• Business and Finance
• Family
• Computers and Internet
• Auto and Trucks
• Education
• Health
• Hobbies
• Home Improvement
• Legal
• Marketing

• Home
• Arthur's Articles Home
• Browse Categories
• Browse Authors
• Submit an Article
• Search for Articles

Home » Legal Articles » How To Find A Good Dui Attorney

How To Find A Good DUI Attorney

You or someone close to you has been arrested for drunk driving. Innocent or not, you know you're a lot better off with an experienced DUI lawyer. So how do you find one? The suggestions provided below will help you find competent and ethical representation -- and avoiding the alternatives.

The best source for finding a good DUI lawyer, of course, is a referral -- a recommendation from someone you trust. This may be a family member or friend who has faced DUI charges before, or it may be your family or business lawyer who can make educated inquiries. Perhaps the best source of referral is to ask a police officer, or go to a courthouse and ask a bailiff of court clerk: Who is the best you've seen? Who would you retain if you were arrested?

One possibility that may come to mind is a referral service of the local Bar Association. This is generally not a good idea, as you will usually be referred to the next attorney on a list of members; the only requirement for inclusion on the list is the request to be placed on it.

Failing a recommendation from a trusted source, the best approach is research on the internet. A lot can be discovered about DUI laws, evidence, procedures, penalties -- and about lawyers who practice in this technical and complex field. There will, of course, be unending advertisements, self-promoting websites and, least useful, endless "directories" of DUI attorneys who have simply paid a lot of money to be included.

One excellent resource is the membership list on the website of the National College for DUI Defense. This is a professional organization of over 800 attorneys nationwide who emphasize drunk driving defense in their practices. Although membership is no guarantee of competence and/or ethics, it is usually a good indication the lawyer is serious about this field. The College emphasizes the education of the Bar through seminars, most notably an intensive annual 3-day seminar at Harvard Law School, and has been recognized by the American Bar Association as the only organization authorized to Board-certify attorneys as "DUI Defense Specialists", a process that is extremely demanding.

In making the important decision of which attorney to have defend you, the following should be considered:

a) DUI defense is a technical and highly specialized field: Does the lawyer handle drinking and driving cases only - or does he accept other types of criminal or civil cases as well? (This would be like a family doctor attempting brain surgery, cancer research and heart transplants.) What percentage of the attorney's caseload consists of DUI Cases?

b) Does the lawyer have access to technical expert witnesses in police procedures and blood/breath analysis? Will blood samples be reanalyzed by a lab?

c) Does the attorney make promises as to the results he can get in the case? This is something no ethical attorney would do, as specific results are unpredictable.

d) Are fees fully explained and set forth in a written contract? Is the fee simply an initial retainer, or is it all-inclusive? Do the fees cover such "extras" as the license suspension hearing, expert testimony, blood reanalysis, trial, subpoena costs, etc.?

e) What is the lawyer's rating with the Martindale-Hubbell International Directory of Attorneys? (The highest rating for competence and ethics is "A-V.")

f) Did the lawyer attend a reputable law school? Is he a member of the National College for DUI Defense? Is he Board-certified by the College?

g) Have there been any State Bar complaints against the attorney? (Most State Bar Associations maintain disciplinary records online.)

And here is another random article you might be interested in...

Managers: Why PR is SO Key

When outside audiences important to your operation do not understand what you are all about or, worse, harbor misconceptions, inaccuracies, untruths and false assumptions about you, you are likely to suffer negative, key audience behaviors that can prevent you from achieving your operating objectives.

As a business, non-profit or association manager, you simply cannot avoid such consequences when you allow external target audiences to hold negative perceptions about you which lead inevitably to those hurtful behaviors.

If this describes your operation, why not do something about it now?

Spend some time with the public relations people assigned to your department, division or subsidiary. Review together the fundamental premise of public relations which contains the answer to the challenges outlined above.

It goes this way: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Consider the kinds of results such a blueprint can produce. Prospects prowling about; new joint venture and strategic alliance proposals; local thoughtleaders beginning to seek

you out; customers making repeat purchases; fresh contacts by capital givers and specifying sources; unexpected sales floor activity; and welcome recognition of you and your operation as key members of the business, non-profit or association communities.

Make certain your PR team accepts the fact that inaccurate perceptions almost always lead to behaviors that can hinder your operation. And that they may be called upon to assist the key target audience perception monitoring effort.

Now, because they are already in the perception and behavior business, they really should be directly involved in the initial opinion monitoring project. You can always hire a professional survey firm, but that can cost a lot of money. At any rate, those who ask the questions of members of your target audience want to identify inaccuracies, false assumptions, untruths, unfounded rumors, misconceptions and similar problems.

Interviewers will query members of that important outside audience asking them "Do you know anything about our organization? Are you aware at all of our products or services? Have you ever had contact with us? Or have you ever had a problem with our people or procedures?"

Here, you decide which newly discovered negative becomes your equally new, top priority, public relations goal.

Possibilities include: is that misconception a clear and present danger? Does that inaccuracy represent a very dangerous potential? Or does that unfounded rumor you turned up look like it could turn into the hottest fire of all?

With your public relations goal in hand, you'll need a strategy showing how to reach that goal. Fortunately, where perception and opinion are concerned, you have just three strategic choices. Change existing perception, create perception where there isn't any, or reinforce that existing perception.

Whatever you do, be sure that the strategy you choose is a neat fit with your new PR goal.

As you might suspect, the most difficult challenge is preparing the corrective message to be communicated to your key stakeholder audience in a manner that will help persuade them to your way of thinking.

Professional writing is the key requirement -- corrective language, if you will. And this language must be not merely compelling and persuasive, but clear, factual and believable if it is to move perception/opinion towards your point of view and lead to the change in behaviors you have in mind.

At this point, things get easier because, now, you identify the means for communicating your message to your target audience, making certain the tactics you select are on record as to reaching the same people as those that make up your particular audience. There are scores of communications tactics available ranging from consumer meetings; facility tours, speeches, emails and brochures to media interviews, newsletters, personal contacts and special events. One caution, HOW you communicate can affect the message's credibility. Consider that it may be more effective to deliver it at small meetings or events rather than through high-profile media announcements.

It won't be long before your colleagues and clients will look for signs that progress is being made. Which means a second perception monitoring go-around with members of that external audience. You'll again use many of the same questions used in your initial benchmark perception monitoring session. Difference now is that you will be on the alert and watching closely for signs that the offending perception is being altered in your direction.

Happily for all concerned, the campaign can always be accelerated by the addition of more communications tactics and/or, of course, by increasing their frequencies.

Thus the question, Mr/Ms manager, why NOT PR like this? After all, persuading you external target audiences to your way of thinking, then moving them to take actions that help your department, division or subsidiary succeed, means, in all likelihood, that you have a public relations success to celebrate.