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In terms of First World Problems, complaining about having too much work is almost as bad as worrying that you have too much money. But, as any lawyer knows, work is work and having too much of it can detrimentally impact your cases and practice, not to mention your personal life.

Whether you were overzealous in taking on new clients or had a supposedly straightforward matter snowball out of control, here's some ideas on how to cope with too much work.

For a solo attorney or small firm, a shared office space can provide the benefits of a larger practice, without the cost of setting up shop all on your own. A nice conference room and some shared staff can really beat working off a laptop in your kitchen.

But off course, with any benefit, there are also risks. Office sharing can also impose unique liability risks for attorneys, something any office sharer should be aware of before their shared office becomes a shared liability.

It's Friday! You've worked all day and most of the nights for the past few weeks. You've come into the office on Saturday and worked through to Sunday morning. It's time for a break. Your sanity, or your marriage, may depend on it.

So what do you do when your much needed respite is interrupted by clients? Model Professional Conduct Rule 1.4 requires that attorneys provide prompt and reasonable communication with clients, but there's plenty of room for interpretation what constitutes a prompt or reasonable response. How can you get around responding to a client for the weekend?

Most lawyers have had clients who complained when they were billed for a phone call, or who were shocked when their call wasn't answered at 11pm on a Saturday. Yes, some clients are clueless, but that's not just their fault.

We often underestimate how little our clients understand of the legal profession. Recognizing that clients don't know many of the things we take for granted is the first step to avoiding unhappy, or even just annoying, clients in the future. So, here are three things we think are obvious that our clients may not:

It's supremely frustrating when potential clients (or worse, current clients) think they know more about the law than you do. Usually it's because a friend of a friend (not a lawyer) gave them legal advice, and hey, why aren't you doing this thing for me?

You don't want to condescend, obviously. But you do want to make clear that your client isn't going to gain your years of knowledge and experience through a quick Internet search. How do you convince your client that you can't get a degree from the Google School of Law?

If you're looking to hire a new employee, be aware that salary is just the start of the costs. There are plenty of associated, non-wage costs to bringing someone new to your firm. From taxes and insurance, to simply finding a new location to put someone, the costs of hiring a new employee can vary wildly.

If you're not anticipating them, these costs can be unexpected. But they're certainly not indeterminable and should be included in any plans to hire. Here are some factors to take into account when looking at the real cost of a new employee.

Cease-and-desists letters, demands for personal injury payments, claims of defamation, slander and libel -- these are the bread and butter of the demand letter. And boy are they demanding, always full of requests that must be met "immediately" and clients who will defend their rights "vigorously."

How you respond to a demand letter can help shape the tone and path of your following interactions, so make sure you do it well. To help, avoid these three common mistakes lawyers make when responding:

We've all had difficult clients, be they the kind who refuse to pay up or who, after an hour on Wikipedia, decide they know the law better than you. But what if we could get rid of them altogether?

You can avoid bad clients, by refusing to take them on in the first place. If you see one of these five terrible client types, stay away! No matter how much you bill, they won't be worth it.

Firms go to great lengths to find and hire the best talent, but once hired, many firms stand back and see who sinks and who swims. While some talent can thrive on its own, taking an active hand in managing your lawyers' development ensures that the firm gets the most out of its employees.

How can you build your firm's professional development program in order to turn promising talent into an actual pay out? Here are some ideas to start with.

Lawyers are often asked to safeguard sensitive information, but their ability to do so can be undermined by weak cybersecurity and determined hackers. Should a firm's security be breached, cyber insurance may help protect against subsequent losses.

Cyber insurance is a growing industry, bringing in more than $2 billion in premium payments in 2014. Major players in both cyber security and insurance have begun to focus on this niche market, with former U.S. homeland security chief Tom Ridge joining recently with Lloyd's of London to create a cyber insurance company, as the Financial Times reports. Yet, as with all insurance policies, terms and conditions can vary greatly from policy to policy.