How Lawyers Prepare for the End of the Year: PART 1

From the desk of NVDB Attorneys.

It’s mid-November and with it shopping malls around the globe have started playing the dreaded – and yet conversely – loved Christmas tunes.

Christmas lights have started going up and stores everywhere have started stocking up on their “special” Christmas gift packs.

It would appear, at least on the face of it, that the Yuletide spirit has arrived – whether we are ready for it or not. And for a lot of us that means that the year has started to slowly wind down. Theoretically at least.

Practically this means that certain steps need to be taken in order to ensure that we end the year on the right note while still preparing for the new year with the same vigour.

And that’s a fine balance. Especially at the end of the year when your energy levels are running really low.

But instead of giving you a generic list of the things you ought to do at this time of year, we thought we would approach some law firms who we believe are at the top of their legal tech games. Not only that, but they are law firms who we believe have leaders at their helms whom we should all sit up and take notice of.

The first in this three-part series is Nicholas Van Den Berg of NVDB Attorneys.

From the desk of NVDB Attorneys

When we decided to approach the law firms who have really made an impression on us at AJS, instead of randomly asking them “how do you prepare for the end of the year and start making plans for the new year?”, we thought we would be a little more specific, try and whittle down such an open ended question into something more laser focused.

So, we sent through 5 questions, and this was Nicholas’ response –

1. Reflecting on the past year, what was the most important lesson learned that will directly influence your strategy for 2026? 

“The biggest lesson for me this past year has been the importance of health and balance, and how directly they impact performance. Exercise and overall well-being are no longer side notes – they are central to how we maintain focus, creativity, and long-term output.

It also reinforced the need to build a workspace people actually want to be part of – one built on trust and accountability, not micromanagement. People should have the space to manage their own rhythm, provided the work gets done and the standards stay high.

That thinking has shaped our 2026 strategy. We are leaning into a culture where performance and wellness coexist – supported by structure and systems but never restricted by them. When people are healthy, trusted, and connected to what they do, everything else takes care of itself.”

2. What’s one specific year-end ritual or process you’ve implemented that has significantly improved how your firm operates or plans for the new year? 

“One of the key year-end processes we have implemented is a hard cut-off mid-December. By that point, all invoicing, court processes, and active matter updates must be finalised. It forces discipline across the firm and gives everyone a clear sense of closure before the courts and clients slow down.

Once that’s done, we use the remaining weeks of December to focus on the business itself – our systems, internal strategy, and the people who drive it. It has completely changed how we enter January. The team starts the year organised, focused, and energised, rather than trying to catch up from the previous one.”

3. Beyond financial reconciliations, what are your ‘non-negotiables’ in the last quarter? This could include client check-ins, pricing reviews, matter triage etc. 

“During the final quarter, we focus heavily on identifying and prioritising potential settlements so that clients can start the new year from a clean slate. It is about creating resolution and momentum, not carrying unresolved matters into January.

We also spend the last few months working closely with AJS and other partners to make sure our systems and processes are doing the heavy lifting – reducing client costs, cutting out inefficiencies, and refining how our teams operate.”

4. How do you use the December period to set your team up for success in January, both in terms of morale and operational readiness? 

“Since the firm started, we have always taken the year-end period seriously. It is not just a break for us – it is a deliberate reset. We use that time to close the year with intention and to make sure everyone starts the new one with clarity and energy. The goal is simple: no one should end the year feeling burnt out or disconnected.

As you are aware, the courts close off during December, and they shut down, attorneys do too.  Before we sign off, we bring the whole team together for what has become a real tradition. It is never just a year-end function – it is a meaningful close-out that mixes reflection with something adventurous.

Last year, we did a trip that combined a team check-in with a shared experience, and it worked perfectly. It gave everyone a chance to decompress, reconnect, and finish the year on a strong note. This year’s plan is still under wraps, but the idea stays the same: it has to be something that brings people together and reminds us why we do what we do.”

5. What is one experiment you’re running for the new year (e.g. a new staffing model, an AI tool, a pricing structure) and how will you judge its success by Q1 in 2026? 

“One of the key experiments we are running this year is the full implementation of our internal wellness policy. It is not a feel-good initiative; it is a structured programme that we are treating as seriously as any other operational strategy. The focus is on performance, engagement, and culture.

We have built a system that includes wellness leave, team challenges, Strava-based tracking, and reimbursements for active participation. The idea is to test whether consistent movement and shared wellness goals can reduce burnout, improve morale, and strengthen connection – especially between our Johannesburg and Cape Town offices.

By the end of Q1 2026, we will measure its success through participation levels, the uptake of wellness leave, and the quality of engagement across teams. We are also watching absenteeism and retention trends closely. If those indicators move in the right direction, it will confirm what we have believed from the start – that a healthy, connected team performs better and sustains that performance longer.”

As we said at the outset – pearls of wisdom from leaders of law firms that you will want to sit up and take notice of.

Will you take a leaf out of Nicholas’ book and put your team’s wellness at the centre of your firm’s success?

As supporters of mental health awareness and believers of the importance of the health of your staff leading to the health of your practice, we completely support Nicholas’ approach.

And the fact that NVDB Attorneys have the foresight to wind down the year slowly and really take the time to rest during the December holidays so that they can start 2026 on a clean slate, gives us hope – the failures of the past – like burnout and overly stressed lawyers – is not something you will find at NVDB Attorneys. And that’s something we can outwardly applaud!

How will you end 2025? And what plans will you start implementing for 2026? We hope that Nicholas’ insights will provide some much-needed food for thought.

In the meantime, if you are in need of a service provider who has a proven track record or if you want to find out how to incorporate a new tool into your existing practice management suite – or if you simply want to get started with legal tech – feel free to get in touch with AJS. We have the right combination of systems, resources, and business partnerships to assist you with incorporating supportive legal technology into your practice. Effortlessly.

AJS is always here to help you, wherever and whenever possible!

– Written by Alicia Koch on behalf of AJS