If you’re a lawyer, you already know what the term “billable hour” means. And if you’ve ever hired a lawyer, you really know what the term means. It’s the economic foundation of the entire legal industry, but its days may be numbered. Here, I’ll explain what a “billable hour” is, why it’s a bad system both for clients and for lawyers, and then I’ll offer an alternative.
A billable hour…. what is it?
Lawyers charge for their services, just like everybody else, and a billable hour is the basic unit of service. Each lawyer has an hourly rate, which clients pay. In big cities like Chicago, rookie lawyers usually charge about $200 per hour. Most lawyers charge their clients in tenths of an hour, or six-minute increments. For example, 1.1 hours (66 minutes) of time from a rookie lawyer costs about $220. For every year that a lawyer has been practicing, her rate goes up. By her fifth year as a lawyer in Chicago, for example, a lawyer will typically charge about $300 per hour. Veteran lawyers (or very prominent ones) can get away with hourly rates as high as $800 per hour.
There are two ways to charge people for your products. The first is a service-based model, like the billable hour, where clients pay for the amount of time it costs to perform the service. The second is a product-based model. Candy bars, for example, are sold as products. A Snickers bar these days costs about eighty cents. That cost covers the whole process: manufacturing the Snickers, shipping it and even advertising for it. A portion of your eighty cents even goes toward stuff like the annual Christmas party at the Mars company headquarters in Virginia.
In today’s legal world, a billable hour is the same thing as a candy bar. It’s the lawyer’s “product”. Lawyers are not alone in charging service-based fees; auto mechanics, home cleaning services and many types of doctors do the same. A billable hour is simply a product, like a candy bar.
How is this bad for clients?
The biggest problem with billable hours is that it puts the incentive for a lawyer in the wrong place. Lawyers charge clients for their time, not for their work, which means that as a lawyer, the longer I spend working on a project, the more money I make.
Think about that for a minute. Let’s say I spend ten hours writing a brief. At a billable rate of $250, the cost of that brief is $2500. Suppose the brief could have been written in five hours instead of ten. But spending five hours on the brief earns the lawyer only $1250. In other words, as a lawyer, the longer it takes you to do something, the more money you earn.
Compare this to mowing your lawn. Suppose I were to pay you $10 to mow your lawn. Nobody really likes to mow the lawn, so you try to do it as quickly as possible. Let’s say it takes you an hour. But, now suppose I were to pay you $10 for every hour it takes you to mow the lawn. That hour would turn into two or three. The incentive would be to take as much time as possible to finish mowing, even if it could be done a lot faster. When you charge for your time, the incentive is to go slow.
There are limits to this, of course. Lawyers won’t charge you more than they think you’ll pay, because they want to keep you as a client. So if a client will pay $2000 for a brief, the lawyer won’t charge more than that. But if they can get away with it, they’ll charge $2000 for the brief even if the cost of writing it was less than that. This is true not because lawyers are bad people, but because the billable hour system provides an incentive for lawyers to take as much time as they can doing a project, even if it could be done more quickly.
For a lawyer, efficiency is measured by the number of hours it takes to do something versus the number of hours that get billed to the client. For example, if it takes me 20 hours to write a brief, but only ten get billed, I’m only 50% efficient. But if it takes me five hours to write the brief, that’s even better, right?
Actually, no. If I spend only five hours writing the brief, then only five get billed. If I could have spent ten, then I’ve just lost five billable hours. At a $250 price tag per hour, five hours is a lot. If a client will pay for ten hours, then spending five hours is 50% efficient.
But wait. I thought 20 hours was 50% efficient. So is five? Yes. And that’s the problem. Efficiency is not speed; it’s how close you are to what you think the client will pay. The incentive for lawyers is therefore not to do things quickly, but to spend as much time as possible working on something without going over the amount of time you think the client will pay for.
Most lawyers will swear up and down that they don’t do this. And for good lawyers (like me), that’s actually more true than not. But in the era of the billable hour, it’s little wonder that the legal profession has such a bad reputation. We’re not paid to work quickly, or even to work hard; we’re paid to spend time.
Ok, but how is this bad for lawyers?
Believe it or not, the billable hour system hurts lawyers too. A law firm is a business. And like any business, the goal is to make money. Lawyers are therefore judged on the amount of billable hours they generate per year. In most big law firms today, lawyers are expected to bill about 2000 hours per year.
Suppose you’re a great lawyer, and you’re just quick. Suppose you can do in five hours what it takes the average lawyer ten hours to do. Because you’re so fast, you only bill 1500 hours in a year. That’s good, right? You’re faster than the guy in the office next to you and your clients are happy because their bills are lower. Awesome, right?
No, because congratulations, you’re fired. If you fail to meet your annual billing requirement, you get shown the door. This is true even if you’re a great lawyer who can simply do things faster than everyone else. The product of a law firm is billable hours, and the goal is therefore quantity, not quality. In an industry where time is the economic unit of trade, good work done fast is actually bad work.
In any law firm, lawyers are measured by the amount of time they spend working. The more billable hours a lawyer has, the more valuable she is to the business. Whether she’s a good lawyer or not is a secondary consideration. Sure, it matters, but it doesn’t matter that much. Good lawyers — particularly good and fast lawyers — are consistently passed over for promotions and bonuses at the end of the year. This is a bad thing for the legal profession, because the most valuable lawyers end up being the ones who work a lot, not the ones who are the best.
True story: A friend of mine at a big firm was once assigned to review some documents in preparation for a trial. The documents were stored on a CD-ROM, and there were thousands of them. His job was to review the documents in search of a particular name. We’ll call the name “Bob”. He used a computer search program to run through all the documents, and then he read through the hundred or so documents the computer identified as including the name “Bob”. The whole process took about two hours. Another lawyer at the same firm didn’t follow that process. Instead, he printed out the thousands of documents and reviewed all of them by hand. His process took about 18 hours, and he ended up with the same hundred or so. His work took longer, and was therefore more valuable. Not surprisingly, he had billed his 2000 hours at the end of the year, and was rewarded for a job well done.
Time, not skill, is the object of the game. This does not bode well for young lawyers who also want to have a life outside of work. Reaching 2000 billable hours per year is actually quite hard. A recent survey by the American Bar Association found that lawyers on average spend three hours at work for every two hours billed. To bill 2000 hours per year, the average lawyer will therefore need to spend 2667 hours working. That’s seven and a half hours per day, including weekends and holidays.
29% of every year is occupied by weekends. In other words, if you work Monday through Friday every week for one year, you’ll spend 259 days working. To bill 2000 hours as a lawyer, you’ll need to spend 10.3 hours working every day if you want to have a life on the weekends. And that’s assuming that you work on all holidays and never take a vacation.
In 1958, when billable hours were just beginning to come into vogue in the legal profession, the American Bar Association concluded that there were 1300 billable hours in any calendar year. (They were assuming, by the way, that every lawyer will work half a day on Saturdays.) If you tried billing that much as a lawyer today, you would be fired, and quickly. Not only do most big firms today require 2000 hours per year, but the currently popular thing to do is to increase the requirement to 2200. Sure, associates at these firms make gobs of money; the market average in big cities has now reached $135,000 just for the rookies. But having a life? Forget about it. Do the math, and you’ll realize that that massive salary comes at a massive price.
The billable hour system increases the price clients have to pay, passes over good lawyers in favor of slow ones and destroys the lifestyle of lawyers who are caught up in it. Great system, huh?
So how do we fix it?
Easy. We simply switch to the candy bar system. Instead of selling their knowledge and skill in chunks of time, lawyers could sell their knowledge and skill according to some kind of product.
For example, remember that brief that takes about ten hours to write? In a billable hour system, we charge $2000 for it at a $200/hour rate. Under a product-based system, it would still cost $2000, whether it took five hours or twenty. The incentive for the lawyer would be to write the brief quickly, because the price is the same no matter how long it takes. If the client will pay $2000 for the brief, then that’s what it’s worth, no matter how much time was spent making it.
Under the product-based system, the underlying value of the work is the same: the work is worth exactly what the client will pay for it. That’s just economics. (You’ll pay eighty cents for a candy bar, and that’s why a Snickers costs exactly that much; not a penny less or more.) But the incentive involved in the work changes: Lawyers would no longer have the incentive to spend as much time as possible. Work would get done faster.
But it would it get done well? Sure. If you write a bad brief for the client, you’ll lose the case and the client won’t come back. The incentive in a product-based system would be to work fast, but it would also be to work well. In that system, “good” and “slow” would no longer be synonymous. Instead, “good” would simply mean “good”. Under this system, mowing the lawn would take an hour, because that’s how long it takes. Clients would get their work product faster, lawyers would be home to spend more time with their families and no one would lose a single penny in the process.
Skeptical lawyers will now ask, “Ok, but how do you value the work product before you begin working on it?” In other words, how do you know the brief will cost $2000 before you begin writing it?
For one thing, most lawyers end up doing the same kind of work over and over again. A lawyer who specializes in real estate, for example, is going to attend a lot of house closings. Over time, she’ll simply develop a knack for knowing how much a house closing is going to cost. After just a few years, she’ll be able to estimate with incredible accuracy exactly how much any given closing will cost. I also think that lawyers — the good ones, anyway — have an innate ability to guage whether a legal project is “easy” or “difficult”. The easy stuff costs less, and the hard stuff costs more. The question, “how do you value work before you start it?” is therefore relatively easy to answer. Most lawyers already know the answer; it’s called an estimate.
Lots of industries already do this. When a builder gives you an estimate for remodeling your home, for example, the estimate is based on years of experience as a builder. He just sorta knows how much it’s going to cost to remodel your kitchen. Lawyers are no different; we just kinda know how hard it’s going to be to write that brief. The only difference is that in a product-based system, lawyers would know value without equating value with time.
And that will make all the difference. Imagine a work day of only seven or eight hours instead of ten or eleven, where the quality of your work at the end of the day was measured by how good it is, instead of how long it took. That’s the product-based system.
