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Pros & Cons of Using Smartphones for Legal Work

Matt Pollins

Matt Pollins

pros and cons
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    Smartphones, for many legal professionals, are a blessing just as much as they are a nightmare for other legal professionals. Regardless of which side of the spectrum you land on, two things are pretty much certain: (1) smartphones are here to stay; and (2) no matter how much you may resist it, you will likely use your smartphone to perform some kind of legal work.

    The key to finding a balance where you can live with your smartphone and not get burnt out is twofold: (1) knowing the pros and cons; and (2) applying that knowledge to legal work. Knowing the benefits of smartphone use for legal work will help you optimize your time accordingly. Likewise, understanding the negative aspects of smartphone use to perform legal work will help you set boundaries to avoid unnecessary exhaustion.

    Pros & Cons of Smartphone Use for Legal Work

    Because of our mobile devices, like smartphones, we live in a world where everyone thinks everyone is available 24/7––no exception is made for lawyers and their clients. This perception comes with its advantages and disadvantages.

    Smartphones & Productivity

    Smartphones are great for productivity––to an extent.

    The Pro

    The flexibility of smartphones manifests as productivity. While on a plane or train, you can check emails and, if necessary, respond rather quickly. That’s a great thing, of course. If you have an app on your phone that grants access to your legal matters, then you can get quite a bit of work accomplished. For example, with the Lupl app, you can review what’s happening in real-time in any one of your legal matters. You can delegate tasks, share documents, execute documents, and collaborate with colleagues. You can, indeed, be productive because, in sum, smartphones offer greater flexibility, enhance workflows, and improve performance during the time that had once upon a time been downtime.

    The Con

    It’s when you constantly check your smartphone that it becomes a hindrance to productivity. We get it. After all, who can’t help to check their phone every other minute when a notification sounds? You don’t want to miss a thing. Even when you have your computer right in front of you, people still reach for their phones to check emails or whatever else is dinging or ringing. This behavior continues well after lights are turned off in the office, while at home having dinner, even after retiring for the night. What’s more, sleeping with that phone by the bed with its blue light interferes with sleep, so you wake less rested. Even then, the first thing you may do when you wake is reach for your phone. Over time, this behavior wears and tears on your mental and physical well-being––and that’s what studies on the use of smartphones say, not us.

    The Balance

    As a Harvard Business School professor, Leslie Perlow conducted research on smartphones and work productivity, which is detailed in her book “Sleeping with Your Smartphone: How to Break the 24-7 Habit and Change the Way You Work.” She found that 78% of participants were happier and more productive when they took at least one night off from their phones. On the other hand, of the workers who did not take time off––and again, this was only for one night––only 49% felt happier and were more productive. All of this may be common sense, but it’s hard to take one night off let alone several nights off when you’ve been conditioned to check your phone.

    But boundaries are necessary. Make time in the evening to put the phone down and be present in your personal life. Keep the phone out of the bedroom and get actual sleep at night. Make small changes and pay attention to how that impacts your productivity as much as your overall well-being.

    Smartphones & Ethics

    Ethics is an important part of the legal profession. As a legal professional, you know you must adhere to these rules on ethics if you want to remain in the profession, and that’s true in most jurisdictions across the world. Two important pieces of ethics that apply to smartphones specifically involve competent representation and confidential client information.

    Competent representation refers to your use of adequate skill and legal knowledge and to provide thorough and well-prepared representation. There’s a growing trend that the definition of competent representation includes legal tech, too. As for confidential client information, legal professionals must keep client assets and work product confidential. Part of this requirement includes storing it in a safe place where it won’t be inadvertently leaked or mishandled. Smartphones offer a means to comply with these ethical obligations, but it comes with risks.

    The Pros

    Smartphones today benefit from the most advanced technology in history. According to American Bar Association (ABA) TechReport 2020, most lawyers use iPhones, and these smartphones receive regular security updates. Further, when certain legal apps or platforms are downloaded on a smartphone, an attorney can provide valuable services to a client when not in the office. For example, a document must be executed and filed promptly. The client just signed it and sends you an email of the same. With your smartphone, you can respond timely and appropriately without delay.

    The Cons

    Smartphones don’t always stay the smartest and most secure. Updates are always required, but updates aren’t always completed or, for some smartphones, updates stop, i.e., the maker no longer provides updates for the specific smartphone software. Plus, smartphones are small and easily lost or left behind, at which time they become vulnerable to theft and hacks. With regard to hacks, the apps you download on your smartphone can present more opportunities for malware, ransomware, and the like.

    The Balance

    iPhones tend to be the preferred smartphone by most lawyers. That’s a good thing because they have been and continue to be the most secure smartphones on the market. You should always make sure your phone is updated. You should use a code to log into the phone. And, you can use technology or tech devices to keep track of your phone’s location and report it if it goes missing.

    Smartphones & the Work/Life Balance

    Smartphones are important. They offer flexible ways to be more productive and to comply with ethical rules. But their presence in our lives is omnipresent. As already mentioned, that can take a toll on your work/life balance.

    The Pro

    There’s that flexibility word again: smartphones make work flexible, and that can mean greater work/life balance. You go on vacation, and you can still stay involved in work with your smartphone. You take the afternoon off to go to your kid’s football game, and you can still make sure a paralegal is preparing a specific document for you. Knowing that you have this capability allows you to engage in life activities more than you would have.

    The Con

    There’s that omnipresence word again: smartphones are with you everywhere and all the time––there’s no escaping it, and you may not even want to escape it. Rather than enjoy the perfect sunset on the beach with loved ones, you stress over an email you just read on your phone. While your kid makes the winning goal, you were emailing your client.

    The Balance

    There’s that old saying: You can’t live with it, but can’t live without it. Ultimately, to find a real balance, you have to find your boundaries. You can make certain times or places cell phone-free zones. You can use your phone to set reminders to turn off the phone. It may sound a bit ridiculous to establish boundaries with your smartphone, but once you implement a process, you’ll realize it’s manageable. Your work/life balance––what little bit you have of it––will thank you for it.

    Another way to set up boundaries is having a separate phone for work and for personal life. Not all law firms, however, provide work phones. If yours does, then use it for work and then put it away during off-hours. If yours doesn’t, then that’s an extra financial cost to you, so you’ll have to weigh the benefits.

    We are realists here, though. In the event you simply cannot implement boundaries, you can implement other things to benefit your work/life balance. For example, you can automate tasks and processes. You can automate things like time tracking, billing, invoicing, document creation, templates, auto-signatures, and more. Automation allows you to spend less time on administrative tasks and other unbillable processes and more time on billable hours.

    The Final Word on Smartphone Use in the Legal Industry

    Smartphones are an integral part of our work lives now, whether we like that fact or not. Understanding their advantages and disadvantages can help you find a balance. It’s the somewhere-in-between that’ll be the sweet spot for professional productivity and personal well-being.

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Use it to standardize project management for lawyers, reduce follow ups, and move matters to done. --- ## How to organize your work with Workstreams, Tasks, and Steps Workstreams, Tasks, and Steps are three different types of objects in Lupl. They form a simple hierarchy. Workstreams contain Tasks. Tasks may contain optional Steps. This hierarchy aligns with standard project management. In project management, you break work into projects, deliverables, and subtasks. Lupl adapts this for lawyers by using Workstreams, Tasks, and Steps. This makes it easier to map legal processes to a structure that teams can track and manage. * **Workstream.** Use when you have many similar or related items to track over time. Think of the Workstream as the table. * Examples: closing checklist, court deadlines, pretrial preparation, regulatory obligations, due diligence, local counsel management. * **Task.** A high level unit of legal work. A key deliverable with an owner and a due date. Tasks are the rows. * Examples: File motion. Prepare Shareholder Agreement. Submit Q3 report. * **Step.** An optional short checklist inside a single Task. Steps roll up to the parent Task. * Examples: Draft. QC. Partner review. E file. Serve. ### Quick test * If it can be overdue by itself, make it a Task. * If it only helps complete a Task, make it a Step. * If you need different columns or owners, create a separate Workstream. --- ## Do you need to track everything in Lupl Not every detail needs to be tracked in a project management system. The principle is to capture what drives accountability and progress. In Lupl, that means focusing on deliverables, not every micro action. * Use the level of detail you would bring to a weekly team meeting agenda. * Position Tasks as key deliverables. Treat Steps as optional micro tasks to show progress. * Example: You need client instructions. Do not add a Task for "Email client to request a call." Just make the call. If the client approves a key deliverable on the call, mark that item Approved in Lupl so the team has visibility. --- ## Start with the Core 5 columns Columns are the backbone of a Workstream. They define what information is tracked for each Task. In project management terms, these are your core metadata fields. They keep everyone aligned without overcomplicating the table. Keep the table narrow. You can add later. These five work across most legal project management use cases. 1. **Title.** Start with a verb. Example: File answer to complaint. 2. **Status.** Five to seven clear choices. Example: Not started, In progress, For review, For approval, Done. 3. **Assignee.** One named owner per row. If you add multiple assignees for collaboration, still name a primary owner. 4. **Due date.** One date per row. 5. **Type or Category.** Show different kinds of work in one table. Example: Filing, Discovery, Signature, Approval. **Priority.** Add only if you actively triage by priority each week. If added, keep it simple: High, Medium, Low. --- ## Add up to three Helper columns Lupl includes a set of pre made columns you can use out of the box. These allow you to customize Workstreams around different phases or stages of a matter. They also let you map how you already track transactional work, litigation, or other processes. Helper columns are optional fields that add context. In task management, these are similar to tags or attributes you use to sort and filter work. The key is to only add what you will update and use. Pick only what you will use. Stop when you reach three. * Party or Counterparty * Jurisdiction or Court * Phase * Approver * Approval, status or yes or no * Signature status * Risk, RAG * Amount or Number * External ID or Client ID * Document or Link * Docket number * Client entity **Guidance** * For Task Workstreams, prefer Approver, Approval, Risk. The rest are more common in Custom Workstreams. * Aim for eight columns or fewer in your main table. Put detail in the Task description, attachments, or Steps. --- ## Simple rules that keep your table clean Consistency is critical in project management. A cluttered or inconsistent table slows teams down. These rules ensure your Workstream remains usable and clear. * Only add a column people will update during the matter. If it never changes, set a default at the Workstream level or set a default value in the column. * Only add a column you will sort or filter on. If you will not use it to find or group work, leave it out. * If a value changes inside one Task, use Steps. Steps show progress without widening the table. * Keep columns short and structured. Use Description for brief context or instructions. Use Task comments for discussion and decisions. Link to work product in your DMS as the source of truth. * One accountable owner per Task and one due date. You can add collaborators, but always name a primary owner who moves the Task. If different people or dates apply to different parts, split into separate Tasks or capture the handoff as Steps. * Add automations after you lock the design. Finalize columns and status definitions first. Then add simple reminders and escalations that read those fields. --- ## Status hygiene that everyone understands Status is the single most important column in project management. It tells the team where the work stands. Too many options cause confusion. Too few cause misalignment. In Lupl, keep it simple and consistent. * Five to seven statuses are enough. * Use one review gate, For review or For approval. Use both only if your process needs two gates. * One terminal status, Done. This is the end state of the Task. Use Archived only if you report on it or need it for retention workflows. --- ## When to split into multiple Workstreams In project management, it is best practice to separate workstreams when workflows, owners, or audiences diverge. Lupl makes this easy by letting you create multiple Workstreams for one matter. Create a new Workstream if any of the following are true. * You need a different set of columns for a chunk of work. * Ownership or cadence is different, for example daily docketing vs monthly reporting. * The audience or confidentiality needs are different. **Signal** * If half your rows leave several columns blank, you are mixing processes. Split the table. --- ## Decision tree, three quick questions Use this quick framework to decide where an item belongs. This is the same principle used in task management software, adapted for legal workflows. 1. Is this a list of similar items over time, or a discrete phase of the matter * Yes. Create a Workstream. 2. Can it be overdue by itself, and does it need an owner * Yes. Create a Task. 3. Is it a step to finish a Task and not tracked on its own * Yes. Create a Step. --- ## Common mistakes to avoid Many project management failures come from overdesigning or misusing the structure. Avoid these mistakes to keep your Workstreams lean and effective. * Wide tables with many optional columns. Keep it to eight or fewer. * Two columns for the same idea, for example Status and Phase that overlap. Merge or define clearly. * More than one approval gate when one would do. It slows work and confuses owners. * Mixing unrelated processes in one table, for example signatures and invoice approvals. --- ## Build your first Workstream Building a Workstream is like setting up a project board. Keep it light, pilot it, then refine. Lupl is designed to let you do this quickly without heavy admin work. 1. Write the Workstream purpose in one sentence. 2. Add the Core 5 columns. 3. Add at most three Helpers you will use. 4. Define clear Status meanings in plain words. 5. Set defaults for any value that repeats on most rows, for example Jurisdiction. 6. Add two light automations, a due soon reminder and an overdue nudge. 7. Pilot for one week and adjust. --- ## Where this fits in legal project management Use these principles to standardize project management for lawyers across matters. Keep structures consistent. Reuse column sets and status definitions. Your team will find work faster, reduce follow ups, and close loops on time. --- ### On page SEO helpers * Suggested title tag. Lupl Workstream Design Principles, Practical Legal Project Management for Lawyers * Suggested meta description. Learn how to design lean Lupl Workstreams for legal project management. Get clear rules for Tasks, Steps, statuses, and columns to run matters with confidence. * Suggested URL slug. legal-project-management-for-lawyers-workstream-design

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