yes if; no but" method.
Difficult clients, in other words, are the clients who not only put themselves first (from a practice-development perspective, lawyers probably should put clients first, too), but who think only of themselves (which is an unpleasant extreme).
Even in this situation, Denney believes, a lawyer may be able to lead a difficult client to accepting and paying the bill. If the client rejects the lawyerâs entreaties, the lawyer will learn that fact sooner rather than later and should be able to find an amount to bill that is acceptable to both parties.
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A client is usually difficult if you fail to live up to his or her expectations, which is why itâs important to understand their expectations before you begin working on their legal matter. This article provides useful advice that will help you find out what your client wants, and how you can deliver before any disagreements occur.
Not every client is going to be easy to please , which is why itâs important to have a plan that will help guide you through handling the difficult clients.
Itâs important to consider the clientâs perspective, especially if youâre running into challenges. As difficult as it is to admit, you might actually be the source of a lot of problems. This article outlines a situation from both the client and lawyerâs perspective so youâll be able to recognize when you are making mistakes when handling an upset client.
Sometimes sticking it out with an unreasonable client is not in your best interest. It is possible that cutting ties is your best solution. This article provides advice on how to fire a client in a way that is both ethical and tactful; helping you to maintain your sanity and protect your reputation.
Difficult customers exist in every business, and even though you may want to kick them to the curb some days, you know that itâs better to keep them if you can. This article offers valuable tips may help turn the headache into profit.
In movies and television, criminal defense attorneys often want their clients to avoid telling them if theyâre guilty of a crime. Your client may have made the assumption that this is the case in real life, tooâeven if theirs is a non-criminal case. In your first meeting with your client, explain to them that you do want, and in fact need them to tell you the truth without omissions in order for you to effectively argue their case. Offer to answer any questions they may have about the legal process and debunk any misconceptions they may have brought from their knowledge of fictional legal proceedings.
Itâs easier to keep clients accountable if you can confront them with proof of their past agreements, and having a paper trail will protect you against potential malpractice suits if your client decides to try to claim that they were acting upon your advice.
Should you get the sense that your client remains untrustworthy, articulate to them that dishonesty will result in you terminating their contract. Include this information in the contract paperwork as well so that you have a written acknowledgement from your client that their honesty is a condition of your retainer.
If your clientâs dishonesty seems to stem from a fear of retaliation by another party in the case, take the time to explain the terms of your attorney-client privilege. Reassure your client that the information they reveal to you will remain confidential save for certain circumstances where you might be considered a mandated reporter.
If a client feels nervous or guilty about aspects of their involvement in a situation, they may be tempted to fudge details or leave out information that they think will work against them. Alternatively, they may be making incorrect assumptions about the legal process based on othersâ experiences or cases theyâve heard about in the news. For whatever reason, these Dishonest Dans arenât completely truthful, and itâs going to interfere with your ability to work on their case.
Erratic Emilyâs may simply be caused by the fact that sheâs overwhelmed. A parent whoâs trying to navigate a divorce while working full-time and continuing to get their kids to school, sports practices, and scout meetings is likely to forget things, but the situation isnât so dire that their competency needs to be called into question. Forwarding your meeting notes, automating payments and meeting reminders, and extending any other administrative support possible will help your client regain a sense of control.
Over-the-Top Theresa is the legal industryâs version of a helicopter parent. These clients are micro-managers by nature and their unwillingness to relinquish control can make it difficult to get them to step back and let you do your job. Theresa will do hours of âworkâ on her own time, whether or not itâs actually necessary. And when she drops her piles of research on your desk, sheâll expect you to read it all. If you donât set clear boundaries early on, Theresa can quickly drain your time, energy, and patience, leading to frustration on both sides.
of Chambersburg42 demonstrates how easy it can be for a plaintiff to allege that a lawyer or law firm substantially assisted a clientâs breach of duty âat least at the pleading stage of litigation. Kalan arose out of Samuels, Yoelin Kantor, LLPâs (âSYKâ) representation of John Koresko in an ERISA case known as Bogatay. Koresko was an ERISA fiduciary who defrauded various ERISA plans out of millions of dollars. 43 The Kalan plaintiffs sued SYK to force it to disgorge the fees it earned from defending Koresko in Bogatay because Koresko paid the fees with funds from the ERISA plans he was accused of defrauding; that is, Koresko paid the firm with stolen funds. The complaint in Bogatay contained numerous allegations that Koresko was defrauding the ERISA plans, which, the plaintiffs argued, put the firm on notice of his dishonesty. 44 Additionally, SYKâs fees for representing Koresko in Bogatay were paid from the subject ERISA plan accounts, which necessarily alerted the firm to the wrongfulness of the payments. 45
Aiding and abetting liability is a central aspect of modern litigation against lawyers and law firms. Although a dead letter under federal securities laws insofar as private plaintiffs are concerned, and accordingly discounted by some lawyers as a risk on that basis, the doctrine is a robust component of state professional liability law. Proponents assert that the doctrine is critical to achieving just results in cases in which a primary tortfeasor carried out a dishonest scheme because of its lawyersâ complicity. Some knowledgeable lawyers, on the other hand, view aiding and abetting liability as little more than a map to their perceived deep pockets in cases in which the real wrongdoer is incapable of satisfying a judgment. Whatever oneâs perspective, state law aiding and abetting cases against lawyers are a continuing threat.
While lawyersâ potential liability to clients for professional negligence âgenerally described as legal malpracticeâand breach of fiduciary duty is well known, many severe claims against lawyers are prosecuted by third-parties who allege that they were harmed by the misconduct of the lawyerâs client, and that the lawyer aided and abetted the clientâs misconduct. But for compliant lawyers, plaintiffs in these cases claim, the principal wrongdoersâ alleged misconductâtypically some form of fraud or breach of fiduciary dutyâcould never have been accomplished or would not have persisted long enough to cause material harm. Aiding and abetting liability is well-settled; indeed, secondary liability arising from concerted action traces back for centuries. 1 Although recent Supreme Court decisions have effectively eliminated aiding and abetting liability under federal securities laws insofar as private plaintiffs are concerned, 2 many states recognize aiding and abetting liability in some form.
SYK moved to dismiss the plaintiffsâ complaint. With respect to the plaintiffsâ common law aiding and abetting claim, the court easily found that the plaintiffs had sufficiently alleged Koreskoâs breach of fiduciary duty and SYKâs knowledge thereof. 46 The court struggled a bit with the substantial assistance element of the plaintiffsâ claim, but soon honed in on SYKâs acceptance of stolen funds in payment of its fees. 47 SYKâs acceptance of those funds plus its knowledge of Koreskoâs fraud persuaded the court that the plaintiffs had plausibly alleged SYKâs substantial assistance of Koreskoâs breach of fiduciary duty. 48 The Kalan court therefore denied SYKâs motion to dismiss.
Reynolds sued Schrock and Markley . He alleged that the settlement agreement made Schrock his joint venturer, and that Schrock consequently owed him fiduciary duties. 83 Markley allegedly aided and abetted Schrockâs breach of fiduciary duty. 84 Reynolds and Schrock settled for a second time, leaving Markley as the sole defendant. The trial court awarded Markley summary judgment, reasoning that he owed Reynolds no duties and that he merely advised Schrock on what she could permissibly do under the terms of the original settlement agreement in his capacity as her lawyer. 85 The Oregon Court of Appeals reversed the trial court and the Oregon Supreme Court then granted Markley âs petition for review.
Although it is tempting to think of conduct constituting aiding and abetting as a form of civil conspiracy, it is not . Conspiracy and aiding and abetting are similar in that both require concerted action, but the theories are distinct. 18 Liability for conspiracy requires an agreement between alleged co-conspirators to commit a tortious act. 19 Aiding and abetting liability, on the other hand, requires only that a defendant knowingly and substantially assist the principal wrongdoer. 20
Wright Capital acquired iHealthcare in March 2006 in a deal akin to a leveraged buyout, or LBO. In an LBO, the buyer borrows money to acquire a company, and then uses the companyâs assets as collateral for the loans it took out to finance the purchase. 51 Here, Wright Capital bought iHealthcare from its shareholders for around $25 million; then, to finance the purchase, Wright Capital sold some of iHealthcareâs assets. 52 Most notably, Wright Capital sold Heartlandâs real estate holdings, including its hospital. 53 Wright Capital used the real estate sale proceeds to pay iHealthcareâs shareholders. Of course, Heartland still needed a hospital building. As a result, Wright Capital worked out a deal in which Heartland leased the hospital building back from the new owners at an exorbitant rate. 54
One of the traits of a good lawyer is the ability to deal with different kinds of clients. While some clients are no trouble at all, others will leave you broke, exhausted, and panting for breath. If not handled well, a demanding client can cause irreparable damage to your business and legal practice. It is imperative therefore to learn the skills ...
Some lawyers have wrecked their health by going all out to satisfy their clients and neglecting to take care of themselves. Others have watched their family and social relationships go down the drain.
A demanding client can be such a pain in the neck that thereâs always a temptation to show him/her the door.
The way you handle each client will depend on the value and cost they bring to your practice.
Patience has also been found to be a great way to preserve your mental health. Studies have shown that patient people handle stressful situations better than those who are impatient. So if you donât want to be patient for the sake of a demanding client, do it for your mental health.
Lawyers should learn when to say no and put down their feet for their health, happiness, and safety.
Whenever you feel that a demanding client is asking for more than you can deliver, then it is time to refer him to another lawyer.
Calm lawyers are usually the most efficient because they do not allow their emotions to becloud their sense of reasoning. Nothing upsets an opposing counsel more than a calm and collected lawyer.
One way opposing lawyers distract their opponents by filing incessant motions to frustrate a matter. Some lawyers are easily distracted by allowing every issue raised by an opposing lawyer to become a dispute. While it is essential to react to some motions, learn to ignore harmless ones.
Having the facts of your case on your fingertips will enable you to stay ahead of the opposing counsel. One tactic employed by difficult opposing lawyers is to distract you in every way possible. A lawyer who knows the facts of his case will not veer off course by joining issues with an opposing counsel on extraneous matters.
A difficult opposing counsel is every legal practitionerâs nightmare. Even judges dread the thought of presiding over matters involving a difficult lawyer. Their fears are understandable. Difficult lawyers seem to have a penchant for employing unethical tactics to win a case. According to some lawyers, dealing with a difficult opposing counsel is ...
Nothing upsets an opposing counsel more than a calm and collected lawyer. A relaxed lawyer who is not overwhelmed with emotion is less likely to make mistakes in his case.
To be proactive, lawyers must have a plan of action and anticipate the next move of the opposing counsel, just like in a chess game. By preempting the moves of the lawyer on the other side, you will avoid delays caused by your opponentâs delayed actions.
Some research and studies have shown that being assertive reduces your stress and helps you deal with difficult situations. Assertive lawyers are rarely intimidated and can succinctly make their points without insulting the other side.
Rossâ client received a higher cost award because the plaintiff abandoned the motion. That is not exceptional because the Rules of Civil Procedure provide for such a costs order. For the purposes of this blog, though, we want to deal with another aspect of the argument before the court. Ross made the argument that a higher cost award was warranted because of the abusive and derogatory comments Midanik made to Ross.
In the case of Beatrice Leaseholds Ltd. v. Shainhouse, 11 the lawyer for the plaintiff (âMidanikâ) was found to have breached the Rules of Professional Conduct.
Midanik also claimed that Ross violated the Rules of Professional Conduct by knowingly pleading a falsehood in the statement of defence and counterclaim. Before the motion was heard the plaintiff abandoned the motion. Rossâ client received a higher cost award because the plaintiff abandoned the motion.
SSQ Life Insurance Co ., 3 Justice Valin held that, âallegations that impugn the professional integrity of counsel for an adverse party, and which are found to be unproven, warrant a punitive award of costsâ 4 and made a cost award of $50,537.03 on a substantial indemnity scale. In assessing the costs award, Justice Valin rejected the plaintiffâs argument regarding proportionality and instead focused on the actions of the party making the unfounded allegations. 5
Baksh was a lawyer. He sued for defamation and represented himself. In the course of the litigation, he made negative and derogatory remarks about defence counsel accusing defendantâs counsel of sharp, high-handed practice and of trying to use procedural delay tactics to avoid a decision on the merits.
6 In deciding to award substantial indemnity costs, Master Hawkins focused on the harm that was done to the professionalâs reputation when allegations of wrongdoing become part of the public record. 7 Justice Dambrot further explains in the Mele decision that even if the allegations are not actually advanced at trial, as long as they remain part of the public record, the harm continues . 8
In Dabbs, Winkler J., as he then was, awarded substantial indemnity costs, because the party attempted to impute impropriety and attacked counsel as a back door way to vitiate the terms of a settlement in a class action instead of arguing the issue on its merits. 9.