More Lessons Learned from Politics: You Lose When You Criticize and Demean Your Potential Client's Lawyer

Many of you have friends working for companies that already have a lawyer You want to know how to get those potential clients to switch to your firm. Like many things, it is easier to tell you how NOT to do it than to tell you how to do it.

Once again you can learn how not to do it from politics Here is a case in point. How many of you think you will convince a client to hire you by mocking or putting down the law firm that is currently representing the client? I bet none of you think that would be a successful strategy. But, every single week political figures do just that. Here are two recent examples of what I consider to be very poor persuasion. 

During the recent CPAC meeting in Washington, almost every speaker mocked President Obama, rather than just criticizing President Obama's policies. The New York Times reported CPAC Speakers Mock Obama’s Teleprompter.

Dick Armey said: "You're intellectually shallow. You're a romantic. You're self-indulgent. You have no ability," Armey said, calling Obama "the most incompetent president perhaps in our lifetime." While the far right might have cheered, most people in the United States who watched likely cringed. I believe most independent voters, especially those who voted for him believe President Obama is a smart guy and not the most incompetent president in our lifetime. Most people who watched or heard this personal attack on the news likely thought less of Dick Armey.

 

 Just to show mocking goes both ways, Robert Gibbs somehow believed he could make points with independent voters by mocking Sarah Palin. Here is a video of his recent attempt. Listen as the reporters gasp at his lame attempt at humor.

Do you think his attempt at humor actually helped the President? I don't. If anything, it elevated Sarah Palin in the eyes of independent voters and made them think less of Robert Gibbs. 

 

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Experts claim "going negative" in elections works. But, I don't believe it works when the candidate going negative comes across in a way that the majority of people cringe while watching.

Going negative never works in law practice. I have been a partner in a large (600+) law firm. I have been a partner in a small firm and I have started my own firm. I have never tried to persuade clients to hire me by mocking or personally criticizing another lawyer. I have seen other lawyers try it and every time I witnessed it, the potential clients cringed while listening and never once hired the lawyer. I believe they thought less of the lawyer who had criticized or mocked their company's current lawyer.

In a future post I will share with you three ideas to get the opportunity to do work for your friend's company

Lessons Learned from Politics: Don't Over Promise to Get Hired

It was written so well, applying the oratory rule of three to build the tension and generate applause. "They will say raise taxes and I will say no. And they will push and I'll say no. And they will push again and I will say to them (dramatic pause): 'Read my lips, no new taxes." This may be the most remembered campaign promise in history. The one President H. W, Bush later broke. Did it cost him the 1992 election? Maybe not, but, it likely caused some independent voters to no longer trust him.

President Obama has broken many of his campaign promises, including the famous "put it on C-Span promise. Coming to his defense, Newsweek magazine wrote an article: Unpromising: Everyone complains when presidents 'break promises.' But is that fair? noting that both the right and the left media are keeping track of the President's  broken promises and suggesting that:  "Breaking" those 'promises' may be disappointing, but it isn't a betrayal. It's governing."

I am sure the most loyal democrats may view broken promises as governing, but I believe Newsweek is misreading how independent voters view broken promises. In spite of what Newsweek suggests, I believe independent voters lose trust in candidates they voted for who break the promises that caused them to vote for that candidate.

So what do politicians and voters have to do with lawyers and clients? To me, independent voters are like clients who are still searching for the one lawyer or law firm to help them. Second, in almost every Gallup annual Honesty and Ethics of professions survey, lawyers are near the bottom, but typically lawyers are a little more respected than members of Congress.  I think the public's lack of trust for both lawyers and politicians stems in part from both professions not keeping promises.

My thoughts are supported in The SPEED of Trust by Stephen M. R, Covey.  He writes:

Whether commitments are explicit or implicit, they will have an impact on speed and cost.  To violate them causes doubt, suspicion, cynicism, and distrust that rust the wheels of progress.  To keep them generates the hope, enthusiasm, confidence, and trust that increase momentum and lubricate the accomplishment of results.

What kind of promises do lawyers make to get a new client? Lawyers would argue they do not make promises, but unfortunately clients perceive what they have been told as a promise. A lawyer may offer an opinion on the outcome of a matter. The client will count on getting that outcome. A lawyer may say a matter will cost between X and Y. The client is counting on the matter costing no more than whatever the lower number is. A lawyer may say she thinks she can complete a matter by a certain date. The client will count on having the matter completed by that date.

it is hard to picture a national magazine writing that lawyers breaking promises made to clients "is disappointing, but it isn't betrayal. It's lawyering" So, the lesson for you is to under promise when being considered to handle a matter and over deliver when you get the matter.

 

Are You and Your Firm Focusing on the Right Potential Clients

Over the past year during the down economy, two of the most popular questions I have received are:

  1. What kind of clients should I be going after?
  2. What can I do if my clients and potential clients think our rates are too high?

Other than the obvious answer: "Go after clients who need legal work and can afford to pay for it," how would you answer the first question?

To me the answer is obvious, go after clients in industries that are growing. There are a variety of places to look to see what industries are growing. One place is Fortune's Top Industries, Fast Growers. As you will see, fast growing in revenue are companies focused on energy, food and healthcare. I am not even sure you need Fortune to tell you that. What is your game plan to become visible and credible to clients in those sectors.

If clients are balking at paying your rates, the first thing to analyze is whether the type of work you are doing is routine or commodity work. If it is your clients are going to send it to the least expensive lawyers. Before long that work will be subcontracted out to lawyers in India. You want to do work that is not routine and requires you to see things your competitors do not see. You also want to focus on being more than your clients' lawyer. To use the book title, you want to be their Trusted Advisor.

So, what is you doing and what is your firm doing to attract business from the fastest growing industries. What are you doing to rid yourself of routine commodity work that is driven by low rates and make yourself more valuable to clients?

Make Your Blog Unique to Get Potential Clients to Read it

I am still thinking about blogging today.  Recently the Harvard Business Review posted a blog titled: The Moment Social Media Became Serious Business  I was fascinated reading what Harold Adams Innis  said about reduction in cost of communication in 1951, long before anyone was blogging. What he said applies to blogging today.

  • Redistributing knowledge and, in doing so, shifting power
  • Making it easier for "amateurs" to compete with "professionals," because access to knowledge substitutes for mastery of complexity
  • Allowing individuals and minorities to voice ideas
  • Reducing the advantages of speed that formerly accrued because some had knowledge before others
  • Reducing the advantages of size that are based on the ability to afford high costs. 

Because blogging costs so little, smaller law firms and younger lawyers have a chance to compete against bigger law firms and more senior lawyers. Borrowing a Seth Godin book title,  the problem is, the more lawyers and law firms blogging, the less blogging by lawyers is a Purple Cow. Just yesterday, LexBlog in its Best of Blogs post reported there were 123 posts (including mine) that day using the LexBlog platform. That number is growing almost every day.

So, if you are blogging, you better find a way to make your blog unique and valuable to your target market because your clients and potential clients are being inundated with indistinguishable client alerts and blogs written by lawyers.Valeria Maltoni has an e-book Why Blogging + 25 Tips to Make It Work that may give you some good ideas. 

What can you do to make your blog be unique and interesting? One way to stand out is to tell stories and use humor. Your readers will enjoy the humor and being entertained by a story. 

Cleve Clinton and Jamie Ribman, two Looper, Reed & McGraw lawyers I coached here in Dallas have a blog titled: Tilting the Scales. I love getting the email of a new post because it is entertaining and makes a point clients would value knowing. They use real legal issues and then make up names of characters. Just today, they wrote about the Ice Princess, the story of Olympic ice dancers Corrie O. Graff and Dan Saul Knight who lived together in Texas.

Brandon Mendelson shares seven ways to add humor in his blog How to Be 20% Funnier Than You Really Are. While you are at the copyblogger website, read other valuable suggestions for successful blogging.

Finally, my bet is that before long lawyers blogging will present their blog three ways:

  1. Video blog
  2. Audio blog
  3. Written blog

Will you be a "purple cow" and be one of the first to present your blog those ways?

Are You Smart, or Are You Indispensable?

Recently I have been reading about large law firms who have reported that their firm revenues are down and their firm profits per equity partner are up. I also read an Am Law Daily article : To Dream the Impossible Dream: Making Partner Increasingly Out of Reach. How do you suppose revenue is down at firms and profits per partner are up and why do you suppose making partner is increasingly out of reach?

Well, there are only so many ways. Maybe those firms have cut their costs. Could be, but law firms can only cut so much without laying off lawyers. Maybe those firms have ditched  unprofitable clients. Could be, but how many unprofitable clients did those firms have in the first place? My best guess is they have reduced the number of equity partners and laid off non-equity partners and senior associates.

So if you are a non-equity partner or senior associate you must not only have significant billable hours, but you also must develop your own book of business. Finally, according to the Am Law Daily article, you must pass the so-called "Cleveland Airport Rule." The rule itself is simple: would a partner at your firm be comfortable getting stuck at the Cleveland airport with you and not want to self-immolate?

If you have hours, clients and pass the Cleveland Airport Rule, Seth Godin would likely say you are a Linchpin: Are You Indispensable?

When I was a young associate, a partner in my first firm unknowingly gave me about the best piece of advice I have ever received. He said: "Cordell, you are a very smart lawyer. After all you finished third in your law school class. But, smart lawyers graduate from law school every year and they are easily replaced by other smart lawyers. Your success in this firm will depend more on how well you attract, retain and expand relationships with clients. Lawyers with those skills are indispensable."

Are you busy doing the work for senior lawyers in your firm and hoping they appreciate your work so much that it will be ok for you to never have clients of your own? I hope not. If you want to become indispensable:

  • What are you learning about client development?
  • What are you doing  to attract new clients?
  • What are you doing to exceed your clients expectations and create value for them?
  • What are you doing to build relationships with your clients and with partners in your law firm?

 

Marketing Secret: Create a Guide or E-Book

In my June 20, 2009 blog titled: Marketing Secret: Identify a Problem, Create a Solution and Give it Away. I suggested that you can become more visible and credible to your target market by this approach. Then in August I reported on The Debate Raging Over Free. I have been repeatedly asked if I was ever concerned about other lawyers stealing my materials. I never worried about it and neither should you.

I have been fortunate to work with several lawyers who have created “Guides” for their target market. Here are several examples:

How To Be a Privacy Hero (And Save Your Business or Job in the Process) Privacy Desk Reference Author: Mark G. McCreary

Gaming Manufacturers' and Suppliers' Desk Reference for Obtaining Licenses in the Northeast Author: Marie J. Jones

10 Workplace Agreements Employers Can Use to Protect Their Business -- Are You Protected? Author: John D. Horowitz

A Guide to Every Day Risk Avoidance Techniques and How to Address a Customer Complaint Author: Joshua Horn

The Commercial Landlord's Bankruptcy Desk Reference Author: L. Jason Cornell

Multiemployer Withdrawal Liability: Understanding the Basics Author: Keith R. McMurdy

Buying Distressed Assets Guide Author: Matthew Sanderson

Employee Termination Guide Authors: Cleve Clinton and Brent Dyer

A more recent trend is to make the guide an e-book. As the name implies they are books downloadable from the Internet. They are typically done in landscape rather than portrait and they have visuals in them. Here are a couple of examples:

Strategy for Your Career and Your Life Author: Cordell Parvin 

Ten Fatal Mistakes that Business Owners Make Author: Scott Gibson

 

Doing Business in California: A Guide for the Out-of-State Employer Author: Alexander Hernaez

I just created a new guide on client development Client Development in a Nutshell. Take a look it has ideas you can implement.

 What problems is your target market wrestling with? What solutions can you offer and give away?

How can you get your guide or e-book in the hands of your clients, potential clients and referral sources?

Here is What I Have Been Reading on Client Development This Week

I have decided each Friday to share with you the blog posts I have been reading over the last week. As you will see most of them are not written specifically for lawyers, but the content is valuable for lawyers. You will also see that it takes hardly any time to read them. The more important time you spend is reflecting on how you can use the points in your own practice. So start by reading Is Reading Blog Posts Worth Your Time?

If you or your firm is blogging, you have to read Chris Brogan's Build Ecosystems for Your Content 

If you want to learn more about client service read Los Angeles lawyer Staci Riordan blog Puttin on the Ritz She shares a story about the service she received at the Ritz Carlton in Philadelphia.

If you want to learn more about social media read 10 Ways to Leverage Social Media

If you are blogging and trying to get your blog retweeted, read 13 Ways to Get Your Blog Post Retweeted.

 

Finally for this week if you are wondering whether you are spending time on social media sites wisely read When Worth Your While Isn't Worth Your While


 

Making Hay When the Sun Doesn't Shine

I want to welcome Charlie Miller to my blog. Charlie is a partner in the Patton Boggs Dallas office and is the Deputy Managing Partner of the firm. He is a close friend and great source of ideas on client development. Charlie's practice involves mergers and acquisitions, structured and project financings, acquisition financings, recapitalizations, restructuring and reorganizations, and other complex business transaction. In these difficult economic times, Charlie has actually thrived. I have asked him to share with you how he is making hay in these difficult times. 

Double digit unemployment, massive corporate layoffs, negative GDP, bank failures, depression …. The current state of the economy makes me giddy! Why you may ask? Because out of chaos comes the best opportunities for strengthening relationships with existing clients and acquiring new clients.

A few observations about how many attorneys react to an economic downturn:

  • When clients are not sending them business, they stop calling them.
  • When business slows down, they panic and stop investing their own time and financial resources in business development.
  • When their firm is not doing well, they spend an inordinate amount of time worrying and commiserating with colleagues about how bad things have gotten or they focus on making a lateral move.

In the first quarter of 2009, when many professionals were bemoaning the state of their practice, I hit the road. I visited every significant client that I worked with and had a face to face discussion with them in their offices about their company, business and strategic direction. I did my homework before the meetings—searching for articles about the company, reading their latest SEC filings (if they were public) and talking to trusted sources within the company about what was going on at the company. I listened to what they had to say. And during the meetings, I reinforced for them some of the fundamental principles upon which I have built my practice:

  • We are a “long term investor” in our relationship with you and we will be there for you in good times and difficult times.
  • We want to better understand your business, challenges and strategic focus so that we can be a better partner to you.
  • We want to identify those areas where we can be more efficient in our work.
  • We are willing to invest in the future and in our relationship.
  • We want to be a value-added partner to you and we will focus our efforts on helping you to achieve your strategic goals.

The results: a 30% increase in the business I did with these clients in 2009 versus 2008.

The moral of the story: get out of your office and get on the road. Nothing can replace face time. In difficult economic times, clients' relationships with their outside counsel are put under a microscope. In-house legal departments are put under extreme pressure to reduce their outside legal spending. This environment creates the best opportunity to solidify existing relationships and to mine new ones. But, you can’t do it from the comfort of your office!

I again have started 2010 the same way I started 2009—on the road. I was in the office one day a week in January and February is shaping up to be more of the same. And I am off to a better year in 2010 than in 2009. Happy hunting.
 

 

Instead of Email Alerts Use Social Media: Boomer Clients Are There

 I often hear: Social media is for younger lawyers not for experienced lawyers like me. My clients are not using social media sites."

Well, that may have been true a couple of years ago. But, it is no longer true. I recently read: Boomers and Social Media-Are you where your customers are? In 2009 Facebook and Twitter saw large increases in boomer users. Law firms and individual lawyers are increasing using both social media tools to reach out to their clients. I suspect that within a couple of years most firms will stop sending email alerts that many recipients do not wish to receive and will instead use social media to get the same information in the hands of those who wish to receive it.

Sure Way to Get Better at Client Development: Create a Group to Make Client Development a Habit

 I recently posted about the on-line coaching program I am conducting this year. We started the program just last week.  I would love to start another group, but if you are not able to participate, I will share with you how you might  create your own client development program without a coach.

For most young lawyers I coach, client development is not a habit. They can rationalize reasons not to be actively doing what is needed to build a book of business or expand relationships with existing clients. The most common thing I hear is: “I have been so busy with billable work that I have not been able to…”Thus, I have to find ways to get those lawyers to do something they do not regularly do and create an environment that will most likely enable or facilitate the lawyers to keep up their client development efforts, even when they are not seeing immediate results.

When I coach a group of lawyers, we set a group goal and decide on 25 action items to achieve the goal. Each member of the coaching group sets individual goals and prepares a plan to achieve them. Members of the group share their plans with me and with the other members of their group. Each month, the members of the coaching group report on what they have done that month. Some firms put the reports on a coaching group portal page and other firms send an email with the photo of each person in the group and his or her report by the photo.

There is a psychological method in this madness. Studies show that when you set goals, write them down, establish a date to complete them and share them with another person, you are more likely to actually do what it takes to achieve the goals. You do so in part because you want your actions to be consistent with the commitments you have made. This principle is most powerful when you create the commitment yourself  rather than having a senior lawyer dictate the commitment to you.

The lawyers I am coaching make commitments to themselves, to me and to other members of their group. That commitment helps each lawyer hold himself or herself accountable.. The principle is also more powerful because of the commitment to a team goal and team action items. The lawyers in the coaching group do not want to let the team down.

If you are not able to have an outside coach like me to create the team environment described above, as Nike would say: “Just Do It" with a group yourself. Begin by assessing where you are right now. Here is a coaching video with questions to help you do that. 
 

Marketing: When Should You Try a New Niche?

 I have been asked many times if it makes sense to focus on a niche when you have done no legal work in the niche. 

The beginning part of my answer is always the same: "What you do with your billable time and what you do with your non-billable time does not have to be the same." Then I continue with the typical lawyer answer that it depends. It depends on you, your firm, your passion, how crowded the niche is and a variety of other factors.

I began my focus on transportation construction contractors when I had no experience handling a matter for the transportation construction industry. Why did I pick that niche? Well, I had experience in the USAF litigating government contracts. Transportation contractors bid and are awarded government contracts, only most are state government contracts. So, I was building off of a foundation I already had.

I would have considered government contractors more generally. Only, none of the big government contractors were anywhere near Roanoke, Virginia where I practiced law at the time. However, there were large highway construction contractors in the area and two of them were owned by the families of my Virginia Tech classmates and friends. So, at least I knew someone in the industry. Finally,I did not know another lawyer in all of Virginia at the time who was focused on the highway construction industry. That meant I had a chance to be thought of as the "go to" lawyer for the industry.

I have written about Alison Rowe in an earlier post. She was an associate in my old firm who sought my advice on her future. At the end of our conversation she said: "I have an idea but you have to promise not to laugh." I promised and she told me she wanted to focus on equine law. She explained to me that she had a passion for horses and people who own horses.  At the time she had never handled an equine law matter so we set up a plan to learn and to ultimately market the practice. Alison is doing very well after five years focusing on her equine practice. She is blogging and active in thoroughbred and other equine associations.

If you are wondering whether you can try a particular niche, give it the same kind of thought I did many years ago.

How to Set Dynamite Goals: Ask Yourself These Questions

Since it is still January, I am still thinking about lawyers setting goals.

Are you interested in setting dynamite goals, but don’t know where to start? Here are a list of questions you can ask yourself.

The Who Questions:
Who is important in my life?
Who do I want to benefit from what I am doing?

The What Questions:
What are my strengths?
What are my challenges?
What do I want to accomplish?
What do I want to learn?
What do I want to experience?
What contribution do I want to make?
What do I want to have?
What do I want to earn?
What am I most passionate about?
What do my clients need the most?
What do I need to do to accomplish my goal?

The When Questions:
When do I want to accomplish each goal?

The Where Questions:
Where do I want to live?
Where do I want to visit?

The Why Questions:
Why is each goal important to me?
And why is that important to me?

The How Questions:
How do I want to accomplish my goals?
How do I want to live?
 

Blogging Secret: You Have to Get Them to Read More

 Are you blogging? If so, how much attention are you paying to your headline? Are you burying your main point? Your headline and first paragraph are the most important writing you do because they determine if your readers continue reading.

Suppose your potential clients are receiving your blog as an RSS Feed. All they will see is your headline. When they look at it, they will ask: "What's in it for me to read on?" Suppose your potential client  clicks on the link to your blog and reads your first paragraph. They will ask again: "What is in it for me to read further?"

So what does this mean? You have to write a compelling headline and first paragraph to persuade your clients to read further. 

When I wrote my monthly column for Roads and Bridges magazine, I sometimes got upset with the editors for editing my headline. In many instances the editor thought plays on words or being cute would capture the readers' attention. Maybe it did and if so I am grateful.

Instead of letting you look at a few blog posts and decide whether the lawyer writer has caused readers to read further, I thought I would take a couple of headlines and first paragraphs of my Roads and Bridges columns and let you decide.

The first is a column the editor titled: Bridge Project Marred in Contract Misrepresentations. While I think the headline could have been better, I do believe bridge builders would want to read on. I think my first paragraph was pretty effective. Here is what I said:

"Do you clearly understand the contract requirements that affect the work prior to bid? Sometimes knowing what your obligations are should cause you not to bid. Unfortunately, some contractors just have to bid anyway. That was what happened in D.C. McClain, Inc. v. Arlington County, 452 S.E.2d 659 (Va. 1995)."

What made that first paragraph effective? I believe more than anything else, it was my use of the word "you" and asking a question for the reader to answer.

Now let's look at one that I did not do as well. In this column, the editor chose Over Done as the title. While that is cute, it is not compelling. In the column I discussed a really important case for contractors, but here is how I began the column.

 "Long ago, there was no requirement to have a differing site condition or significant change in the character of the work clause in the state standard specifications. As some contractors know, Congress left a loophole under which states could “opt out” of having the clauses, and some states have done so."

While everything I said was true, contractor readers do not want a history lesson. They want to know how the new case impacts them and what they need to do. I did not get to those points until later in the column. So, I buried the lead, to use a journalism phrase.

How effective are your headlines? Will your potential clients want to read further? Are you burying your lead by giving history lessons? If so, your potential clients may never get to your main point.

 

Great Way to Reach Out to Clients

A lawyer I coach sent me a question that I know is a common one. "We hear all the time that we need to reach out to our clients. Pick up the phone, email, etc. I often find that I am hesitant in doing so when it's not related to an ongoing piece of work. The question is...'What do I say?' I feel silly calling to just say hello." What are some talking points I can use during these 'casual' catch-up conversations?"

I sent the question to lawyers I coach and friends. I got too many responses to post here. But, if you would like to get a copy of the responses contact Joyce. Here is what Ronna Cross with Patton Boggs shared with me.

Unless a reason to follow up has been created either:

  1. By circumstance ~ something reminded you of the client, their child, something they care about etc.
  2. By you ~ you track their press, their company/industry data or something they care about etc.

I think you have to be real and tell the truth. "Hi, we haven't talked in a while, so I thought I'd call and see what's new/how you're doing/how things are going. " And then ask: "what's new? how are you doing? how's it going?"

The subtle difference is that I'm asking for direct feedback, as opposed to just saying "hello" or "just calling to catch up with you," which might not start a conversation.

The most important thing to remember is that you're developing your relationship, not your sales pitch. That should take some pressure off. And if you're not already, you should be putting systems in place to create reasons for you to follow up like those mentioned above. Then it's a non-issue.

The key is to genuinely care. That way, whether you have a reason or not, you're authentic. So put a smile on your face and pick up the phone. The more you do it, the easier it gets.
 

Are You Writing Articles or Blogging? If So Practice, Practice Practice

 I just finished reading Chris Brogan's recent blog post The Writing Practice . It is a great piece well worth reading. He discusses how he comes up with ideas and how those ideas become a blog post. Then he makes the point that you should always be practicing your writing. I agree.

I wrote  a monthly column for Roads and Bridges magazine for close to 25 years. I know that my first columns were not as good as later columns. I began writing this blog in 2006. I hope my more recent posts are better than the posts I had those first few months.

If you are a young lawyer take an assignment you just finished and create an article or a blog post that potential clients would find valuable. Do it just for practice. Then do it again after the next assignment. Ask yourself how your potential clients would benefit from reading what you have written.

12 Lessons You Should Learn from Scott Brown's Election

As I have been reading and listening to the democrats and republicans talk about Scott Brown’s stunning election in Massachusetts, I increasingly believe that neither party will take away lessons they can build on in 2010. Neither party's leaders seem to be open to idea that they may not understand how the American public is reacting to what they are doing in Washington.

While the two political parties may not get it, as a lawyer, the lessons you should take away are painfully obvious. Here is my list:

  1. Never take clients for granted. The democrats apparently believed the voters would never elect a republican. The independent voters went out of their way to make the democrats aware they did not like being taken for granted. Your clients will sense when you are taking them for granted and will go to another lawyer or firm just to make the point to you.
  2. Don’t attack your competitor’s values. President Obama made a mistake on Sunday by making a demeaning remark about Scott Brown’s truck.                                                               You will make a mistake by poking fun at your competitor’s values.
  3. Listen before taking action. I believe the republicans did a poor job of listening in 2006 and 2008 and the democrats have done a poor job ever since. Instead of listening they have been dismissive of people who disagree. Listening is a lost art. As a lawyer you will be better able to address specific client needs that may not be obvious if you just take time to listen. Top Lawyer Coach recently posted a blog with 4 ways to show clients you are wholeheartedly listening.
  4. All things being equal, clients would prefer to hire lawyers they know, like and trust. Likeability is still an important component in elections and it is equally important in decisions clients make when they choose a lawyer.
  5. Go the extra mile. Scott Brown traveled throughout the state in his truck and made 66 campaign appearances and stood outside Fenway Park greeting fans attending the annual outdoor Bruins hockey game. Martha Coakley made only 19 campaign appearances and mocked Scott Brown for standing out in the cold. You will not likely be able to distinguish yourself based on your legal ability. There are many lawyers as talented as you are. You will be able to distinguish yourself on how much you care about your clients when you go the extra mile.
  6. Don’t make silly mistakes about your client. Martha Coakley somehow believed famed Red Sox pitcher Curt Schilling was a Yankees fan.                                                                                             That would be the equivalent of calling your client by its chief competitor’s name or representing company A and showing up for a client meeting with it’s chief competitor’s product.
  7. Use social media to connect with clients. President Obama used social media very effectively. Martha Coakley did not. Social media is a tool to listen, build relationships and share ideas.
  8. It’s not your case or transaction. It’s your client’s. Scott Brown famously answered David Gergen’s loaded question by saying “it is not Ted Kennedy’s seat and not the democrat’s seat. It’s the people’s seat.” It is your client’s case or transaction, not yours. So you must understand their goals and work to help them achieve those goals.
  9. Show a passion for what you are doing and about your client. Scott Brown conveyed to the voters that he was passionate about working for them. Martha Coakley ran a dispassionate logic based campaign. I like the phrase that our clients don’t care about how much you know until they know how much you care.
  10. Keep your message simple and easily understandable. Scott Brown did this well. The democrats have struggled explaining a complicated 2000 plus page health care bill. Your clients want to understand the advice you are giving them. Say it without all the legalese.
  11. Get to know your clients on a personal level. Scott Brown let the voters get to know him on a personal level. Martha Coakley did not talk about her personal life while campaigning. Your clients want to know you both as a person and a lawyer.
  12. Work well with your colleagues. The democrats did not work well together, probably because they did not believe they needed to. Now they are pointing fingers at each other. Too many law firms are silos of lawyers competing with each other. Law firm silos cannot compete against law firm teams.
     

Lawyer Marketing Strategy: Focus on Your Clients' Industry and Business

Recently, I participated in a program which included a panel of three in-house lawyers. They shared many valuable things to the lawyers who attended. One point they stressed was the importance of understanding their industry and their business.

I often say if you market to everyone you market to no one. Over the years I have known many fine litigators who have told me they did not want to become "pigeon holed" into one area.

I started along the same path when I was trying to attract commercial litigation. The best moves I made were narrowing my focus and marketing efforts to construction contractors and later to the transportation construction industry. Narrowing my focus to an industry enabled me to understand the problems and opportunities and changes contractors were dealing with, know the influencers personally, get opportunities to write in industry publications and to speak at industry events. As I will share with you in a future post, I was hired to help on construction projects because I understood how they were designed and built.

Other professional services firms focus on industries. Large law firms are organized by practice groups based on the work they do and not on based on what the clients for whom they are working do. That is backward.

In my old firm I was asked to try and "cross sell" our labor and employment lawyers and environmental lawyers. Clearly this makes sense because the construction industry has lots of legal work in both those areas. None of our labor and employment or environmental lawyers understood the construction industry, much less established a reputation in the industry. They had neither written articles nor spoken at industry meetings. They had not even read construction industry publications. How could I cross-sell their services other than on blind faith in my judgment. I often thought about what we could have accomplished if one or more lawyers in those groups had focused on the construction industry.

What do you know about your clients' industry and their business? Find ways to continually learn more and you will become a more valued lawyer.

Client Development On-Line Coaching

Several months ago I wrote about client development training and programs. I shared with you that while I feel lawyers learn a great deal from workshops I do at firm retreats and other events, I believe very few lawyers actually retain very much, and even fewer actually make changes. My belief is consistent with neuroscience research, which has documented that most people have the mental capacity to focus on only one new idea at a time and that it is important to allow moments of "insights." One article worth reading is "Why Neuroscience Matters to Executives" by David Rock and Jeffrey Schwartz. They point out that during the moment of insight, the brain undergoes neural connections that enhance mental resources and overcome resistance to change.

As a result of lawyers asking,  I have decided to launch an on-line client development coaching program. Several lawyers have already signed up.

Who is an Ideal Candidate for the Program: An ideal candidate is self-motivated with a burning desire to learn, get better and build a book of business.
Ideal Number of Participants in Each Coaching Group: 15-20
Structure:
1. Kick off: Lawyers begin by answering coaching questions furnished by Cordell to help him better understand the lawyer’s practice. Then Cordell does a kick-off webinar to get lawyers in the group more familiar with the program and to develop action items for the group.
2. Business Plan: Each participant will prepare a business plan for the year either using one of the templates Cordell provides or any other format he/she thinks would work more effectively. Each 90 days each participant will provide Cordell with 90 Day Action Plans. (Cordell can provide examples of actions)
3. Individual Coaching: The first coaching session is a 30-minute telephone session. Each month thereafter coaching is done on line with the participant emailing Cordell what he/she has done the last 30 days. His/her planned activities for the next 30 days, and questions to brainstorm. (Cordell can provide examples of questions). Cordell will respond by email. Every six months the coaching session will be by telephone rather than by email.
4. Group Coaching/Teaching Sessions: Each quarter Cordell will conduct a group Webinar session touching on a topic selected by the majority of the group from a list of potential topics provided by Cordell. Members of the group are encouraged to lead part or all of a group session. In the last session, Cordell will give participants ideas on how to keep building their practice.
5. Suggested Reading: Cordell will provide interested participants with suggested reading on specific topics that interest them. Cordell also has a Coaching Fan Page on Facebook where he posts links to articles, blogs and other reading material.
6. Time Commitment: Cordell suggests participants spend approximately 20 non-billable hours per month on their own development and on client development. Participants will likely spend between 1-2 hours a month participating in the program.

If you would like to learn more, contact Joyce at jflo@cordellparvin.com
 

Are Your Beliefs Limiting Your Success or Empowering It?

In my last post, I used Tug McGraw’s quote: “You gotta believe” and shared with you the importance of having self-confidence. In this post I want to focus more on how your beliefs either limit your success or empower you to the take off for your success.

I am reading: Infinite Possibilities: The Art of Living Your Dreams by Mike Dooley. He talks about limiting beliefs and empowering beliefs. Limiting beliefs can hold you back. Empowering beliefs can send you through the stratosphere. Why?

Mahatma Gandhi answered the question better than I could ever say it:

Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. Your actions become your habits. Your habits become your values. Your values become your destiny.

I have known many lawyers with limiting beliefs. If you have any of these limiting beliefs, your thoughts and actions will prove you are correct. Here are examples: 

  1. I am too young and inexperienced to develop business.
  2. There is no way I can break into the “good old boys club.”
  3. I can’t get out from under the giant shadow cast by the senior lawyer for whom I work.
  4. I do not have time to do all my billable work, spend time with my family and successfully work on client development.
  5. I am not good at public speaking.
  6. I am afraid that if I give a presentation, I will be asked a question I cannot answer.

There are many examples of empowering beliefs leading to success. In 1980, no one but the players and their coach believed the 1980 US Olympic hockey team could beat the Russian team and win the gold medal. In late 2007 and early 2008, no one but the candidate and his campaign team believed Barack Obama could win the Democratic primary over Hilary Clinton. Do you suppose the Olympic hockey team or President Obama would have been successful if they did not believe they could win?

Last summer my wife Nancy played in our club championship. She had won it several times in a row, but 2009 was different. In 2009, a young golfer who just a few years before had played on the University of Texas golf team, entered the competition. As expected, the young golfer and Nancy made it to the finals and faced each other. I am confident that most spectators expected the young golfer to win. After all, she hit her tee shots 40-50 yards further than Nancy and they were mostly in the fairway. Nancy believed she could win. Her belief became thoughts on how she would do it. She decided that if she focused on her short game (pitching, chipping and getting out of sand traps) and putted well, she could pull it off. Those thoughts became actions and on that day, Nancy’s short game and putting kept her in the match. Much to the surprise of those watching, Nancy won the match on the 18th hole.

Believing alone will not by itself make you successful, but if you believe you can't achieve something, your thoughts and actions will prove you are right. You get to choose whether your beliefs will limit your success or empower you with the platform to become the lawyer you want to be. What are your beliefs?

 

If You Want to be a Rainmaker, "You Gotta Believe"

I recently read "Top Women Rainmakers Absent at Half of Large Law Firms"  and was surprised to learn that 46% of the large law firms in the United States have no women in their Top 10 Rainmakers. Another third of the law firms only have one woman among their Top 10 Rainmakers. The data in the report did not explain why women are underrepresented. I know from experience that most of the reasons have nothing to do with rainmaking ability. I coach many women who have the skills to become a top rainmaker in their firm if that is what they choose as a goal. 

EQ (emotional intelligence) plays a key role in becoming a rainmaker. I have intuitively believed that women generally have greater EQ (emotional intelligence) than men. I recently read in a 2001 Report  that I was wrong.  According to the report, women do not have greater EQ than men, they just have different EQ skills. Women are more aware, more empathetic and have better people skills. As Daniel Pink has written, these “right brain” skills are more important now than ever before. Men are more self-confident, optimistic and adaptable and handle stress better.

In my coaching I have found self confidence to be more based on age and experience than gender. Regardless, having self-confidence is incredibly important because your potential clients will make a snap decision on whether they are confident you can handle their matter. If you do not pass the “confidence inspiring” test, you will never get the chance to show you are aware, empathetic and have people skills.

So, what can you do to become more self- confidant? Here is the advice I give to the lawyers I coach:

  • “You gotta believe” you are the right lawyer for your potential clients. Tug McGraw coined the phrase about the 1973 underdog New York Mets and it applies to you as well. You will only be as successful as you believe you can be. When you believe you are successful and the right lawyer for your potential client, you have more energy, you exude confidence and your body language reflects that confidence.
  • Dress for Success and be aware of your body language. Whether you like it or not, part of the first impression you make will be based on how you are dressed and how you appear.
  • You don’t have to be an extrovert and life of the party to exude confidence. It is far better to be “interested” than it is to be interesting.
  • Decide what you really want and focus your time and energy on it. One size does not fit all. Do not compare yourself to others. You have your own unique talents, dreams and challenges. Focus your time and energy on your highest priorities.
  • Find someone who encourages you and whom you trust so that you can be brutally honest about who you are and how you are doing and get feedback. The better I know the lawyers whom I am coaching, the better I can identify their skills and enable them to use those skills.
  • Pay attention to your self-talk. Instead of saying to yourself “my problem is…” say “my opportunity is…” Instead of saying “I need to…” say “I want to…” Instead of saying “I’ll try to…” say “I will…”
  • Stay hungry. Keep learning and always seek to become a better lawyer and become the “go to” lawyer for your clients. If you feel you are the “go to” lawyer, your confidence will show.
  • Focus on the journey (actions) and the destination (bringing in business) will take care of itself.
  • Work on small steps that get you outside your comfort zone. Each time you make a step outside your comfort zone, you gain confidence.
  • Practice, practice, practice speaking in public and one-on-one. Have someone video tape you and get feedback on your body language.
  • Be patient and persistent. Making rain takes time.
  • Avoid distractions.

One final thought: Self-doubt is natural and it can be actually be healthy. I have had it my entire career. I used it to motivate me to be a better lawyer. You should also.
 

2010 Planning: Reviewing Last Year and Looking to Improve Next Year

I am continuing to post ideas lawyers I coach are using to prepare their 2010 plan. 

Jodi McDougall, a partner with Cozen O'Connor in their Seattle, office recently shared her approach with me:

I'm planning for next year by first reviewing this past year. I'm going through my goals from last year and seeing what I've achieved as well as what I didn't. For those goals I achieved, I give myself a pat on the back, or better yet a few hours at the spa. I also look around me and see those who helped me to achieve my goals. For example, my parents who are always there to step in and love my kids when my husband and I accidentally schedule a deposition the same day. I express my thanks through a note, a kind gesture or a gift. I let them know that I recognize their contributions to my success.

I also look to last year's achievements and determine what I want to do again and how to improve on those goals. For example, with two small children I had stopped taking time for exercise, thinking I didn't have time for such luxuries. Cordell reminded me that successful people take good care of themselves. Last year, I ran a half marathon in June. This year my goal is to run at least two half marathons. I'm already signed up for one!

For those goals I didn't reach, I try to figure out why I fell short and either set the goal again or adjust it to make it more reasonable and achievable. I remind myself of how good it feels to achieve the goals I set and give myself a fresh start and let go of my past shortcoming.

Finally, I will take some time at the end of the year to relax and enjoy my family. I recharge my batteries so that I will be ready to go when January 1, 2010 rolls around.

 

2010 Business Plan: Look Forward and Work Backward

In my last two blog posts, I have discussed why you should have a plan for 2010 and my thoughts on how to get started. I have asked lawyers I coach to share with you how they are preparing their 2010 business plan.

James J. O'Keeffe, a new partner with Gentry Locke Rakes & Moore, recently shared with me how he is preparing his 2010 business plan. 

I’m preparing my 2010 business plan by looking forward and working backward. Based on our coaching sessions and some of the books that you’ve recommended, I’ve got a list long-term goals defining where I’d like to be in five and ten years in each of my roles—father, husband, productive lawyer, client developer, etc. With those in mind, I’ve decided where I’d like to be at the end of 2010 with respect to each role. I used those targets to identify goals that I’d like to accomplish next year. I tried to make sure that those goals are objectively quantifiable, challenging, and more or less within my control.

I know that some people find it very useful to break their yearly plans down by hours, quarters, weeks, and so on. That doesn’t do very much for me. With two small kids, a wife who works, an old house, and a busy job, yearly planning beyond the “big rocks” is just too ambitious right now. If something is important, I will get it done. If not, there’s no sense in planning for it, anyway. As the year progresses, I do plan my activities on a weekly basis and review my goals quarterly. That probably mitigates the lack of precision in my up-front planning. But trying to sit down right now and figure that I have x hours of investment time, to be divided across y activities over z weeks would likely only set me up for failure. It would also drive me nuts.

Finally, I’d be remiss if I didn’t note that I am lucky enough to work at a firm that gives me significant freedom when it comes to annual planning and goals.

Why You Should Create a 2010 Plan

As we are approaching 2010, have you begun preparing your 2010 business plan? If not, you are not alone. You may be wondering: Why should I prepare one? The answer is quite simple: Time and energy are your most important assets, and you must use your time and energy wisely. I like a quote attributed to Jim Cathcart and others: “Most people aim at nothing in life and hit it with amazing accuracy.”

Preparing a business plan will help you identify what is most important to you, prioritize how you spend your time, focus your attention on the important things and execute. You will have a far greater sense that you control your destiny. With no plan you can easily waste time and energy doing things that are unimportant.

I am conducting a free 2010 business plan webinar on December 30 at Noon Central Standard Time. I will share with participants why I prepared a plan each year, how I put it together and the ways I held myself accountable to execute my plan. These ideas worked for me and I am confident they will work for you. There are a few telephone lines still available. If you want to participate contact jflo@cordellparvin.com to reserve your spot.

In my next post, I will give you some tips on how to prepare your plan.
 

Client Development Questions to Ponder for 2010

I hope you are beginning to think about what you want to accomplish in 2010 and how you want to do it. If part of your planning includes client development and serving your clients, these questions may help you focus:

  1. Is it easier for you to get clients to hire you who have a legal matter right now or clients who do not have a legal matter right now?
  2. Seth Godin talks frequently about the importance of being remarkable in the eyes of your clients. What are examples of remarkable ideas that will bring clients to you or your firm?
  3. What problems, opportunities or changes will your potential clients face in 2010 and what unique solution does your firm offer clients? What unique solution can you offer? Why should a new client hire your firm? Why should they hire you?
  4. I have often said that selling legal services is counterintuitive. The harder you try to sell clients, the less successful you will be. What can you do to get clients to hire you without selling them? Here are a couple of hints. First, think counterintuitively. Second, consider some of the questions above.
  5. Suppose you have an opportunity to make a presentation to an industry group or group of potential referral sources and your goal is to get your audience to hire you or recommend you. What can you do before, during, and after your presentation that will increase your chances of being considered and hired?

Based on your answers to the above questions, what is the one thing you can do in 2010 that you are not doing now that will generate the most business in the long term?
 

How to Make Holiday Cards More Meaningful

Have you begun thinking about holiday cards? I have been thinking about them and how I can make them memorable.

I remember several years ago personally signing over 1000 holiday cards. Some members of our firm did not even sign the cards. I did, but as I was signing the cards I realized that many were being sent to people who sent me cards and with whom I had little other contact. I didn’t remember their cards and I am confident they did not remember my cards.

If you send 1000 cards and receive 1000 cards, haven’t holiday cards become the equivalent of spam? How can you make your holiday cards less spam like? I suggest sending fewer and more meaningful cards. In addition to signing those cards write a short personal note.

Your law firm can make the firm’s card more memorable by focusing on the community. A Wall Street Journal blog post included a story about a Miami law firm’s holiday card. It featured a picture of a truck it had donated to the local food-bank. The text of the card let clients know that the gift of the truck would not have been possible without them. I am confident the firm’s clients will long remember that card.

If you really want to make sending holiday cards worthwhile, do and write something unique that will be remembered.
 

Want to Learn More About Marketing? Read Blogs and Listen to Podcasts

I often am asked what my favorite blogs and podcasts are, so I thought I would share them with you.

Seth Godin is the marketing guru and a lot of what he writes about applies to lawyers.

Creating Customer Evangelists has a great book on client service.

Scott Ginsberg is an excellent writer on becoming more valuable to clients. If you go to his regular website there are dozens of good articles on networking etc.

Justin R. Levy has social media materials I like.

More great stuff on social media by Steffan Antonas.

Copyblogger is the number one site on blogging and writing.

Chris Brogan is co-author of Trust Agents a great book every lawyer should read.

Personal Branding Blog has excellent ideas on personal branding.

I like Growth Nation's 51 free marketing tips. Take a look and see which ones apply to what you are trying to do.

You can get all of these by RSS feeds that will come to your iGoogle account or your Google Reader account. This makes it easy to decide which posts to read.

My favorite Podcast that I subscribe to in iTunes is Duct Tape Marketing. John Jantsch interviews all the people above and more. Go back over the last year and you will find some valuable interviews. Take note that earlier this year he moved the podcast to a different location.

I learn something valuable from each of the blogs and podcasts above. You will also.
 

Continue Reading...

Making Time for Client Development: Manage Your Time and Energy

Tuesday, I asked if you had answered "why" client development is important to you. It is the first step to make time for client development. In this post, I will share with you three noted experts' approach to time management.

Noted author Carl Sandburg once said: “Time is the coin of your life. It is the only coin you have, and only you can determine how well it will be spent. Be careful lest you let other people spend it for you.” He wrote that long before the Internet, email and other current potential distractions.

In a couple of weeks I will be doing a program called “Time Management: Making Time for Client Development.” I plan to include a discussion on time and energy management and share ideas I learned from books by Stephen Covey, David Allen and Jim Loehr. Each author approaches the subject in a slightly different way. I have read their books and listened to their presentations. I have found each approach valuable. Recently I found a report on the effectiveness of coaching programs using each approach. I plan my week around my roles as Stephen Covey suggests. I use David Allen's approach to next actions. i set physical/economic, mental/learning, emotional/relationship, and spiritual/values goals based on Jim Loehr's four sources of energy. Take a look and decide which approach will work best for you.

One final thought: One way to make time for client development is to eliminate wasted time. How much time do you waste each day on things that really do not matter? You might be opening and responding to unimportant emails, doing things that could be delegated, searching for things in your office. If you saved just 30 minutes a day, that would be 182½ hours for a year. Suppose you used that time for client development or your own development, what do you think would happen to your career?
 

Have You Answered the Why Question on Client Development?

Time management is the most frequent agenda item for lawyers I coach. More specifically, I am asked how to find time for client development when the lawyer is busy with billable work and wants quality family time. Do you also wonder how you can find the time?

You might think this is a time management issue. Way more often than not, it is really a self-motivation issue. Donald Latumahina wrote an interesting post on self-motivation last year. His first suggestion for building self-motivation is to “Have a Cause.” He says: “While other causes could inspire you temporarily, a cause that matters to you can inspire you indefinitely.”

His third suggestion is to “Be Hungry.” He says: “To be truly motivated, you need to have hunger and not just desire. Having mere desire won’t take you through difficult times since you don’t want things badly enough.”

If you are struggling to make time for client development ask yourself the “why” question. Write down why developing a client base and book of business is important to you. It will help get you have a cause. Let me share my answers with you. Developing a client base and book of business would:

  • Provide security for my family
  • Enable me to help clients achieve their goals
  • Make my work more interesting

If you find it challenging to make time for client development, you might want to read Rising Star, which I co-authored with Kristi Sebalj. Here is some of what I said in the introduction:

This is the second book I have written about Tony and Gina Caruso. In "Say Ciao to Chow Mein: Conquering Career Burnout" Christina Bost Seaton and I focused on Tony, who after finishing his first year as an associate in a large Texas law firm is burned out and struggling to find meaning in his career. Rising Star: The Making of a Rainmaker is about Gina, who is now a partner in a mid-sized firm. She is the talk of the firm, having brought in $1 Million of business. Yet, she feels like a one-hit wonder because her success was a result of one big case from one big client…

I have known Tony's and Gina's throughout my 35 years practicing law. Their characters are a composite of lawyers who have worked for me and lawyers I have been blessed to coach and mentor. Many of those lawyers have caused me to study and examine differences between lawyers who are successful and happy and lawyers who are not…

As you read Rising Star, think about what you really want in your career and how you can most effectively and efficiently achieve it. That will be a good starting point to motivate you to achieve your goals.

Order Rising Star now at a reduced rate or purchase a book set for as much as 70% off regular price – or you may find it on Amazon.com.
 

Imagine a Coaching Session: 10 Questions to Answer

Use your imagination for a moment. Imagine you and I are sitting at a small conference room table and we are about to begin our third or fourth coaching session. Here are some questions I might ask you:

  1. Since we last talked what have you done to become more valuable to your current clients?
  2. What have you been doing to become more visible and credible to potential clients and referral sources?
  3. What have you done to help your colleagues’ clients?
  4. What have you been reading or studying to learn more about your clients?
  5. On a scale of 1-10 how are you doing on accomplishing the goals we set in our first session?
  6. What would it take for you to get to a 10 rating for yourself?
  7. What challenges have you encountered?
  8. How have you been able to overcome those challenges?
  9. What would you like to get out of this coaching session?
  10. What can I do to help you?

Even though we may never have a coaching session, you can get many of the benefits of coaching by answering the questions above.
 

Client Development in a Nutshell

On September 16, 2009 I posted a blog titled: “The Strength of Weak Ties.” In the post I told the story of how a large contractor found me based on a recommendation by a lawyer co-presenter on a panel presentation.

When I look back at other significant new clients who hired me to help them, almost all of them first considered me based on a recommendation from a “weak tie.” So, as a practical matter, what do you need to do? The answer is client development in a nutshell. As shown below there are four main stages:

  1. Become visible and credible to your target market and weak ties in that target market. I wrote articles and gave presentations to industry groups to become visible and credible, but there are a wide variety of other ways to do it.
  2. Build relationships and be in the mind of weak ties.
  3. Keep your website up to date with representative matters and downloadable articles and presentations. After you are recommended, your potential client will go to your website bio to see if you have the expertise and experience to handle their matter.
  4. Build trust and rapport by asking good questions and listening. When you get the meeting with your potential client representative, she will be weighing whether she can trust you to handle the matter effectively in a manner that will make her management compliment her for choosing you. She also is weighing what it will be like to work with you. In this stage too many lawyers mistakenly try to sell themselves and their firm, instead of asking good questions and selling by doing.

Want to be more successful next year? Develop a game plan to become more visible and credible, to build relationships with potential referral sources and to develop trust and rapport with potential new clients when you get the opportunity.

We will be covering the four stages as well as other client development topics in a live webcast titled "Securing, Retaining, and Expanding Relationships with Your Clients" on November 10, 11 and 12 at 12:00 pm (CST) each day.  For detailed information download the brochure and registration form or register on-line. Register by October 30 and receive a free book!

What Makes the Biggest Difference

Recently I was eating dinner with a group of lawyers I am just starting to coach. One asked me what I thought was the most important thing I had done to become a rainmaker. For me the answer was easy. I narrowed my focus and developed a niche for which I could become a “go to lawyer.” After that I asked each person in the group to identify what they believe is the most important thing to do. No one was permitted to use something that had already been stated. Here is the list my coaching group identified.

  • Develop a plan and execute
  • Build relationships with your clients and business referral sources
  • Do the highest quality work
  • Be more responsive than the client expects
  • Be Persistent, client development takes time
  • Be Passionate and enthusiastic about your work and clients
  • Put in the time to do client development
  • Focus on client development activities that work best for you
  • Become a better listener and better at asking questions to enable you to learn more about the client
  • Make raving fans of existing clients and then focus on staying in touch with old clients

What would you add to this list?
 


 

 

What Marketing Ideas Will Work for You?

A few years ago I met with Jonathan, a lawyer I was coaching. He said: “Cordell, whatever you do, please don’t tell me I have to write or speak at industry meetings for client development.” I told Jonathan: “You can be really successful and never write one article or give one industry presentation.”

What is the point of sharing that short story with you? Each lawyer I coach is unique. They each have unique talents, goals and challenges. So do you. The point of individual coaching is one size does not fit all and my job is to help the lawyers I coach uncover their unique talents.

You may have a senior lawyer who is advising you. He may think what worked for him is exactly what will work for you. It may, but just as likely it may not.

While each lawyer I meet is unique, I believe rainmakers have certain attributes and do certain things. I wrote about it in my August column in The Practical Lawyer.

How you can best spend your time will be determined by a variety of things, including:

  • The kind of work you do
  • Your experience
  • The amount of non-billable time you have
  • Your interests and talents
  • Your personality type
  • What you want to accomplish

Some lawyers like Jonathan should be out in the community networking and/or active in the Bar. Other lawyers do not have the time or desire and would rather go home and be with their family. Some lawyers should spend time developing a social media presence and relationships. Others should spend time meeting with clients and referral sources in person. Some lawyers should spend time developing new clients. Other lawyers should spend time focusing on their existing clients. Some lawyers should market externally. Other lawyers should market internally. Some lawyers should focus on being a subject matter expert. Other lawyers should focus on being a “trusted advisor.”

If you want to build your practice, you should focus on the attributes in my article and figure out your unique talents, goals and challenges and spend your time most appropriately. Here is a practical suggestion. Take each bullet point above and write an answer. Then look at the paragraph above and use it as a starting point to think about how you can best use your time.
 

Your Firm Website: Is it for You or Your Clients?

When I speak at firm retreats, I frequently show excerpts from the “About” page of the firm for whom I am speaking and two competitors. I then ask the lawyers to identify which website is theirs. Routinely, only about 50% of the lawyers in the audience know which website is their own.

Why? Most law firm websites are alike and are focused more on selling the firm than helping the firm’s clients. Most law firms claim to be “innovative,” or “creative.” They provide “solutions.” They are “full service” firms and represent a diverse group of large and small clients on a “wide range of matters.” They all have lawyers with a vast amount of experience, a great work ethic and are noted for their integrity.

Look at the “About” page on your law firm website. Does any of the above look familiar? Does your firm “About” page also talk about your firm’s history? How many hits are you getting on that page? I doubt many because your potential clients really do not care about your firm's history. Does your webpage focus on what your lawyers do? If that is the main focus you are not reaching your potential clients because for the most part, they do not care about your firm's services. They care about themselves and their problems, opportunities and changes and will only pay attention if the services you provide specifically address those issues.

David Meerman Scott has written a book titled: The New Rules of Marketing and PR. It is a great book you should consider reading. One of his new rules is the importance of focusing on your customer (client) persona and creating content on your webpage that addresses their needs. Scott frequently blogs and does presentations about this rule and provides real life examples.

 

So what is the lesson for you? Instead of claiming to be innovative or creative, demonstrate it on your website. There is an expression I like: "Sell by doing, not by telling." Create content your clients and potential clients will find valuable. Make it as easy as possible for them to get it and easy to share it.

Your firm likely has several client personas. Some clients are large businesses, some are small businesses and others are not businesses. Some client representatives are busy CEOs, others are busy in-house lawyers. Suppose for a moment that a one person in-house general counsel for a family owned business comes to your website. What would he or she find valuable there? What would give him or her an idea about what it will be like working with your lawyers?
 

Client Development Secret

Would you be surprised if I told you that one secret of client development is to “stop selling.” In many ways client development is counter intuitive and this is one of them.

Think about buying a car. Are you more likely to do business with the dealer who is trying to sell you a car or the dealer who is trying to help you find a car. I hate doing business with someone who is selling me something, but I frequently do business with someone who is helping me.

My life improved immensely when I changed my mindset from marketing and selling myself to finding ways to help my clients and potential clients. Yours will also. Selling and marketing yourself is about what is in it for you. Finding ways to help is about what is in it for them.

Most lawyers I know are uncomfortable asking for business. It’s understandable because they fear how they will be perceived and do not like the feeling of being rejected.

So how do you ask for business? Try this: Next time you are at the point where you are thinking about asking for business, say: “I would love the opportunity to work with you and help you on this.” Before you are at that point consider saying: “What can I do to help you be more successful in your job?”
 

How the Very Best Lawyers Keep Getting Better

In my career I have been blessed to work with some really outstanding lawyers and I have also worked hard to be outstanding myself. So, I have ideas you can implement to keep getting better and take it to the next level. Here is a list of what outstanding lawyers do to keep getting better:

  1. They are never content with their achievements and are always striving to get better.
  2. They focus on what they do not know and are willing to reinvent themselves if the situation requires it.
  3. They regularly do things that others do not enjoy doing.
  4. They are focused on the long term.
  5. They persist until they succeed.
  6. They are intrinsically motivated and do not get caught up in comparing themselves to others.
  7. They strive to become comfortable outside their comfort zone.
  8. They are comfortable under pressure.
  9. They have set and achieved hundreds of goals and have confidence they will achieve more.
  10. They focus on the process that produce the end results rather than the end results themselves.
  11. They know their health is essential to their success and make time to stay healthy.
  12. They are focused on their priorities and do the most important things each and every day without getting distracted.
  13. They genuinely enjoy their clients and their work.
  14. They anticipate their clients’ and potential clients’ legal problems, create a solution and call them.
  15. They work at becoming both an outstanding lawyer and trusted advisor.
  16. They think optimistically and plan their non-billable time purposely.
  17. They have healthy paranoia, which causes them to focus more intently on adding value for their clients.
  18. They view everyone they meet as a potential client.
  19. They are always playing to win.
  20. They share credit and build their team as a result.
  21. They look for other work the firm can do that their clients will value.
  22. They help their associates succeed in their own right and are constantly rebuilding their team.
  23. They are willing to fail and they rebound from disappointments or setbacks.
  24. They are on the cutting edge of change, including technology changes.
  25. They are always seeking new ideas and feedback from coaches and mentors.

Be a Magnet

The attorneys I coach have probably heard me say it many times: “You want to be remarkable in the eyes of potential clients so that they will seek you out.”

I read an article written by Dr. Ivan Misner, a New York Times bestselling author, who wrote “The 29% Solution: 52 Weekly Networking Success Strategies.” The point of the book is that 29 percent of us are connected. I understand that the book has a 52-week program to help readers become part of the 29 percent. You might be surprised to learn that Dr. Misner believes introverts are better at networking than extroverts.

In Misner’s article I found the following interesting:

  1. In business, being a magnet means being recognized as a “go to” person and that includes knowing people who can solve other people’s problems.
  2. We tend to attract people like ourselves. Busy people attract busy people, making it more difficult to get together, but the rewards are great when a group of busy people get together.

The second part of the article focuses on approachability and includes suggestions from Scott Ginsberg, “the name tag guy.” He gives some really good ideas for being approachable at an event. I urge you to study each of his eight ideas before going to your next event.
 

Reuse Your Articles and Presentations

Yesterday, I wrote about "the strength of weak ties." I heard from several readers that my discussion gave them ideas they had not considered.

The story I told yesterday demonstrates four points:

1. More often than not, clients hire lawyers rather than law firms.
2. Client development is about relationship building.
3. You will be considered by a new client based on recommendations or based on something you have written or presented.
4. The recommendations more often than not will come from weak ties.

I want to keep your creative juices flowing. In this post I want to focus on how to be considered based on something you write or present. One important tip is to find ways to reuse your content. In marketing that is called repurposing.

Have you handled a complex matter recently? If so, how can you reuse materials you created to educate other potential clients, referral sources and weak ties?

I have always urged lawyers to create content (books, guides, articles and presentations) and find ways to reuse the content. I have always done that. Let me share an example.

In the early 90s, the Federal Highway Administration received permission from Congress to "experiment" with Design-Build construction of complex bridges and highways. I knew the experiment would lead to states wanting to construct more and more projects by design-build contracts. I also knew contractors were unprepared for this change. I decided to do workshops across the country to educate contractors. About 100 contractors attended. I had taken many hours to prepare the detailed handout materials. I offered those materials to 100s of other contractors. When it became possible, I had my marketing department put the materials on my website where they could be easily downloaded. Next, I broke out sections of the handout materials and created several articles that were published. The net effect was I reached a much wider audience by repackaging the materials I had worked so hard to create. In some cases I put materials in front of perspective clients three times.

Later I was hired by a state in New England to help draft their first design-build contact. A couple of years after that, I was hired by the contractor to help put together a proposal to install a very complex electronic toll collection system in the Northeast. Because of the writing and presentations I did on design-build, I was hired by several contractors to handle disputes arising from design-build contracts. All of these opportunities and engagements came as a result of creating content and reusing it.

Think about how you can reuse materials you create.

By the way, have you begun planning for 2009? If you would like some ideas on the planning process let me know.

The Strength of Weak Ties

Yesterday I wrote how social media is an efficient and effective way to strengthen weak ties and stay on their radar screen. The strength of weak ties concept was first discussed by Mark Granovetter.

I recently looked back at my own career and recalled just how powerful weak ties can be. I have shared this story before but it is worth sharing again. In early 1983, President Reagan signed into law the Surface Transportation Act of 1982. It included a provision that for the first time by statute required that 10% of the federal highway funds be expended with Disadvantaged Business Enterprises. That created new and complicated legal issues for highway contractors. I wrote a guide and spoke on the subject all over the country. One presentation was a panel in Washington, DC. A lawyer from the Federal Highway Administration was on the panel with me. I had never met him before we spoke that day.

About six months later I received a call from the general counsel of one of the country’s largest contractors. They had a $30 million issue with the City of Atlanta. The general counsel told me he heard I was the one to call for help. Later in the conversation I asked how he had heard of me. He said he had called the Federal Highway Administration about the problem and a lawyer there told him that Cordell Parvin was the lawyer who could help them. Fortunately, I was able to help the client solve the problem and that led to a long lawyer-client relationship.

I look back now and almost every major matter or every new client came to me as a result of recommendations from weak ties. Who are your weak ties? What are you doing to stay on their radar screen?
 

Law Firm Leaders and Marketing Directors: Is Your Firm on Twitter?

Is your law firm on Twitter? You likely think that none of the CEOs or GCs of your clients are on Twitter, so why should you be. I also questioned the value of Twitter in a blog I posted in June.

The reason your firm should be on Twitter is simple: It takes very little time or expense to get content created by your lawyers out to people who might actually value receiving it. If you are doing email blast alerts and sending email notifications of firm programs and presentations, consider using Twitter as a tool.

If you are a  law firm leader or marketing director, consider using Twitter to provide links to the following:

• Client Alerts
• Articles written by your lawyers
• Blog posts by lawyers
• Firm or individual lawyer podcasts
• Invitations to programs and CLEs
• Content from programs
• Links to recordings of Webinars
• Lawyer successes
• Firm announcements
• Firm community and civic activities

If you think about it, you can likely come up with links I have missed.

If I convince you to put your firm on Twitter, what should you do next? First, develop a plan to get your clients, potential clients, influencers and referral sources to follow you on Twitter. I recommend your plan include a link to Twitter on your firm webpage and on each firm blog site. Next, I would let clients and referral sources know you are on Twitter and the kind of content you plan to post. I would also give them easy to follow instructions on how to get on Twitter and follow your firm. I would also notify national and state industry association executives for each industry your firm’s clients engage (e.g. construction, healthcare, franchise, hospitality, financial). Finally, if your younger lawyers are game, have them notify their friends on Facebook and other social networking sites that your firm is on Twitter.

Final thought: Do not use Twitter as a tool to “sell” your firm. Instead, use it as a tool to provide valuable information to clients and friends who will see the value of what you are giving them.

If you want to follow me on Twitter.
 

Short Marketing Tip: Earn Trust by Focusing

Seth Godin recently posted a blog titled: “The Law of the Little Shovel.” It is short and well worth reading. He begins by saying: “If you want to dig a big hole, you need to stay in one place,” meaning it is important to focus on one group, or one event to earn trust.

What are the main points for lawyers?

  1. If you are marketing to everyone, you are marketing to no one. Identify your target market and become visible and credible to that market.
  2. Focus attention on existing clients before going after new ones.

Want to Persuade: Ask for a Favor

Have you ever persuaded someone by asking a favor? I am not suggesting asking for business, but there are other favors you can ask that will be very helpful.

In a fall issue of Selling Power magazine, there was an article “The Persuasion Principle: How to Use Robert Cialdini’s Scientific Research to Close More Sales.” The article was based in part on the findings in Cialdini’s book: Yes!: 50 Scientifically Proven Ways to Be Persuasive.”

There was a short sidebar section with the following: “Want to improve your relationship with anybody, anywhere? The key is simple-ask a favor.” Cialdini says it may seem counterintuitive, but research shows that the fastest way to get clients to like you is not to help them…but rather to ask them to help you. I have actually used this approach several times. Here are a few examples:

  • Asking clients and potential clients for their thoughts on what should be in our client service policy.
  • Asking clients to come to a quarterly all associate lunch to discuss what clients are looking for in their lawyers.
  • Asking clients to come to our practice group retreat (we paid travel expenses) to share with our group their ideas on how we could better serve them.
  • Asking clients and potential clients for their ideas on topics for articles and presentations.
  • What favors are you asking your clients, potential clients and friends?

What favors are you asking your clients, potential clients and friends?

What Have You Learned and How Is It Working for You?

What have you learned from reading my blog posts? More importantly, what are you doing differently and how is it working for you?

I frequently receive emails from lawyers I coach sharing what they are doing differently and how it is working for them. If you want to contribute, drop me a note.

Here is an email from Jonathan Hyman sharing what he is doing differently:

In the year before I began the coaching program I originated a decent book of business for a lawyer my age. During the year I was involved in the program that number increased almost three fold. There is no way to quantify how much of that increase came from the coaching program. The only thing I can say is that I am doing things differently than before and good things are happening.

While I learned a great deal from the program, the following three philosophies stick out the most:

(1)  How to view the world from the client's perspective, or as Cordell might say, to listen and hear the "voice of the client." I learned to listen before speaking, and learned to direct my thoughts and comments to what I had heard. Once I bought into this fundamental notion, I approached client development from a new perspective.

(2)  The importance of personal relationships. My favorite Cordell Maxim is to "make your friends your clients and your clients your friends." I enjoy building relationships. Cordell helped me become aware that that if I develop trust and rapport without "selling,” I will have a greater chance to be successful.

(3)  Provide value to the client or perspective client in ways that don't involve billing your time. Send articles, share resources and demonstrate a genuine concern for your clients and their business.

I hope you have also learned these three main points and that you are implementing them successfully.

Client Development: Start with Something Small

I think that many young lawyers find client development daunting. In January I gave a presentation to new partners at a firm who at the end were likely overwhelmed. Their firm had given me two hours to give an overview. By the end I am sure many in the audience wondered where to start.

Are you in that same position? If so, do what star athletes do - train by learning one thing at a time and begin by taking small steps so you feel you have accomplished something. One thing I suggest to lawyers I am coaching after our first session is to go back and look at their plan and look at their goals. Is there anything we discussed that has changed their thinking? Then I suggest that they do something, no matter how small to get started. It might be as simple as calling someone and asking them to lunch, sending an article with a handwritten note, or setting up Google Alerts for their clients.

Don’t feel like client development is climbing Mt. Everest. Take just one small step and get started.

Ask Your Clients: What Would You Do. . . ?

My current Kindle reading on airplanes is “Groundswell: Winning in a World Transformed by Social Technologies” by Charlene Li and Josh Bernoff. I found an interesting idea in the book. Early in 2007, Crédit Mutuel, a French bank, began an ad campaign directing viewers to a website titled: “If I were a banker.” The authors describe that the website has a French voice who says: “If I were a banker, I would give my customers a say in things and together we would build the bank of tomorrow.” From there the visitor can either enter a suggestion or see what others have suggested.

Crédit Mutuel received tens of thousands suggestions. Some were useless. Many were very helpful and creative. As the authors note, instead of saying: “Tell us what to do,” they said: “What would you do if you were us.” There is a subtle, but important difference. Because the bank is encouraging the customers to develop empathy for the bank, even momentarily, Crédit Mutuel gets much more realistic suggestions.

So here is my question: Can you and your law firm create the same dialogue with your clients? If so, how would you do it? I suspect you won’t be putting the “If I were a lawyer/law firm" question on your website. But, you might simply ask your clients, “If you were our law firm:

  • what would you do to add value?”
  • what would you do to be more responsive?’
  • how would you improve client service?”
  • how would you train your lawyers?”
  • what improvements would you make in billing?”
  • how would you improve communication with clients?”
  • what topics would you offer in webinars at no charge?”
  • what would you ask your clients?"

 

What Lawyers Should Learn from The Health Care Debate

I am sure you have you been inundated with news about the healthcare debate. If you turn on your television or radio or pick up a newspaper or magazine it would be hard to miss reporting of what is in the various House bills, questions on how the efforts will affect senior citizens and the now very interesting town hall meetings.

I believe lawyers can learn from the healthcare debate. In his book “All Marketers Are Liars,” Seth Godin states: “Most marketing fails.” He then explains that marketing that works goes through five steps. “Step 1: Their Worldview and Frames Got There Before You Did.”

In his discussion of worldview, Godin says: “Their worldview is the lens they use to determine whether or not they’re going to believe a story.” He also states: “a frame…is a way you hang a story on a consumer’s existing worldview.” Finally in that section, Godin says: “Don’t try to change someone’s worldview is a strategy smart marketers follow.”

The world view of healthcare held by most Americans is shaping the debate. A few weeks ago it seemed that some politicians were trying to change that worldview. That approach was not working because a very high percentage of Americans appreciate their doctors and are generally satisfied with their healthcare. Very few, if any, Americans believe their doctors make decisions based on how much they will be paid. In addition, most senior citizens do not want their chances to receive healthcare diminished because of their age.

In response to these concerns in the last week or so politicians have quit calling their proposal “health care reform” and are now calling it “health insurance reform.” This is an attempt to persuade based on what they perceive to be the worldview. The media has picked up on the subtle word change.

Your clients have their own worldview, including their view of lawyers. Their worldview impacts the way they interpret what you say and do. As you can tell from the healthcare debate, you are not likely to change the worldview of your clients.

Your clients will also be able to tell if you are trying to manipulate them. Your goal should be to sincerely get to know your clients so well that you are able to figure out their worldview and figure out how they will interpret what you say and do. This exercise will help you figure out ways to become more valuable for your clients.
 

Motivation: How to Become Passionate About Client Development

Last week I posted a blog about Jodi McDougall who shared with me that she is “majorly in the zone.” I mentioned that one reason I thought she was in the zone was because she is intrinsically motivated more than extrinsically motivated.

After posting the blog, I have been reading more materials on motivation. I read a blog post and article in Success Magazine by Shawn Phillips. Shawn included a comparison of Training vs. Exercise that I found helpful in his article titled: “Stop Exercising: Why You Should Train Instead.” 

                                        

He noted that athletes do not go to exercise camp, they go to training camp where they are focused on achieving specific results, fueling an intense drive and motivation.

Aren’t the differences between those who are successful with marketing and client development much the same? The lawyers I coach who are most successful are intrinsically motivated. They are clearly training, not exercising. They are highly motivated, focused and in the zone. They are not making client development efforts in response to a need and they are not bored by their efforts.

I really like what Shawn Phillips said at the end of his blog post. I want to paraphrase, what he said, changing his references from training to client development:

If you’re committed to growing beyond the carrot and stick to a truly sustainable form of motivation then you must learn to fall in love with client development and marketing itself and not just the results. Patience, commitment and persistence are all essential ingredients; however, ultimately you must aim for joy and you’ll discover, in the least expected of moments, Mastery.

As you discover how to love becoming more valuable to your clients, leading you to the goals that matter most, you will transform discipline into freedom, struggle into grace, and willpower into passion.

Success and Fulfillment: Get in the Zone

Earlier this week I received an email from Jodi McDougall, a Seattle lawyer I coach. She said: “Just wanted to let you know I'm seriously in the zone today. Almost as good as Tiger was this weekend!”

I love getting emails from lawyers who are really enjoying what they are doing. What did Jodi mean when she said she was “seriously in the zone?” It is a term more often used to describe athletes, musicians and artists. I describe being in the zone in a 2006 blog post and in my e-book “Strategy for Your Career and Your Life.”

As you will see from the blog post and e-book, being in the zone is when you are so involved in what you are doing and the experience is so enjoyable that nothing else seems to matter. You love doing it for the sheer joy of doing it.

Think back when you were a child. When you were playing, you were likely in the zone because you were absorbed in what you were doing at the time. You were intrinsically motivated. As you grew up you likely began to focus on extrinsic motivation, including rewards from doing something and the approval of parents, teachers and others. As a young lawyer, you may still be driven by extrinsic motivations, salary, bonus, promotion and approval of senior lawyers.

Think about how you can get back in the zone. Set some goals that challenge you and keep track of how you are doing. Focus on what you are working on and try to eliminate distractions. Identify 1-3 things you can do to gain control of your career, your life and your future. If you do those three things, you will feel like Jodi.
 

The Debate Raging Over "Free"

Recently I blogged about guides I created and how they helped me get business. There is a big debate going on about Chris Anderson’s new book, “Free: The Future of a Radical Price.” I haven’t read the book yet, but I found his book “The Long Tail” interesting and I blogged about one of his main points.

After Anderson wrote “Free,” Malcolm Gladwell wrote a review in the New Yorker criticizing the book. Then, Seth Godin blogged: “Malcolm is Wrong.” Godin suggests that "free" is a way to get attention in a crowded market at the beginning and that in a digital economy with many players and low barriers of entry, cost will go down. Godin also distinguishes between commodities and what people are willing to pay for. “People will pay for content if it is so unique they can't get it anywhere else, so fast they benefit from getting it before anyone else, or so related to their tribe that paying for it brings them closer to other people. We'll always be willing to pay for souvenirs of news, as well, things to go on a shelf or badges of honor to share.”

What does all this mean for lawyers? As I pointed out in my Blog post, even before the digital economy, I got new clients by identifying their problems, offering a solution and giving it away. I did a monthly column for a trade publication, I spoke at industry meetings and I created guides and gave them away. My approach was to give things away to demonstrate I was the "go to" lawyer for my narrow market of transportation construction contractors. It worked for me and I believe it still works for lawyers.

Another blogger noted that two major law firms had put forms on their website that could be downloaded by clients or anyone else for free. So law firns are catching on.  

I hope you take the opportunity to read Malcolm Gladwell’s book review and Seth Godin’s reply. After reading the debate over free, think about if and how the concept of free applies to your own practice.

Is any of the legal work you are doing commodity work that any lawyer can do, or a client can do with a form from Legal Zoom? If so, you will continually face increased hourly rate pressure. On the other hand, you can give away solutions to problems to demonstrate your knowledge is unique and your clients benefit from your knowledge before their competitors.

Getting Comfortable Outside Your Comfort Zone

You have probably been told you need to be networking and you need to go to networking events. Likely you have not been told what to do when you get there and you may not be comfortable introducing yourself and striking up a conversation with people you do not know. If you feel that way, you are not alone.

Apple is an Atlantic City Family Law lawyer I coached. She is vibrant and expressive and she lights up the room when she enters. Yet, when I first met Apple she was uncomfortable going to networking events and meeting new people.

During our coaching that changed. Apple shared with me what had happened. Here is what she said.

During my legal career, I have frequently attended bar functions, “marketing” or “networking” events. I went to these events because I needed to go, not because I wanted to go. Even though I attended many events, I never seemed to develop business contacts, clients or referral sources and for a long time I wondered why.

I finally figured out the problem during our coaching. Even though I attended many bar and community events, I only mingled with the handful of people that I already knew. I stayed mostly within my comfort zone. Even when I met someone new, there was only a brief introduction followed by brief interaction.

During our coaching sessions, I realized I was missing the opportunity to meet new people, develop new relationships and develop deeper relationships with new contacts. I realized that I had to work on meeting and developing relationships with people I did not know. That meant I needed get comfortable outside my comfort zone.

Working up my courage, I tried a new approach when I attended social events. Instead of looking for people I knew, I approached people I had not met before. As important, I also made a conscious effort to avoid “business talk” or have the “hello interaction”. I stayed away from “business talk” because it is much easier to have a conversation with someone and to get to know that person by finding something we had in common - - travel, children, sports, news, etc. I realized that the “hello interaction” is the easy thing to do, because all you do is say “hello,” make small talk, say “nice to meet you” and then move away.

At first, I felt awkward not being in my comfort zone, but it has gotten easier for me. More importantly, I no longer dread going to these events. I actually look forward to going because it is now enjoyable. The icing on the cake is that I am promoting my business while having fun!

I have read that the world’s greatest athletes, artists, musicians and others get better by practicing and focusing on what they don’t do well rather than what they do well already. That is what Apple is doing and I know it will enable her to become more successful. What can you work on to get better?

10 Reasons Why Your Client Development Efforts May Not Be Working

Over my career practicing law and now working with lawyers I have observed many lawyers who wonder why they have not been more successful building a book of business. Here are 10 potential reasons:

  1. You just do good work. You bought into the notion that all you have to do is good work, get a Martindale AV rating, get to know lots of people and wait for the phone to ring.
  2. You have no plan. You have no plan so you waste time on random lunches or on activities that will not bring in business.
  3. You fail to execute. You use the excuse that you are too busy with billable work. Successful busy lawyers make time for client development.
  4. You try to sell. You use the same selling techniques that have not worked when financial advisors or insurance salesmen have tried to sell you.
  5. You are not focused. You spend as much time on things that don’t matter as things that will result in attracting and retaining valuable clients.
  6. You do not focus on clients. You are focused on what you do rather than on understanding your clients’ industry, company and client representative needs.
  7. You are not visible. You are not writing, speaking, active in the bar or community. So, even though you are a great lawyer, very few people know who you are.
  8. You stay in your comfort zone. You are too content with where you are and what you are doing rather than striving to get better and get comfortable outside your comfort zone.
  9. You are not a team player. You work by yourself while other firms have a team working to serve the client.
  10. You are not providing extraordinary service. You are doing good work, but your client is not satisfied with the level of service you are providing. You have not taken time to figure out what your client values.

 

Here is Your Chance: The Economy Has Redefined "Best in the World"

In August 2007, I posted a blog titled: “Being Best in the World is Seriously Underrated.”

It is Seth Godin’s opening line from his book: "The Dip." He talked about it in this video. He says the only way to win is to be talked about. People do not talk about average companies or average law firms.

 

I mentioned in the blog post that being the best is in the eyes of clients and potential clients. They define what best means. For most legal work, “best” does not mean literally the best. It means “best” at the time, “best” value, “best” for the particular matter.

The current economy has redefined “best” and has created an opportunity for small and midsized law firms to work for large national and international clients. Earlier this month, the Wall Street Journal published an article titled: “Midsize Law Firms Pick Up Clients as Companies Turn From Pricey Giants.”

The writer cited a BTI Consulting Group survey of 550 large companies that found that 38% of the law firms they hired last year came from below the nation's top 200 in terms of revenue, which generally means small and midsize firms. That was up from 25% in 2007.

If your firm is not one of those pricey ones, what are you doing to become visible to the large companies that are looking for more value for their money? Do you know who the influencers are for those large companies? Do you know what they read?

You won’t be very successful by trying to sell those clients. Everyone is trying to sell them so they will not believe what you say. You will be more successful by showing them. Suppose a General Counsel of a large company came to your law firm website. What do you suppose she would be looking for? Do you suppose she would find it on your website, or is your website just like every other law firm’s site?
 

Marketing Tip: Learn About Your Client's Business

Joice Bass is a Las Vegas lawyer I coached. One of her niche markets is the wine industry. She shared with me a relationship building activity she did that was challenging, rewarding and fun.

In follow up to our recent coaching call, I wanted to share with you a few "relationship development" things that I've done recently that were a lot of fun.

One of my larger clients is a national wine/spirits distributor. In the course of working on a case for this client, I've gotten to know some management level employees pretty well, including the head Master Sommelier.

Recently, my client held an in-house introductory course for the Master Sommelier program for its employees, free of charge. Normally, these 2-day classes cost in excess of $500 and getting in is usually quite difficult. By expressing my interest in learning more about my client’s business, my general interest in wines, and my particular interest in the course, I was able to "swing" an invitation to attend the client's class.

It was an impressive two days! Several heads of the Court of Master Sommeliers taught portions of the class in conjunction with the client's three in-house Master Sommes. We tasted wines from all over the world, learning how to appreciate the differences among each variety, and we covered more geography than I've been exposed to since high school! At the end of the program, there was an exam (which I passed, thank goodness), and I received a certificate and a pin designating my membership into the Court. 

It was an awesome and worthwhile experience, albeit hard work. I definitely believe that the client was impressed with the level of my interest; they understood that it was non-billable time, that I was taking timeout of my own schedule and that I really was doing all the related "homework." I feel like my relationship with this client has reached another level now. 

To thank the Master Somme who invited me to the class, I picked up a gift certificate for him to Aureole, a Las Vegas restaurant with one of the best wine cellars in town. I have no doubt that he appreciated that. And while I was at the client's facility during those two days, I also picked up a baby girl t-shirt from the Mama Mia show to give to another executive who recently had a baby girl named Mia, which is also my daughter's name. I also dropped off a CD version of "meditations for busy people" for another manager, who had recently been in the hospital for stress-induced high blood pressure. We chatted about different ways to reduce stress after he got out.

I received very nice feedback for all three gifts. Most importantly, participating in the course and doing these small things made me feel really good about my relationship with this client (which is a hard feeling to come by when you're a litigator and litigation isn't really considered a value-added business activity!).

I think Joice has made a deeper connection with her client. Just consider the value of spending two days learning about wine from your client who is a national distributor. Is there something like this you can do with your client?

Top 10 Reasons You Should NOT Be Blogging

Each month more lawyers are blogging. Just last month social media expert, Kevin O’Keefe posted: “State of the AmLaw 200 Blogosphere, June 2009.” The list of the firms and the number of Blogs was impressive. As of June 2009 41% of the AmLaw 200 firms are blogging.

Several Bloggers included in Kevin’s list are lawyers I am coaching. I encourage lawyers I coach to blog so they can learn about what is important to their clients and raise their visibility and credibility. I posted a blog in April on why lawyers should be blogging and included a short video clip of Seth Godin and Tom Peters.

Yet, blogging is not for every lawyer. I believe there are reasons a lawyer should not be blogging. Here is my Top 10:

  1. Your firm is in the dark ages and does not approve of blogging.
  2. Your practice is not focused.
  3. You do not want to build relationships and do not need to raise your visibility and credibility within your target market.
  4. You can’t think of anyone who would be interested in what you have to say.
  5. You do not want to take the time to listen before writing and keep up with what is going on in your clients’ world, so you will have something relevant to say.
  6. You hate technology and do not want to learn.
  7. You are incapable of writing concisely.
  8. You cannot identify what you want the readers to take away from your blog.
  9. Your competitors are already providing outstanding content and you can’t do any better.
  10. You cannot make the commitment to post at least once, and better twice, a week.
     

How to Produce More Revenue with Client Development Training and Coaching

A friend sent me a July 6 article from Law 360 titled: “Firms Hesitant to Invest in Business Development.” The essence of the article was that business development training/coaching must produce real bottom line results for firms to want to engage an outside consultant. Producing more revenue is the primary reason for a firm to engage in client development training and coaching. The unanswered question is how can client development training and coaching produce more revenue. Here’s how:

One-shot business development training will not produce more revenue because it will not change the actions lawyers should take to produce revenue. Business development training should be combined with individual and group coaching. Your firm can either hire an outside consultant, or create your own internal program. Either way, to produce more revenue the firm, the lawyers and the coach must make commitments and keep them.

The Law Firm Commitments:

  1. Select lawyers who have the inner drive to be more successful. Your lawyers who need coaching the least, will put the most into it and get the most out of it.
  2. Leadership commitment and involvement. When your firm leaders are champions for the program, there is greater energy and a buzz around the firm.
  3. Aligned and active involvement of professional development and marketing professionals. Client development training has both a training component and a marketing component. Your professionals from both groups have a role to play.
  4. Sharing unique firm strategies and issues with the coach. Each firm is different. For an outside coach to be successful he or she needs to understand your firm’s goals, strategy and culture.
  5. Funding the program. Shows you are investing in your lawyers.

The Lawyer Participant Commitments:

  1. Active involvement in the group and individual coaching activities.
  2. Open mind to change.
  3. Create a business development plan with goals.
  4. Willingness to be held accountable.
  5. Preparation for coaching sessions.
  6. Monitoring client development activities.
  7. Sharing best practices and successes with the group.
  8. Identifying challenges and working to overcome them.
  9. Commitment to spend around 20 non-billable hours a month on client development activities.

The Coach/Consultant Commitments:

  1. Helping participants with planning and goal setting.
  2. Pushing each member and the group to attain group and individual goals.
  3. Role playing and experiential learning.
  4. Ideas for client development.
  5. Teaching and applying client development techniques.
  6. Referral to source materials on career and client development.
  7. Team coaching.
  8. Creating opportunities for teambuilding.
  9. Providing candid feedback and suggestions.
  10. Making firm leadership aware if any participant is not meeting his or her commitments.

I know from my experience leading a program in my old firm and now working with lawyers and law firms that if your firm, your lawyers and your internal or outside coach/consultant makes and keeps the commitments described above, the firm will generate a return on investment that is a multiple of the program cost.
 

Success Tip: Hold Yourself Accountable

Do you want to be more successful with client development? If so, find a way to hold yourself accountable. Here are some suggestions. One lawyer I coach created a scoring system for his 90 days goals. For example, he gives himself 2 points for each meeting with a client outside the office and gives himself 20 points for an article he gets published. Another lawyer I coach keeps a handwritten journal of her activities by date. Several lawyers I coach report monthly to their coaching group, their firm leadership and me.

Several other lawyers share with me their weekly plan and a report of what they did the previous week. Rob and Suzanne, a husband and wife team I coach here in Dallas recently began sharing their weekly plan/report with me. Yesterday Suzanne sent me this email:

Cordell, really like the weekly list idea, it helps keep me on track! Just called my one client for the day and got a new case!

I can’t assure you that holding yourself accountable on a weekly basis will result in a new matter, but I can assure you it will increase your chances because you will be more purposeful and focused.

Recently I asked a group of lawyers: If you were me what would you do to help more lawyers become successful. The majority suggested I create an affordable Internet coaching program.
I have given it thought, but before I do anything I would like your feedback. Here is how I envision an Internet coaching program would work:

  • At the beginning I will send the same coaching questions I send to lawyers I coach in firms. I will use your answers to better understand your practice.
  • I will ask you to tell me about yourself and what you enjoy outside of your law practice.
  • I will help you prepare a business plan.
  • Each month I will send you questions to answer about how you are doing.
  • Each month you will share with me what you have done the previous month, what you plan to do the next month, and 1-3 questions you have for me.
  • You will have access to weekly 5-7 minute video training/coaching sessions.

Please take time to let Joyce know your thoughts on this approach.
 

Take Small Steps for Success

Dave Walton is a successful Pennsylvania lawyer I have coached for a couple of years. He is successful in part because he is self-motivated.

Dave shared his ideas with other lawyers I coach in a webinar that I know you will find valuable. During the webinar, Dave included a slide that said; “Think Big and Act Small.” I like that approach.

I know many lawyers do not know where to start on developing business. It seems daunting and mysterious to them.

Are you in that same position? If so do what elite star athletes do. They train by learning one thing at a time. So, begin by taking small steps so you feel you have accomplished something.

When I first meet with lawyers I am coaching, I suggest that they review and revise their plan and their goals after our coaching session. I ask them to consider whether there is anything we discussed that has changed their thinking? Then I suggest that they do something, no matter how small to get started. It might be as simple as updating their firm website bio, inviting a client or potential client to lunch, sending an article with a handwritten note, or setting up Google Alerts for their clients.

Don’t feel like client development is climbing Mt. Everest. Take just one small step and get started.
 

Marketing Secret: Find Out What Your Clients Value and Give it to Them

This morning I read an interesting piece in my ABA daily newsletter. The title was: “In-House Counsel Vote ‘No Confidence’ in Firms, Shrug Off Talk of New Legal Model.” The writer referenced an Altman Weil study that found: “About 75 percent of CLOs gave law firms low marks when asked how serious law firms are about changing their legal service model to deliver greater value to clients.”

I am not surprised with the survey results. In this economy, clients want more and want to pay less. At the same time, they perceive their law firms are focused on what’s in it for the law firm rather than focused on what’s in it for the client. Many lawyers and law firms are too focused on what they do and not focused enough on what their clients want and need. I laugh about the vision of a law firm web page with the branding slogan: “We Are No Worse Than Other Law Firms.”

So what can you do about this? Begin by focusing on your clients. Ask them to share with you ways you can deliver greater value. Listen to what they say and ask further questions. When you are finished, gather a group of lawyers in your firm and brainstorm ideas on how to deliver greater value to clients. When you come up with a plan, figure out a way to make sure you are delivering greater value and continually ask for feedback from your clients.

One of the most valuable things I did as a practice group leader was to interview our clients for ideas on how we could improve our service. After collecting their ideas, I created our Client Service Goals. If you would like a copy contact Joyce Flo. When we started a new project, or met with a new potential client we gave them the Client Service Goals and asked for their feedback both during and after the project.
 

Marketing Secret: Identify a Problem, Create a Solution and Give it Away

I owe a great deal of the opportunities I had to work with clients to the guides I created when I identified potential client problems. Here are just a few examples of problems I discovered and guides I created and gave away:

  1. In 1982 Congress required for the first time that 10% of the federal highway construction funds be spent with “Disadvantaged Business Enterprises.”
  2. I found contractors were losing claims for additional compensation because they did not comply with contract requirements.
  3. In the early 90s, Alternative Dispute Resolution became popular for handling construction contract disputes.
  4. Later in the 90s, design build and innovative contracting techniques became popular.
  5. Over the last several years, rising costs for oil and lack of availability of cement and steel increased contractor risks.

If I was still practicing law I would have the guides downloadable from my website bio. I may even make them into ebooks. David Meerman Scott is an author I like. He recently posted a blog with 30 tips on how to create an ebook.

Think Creatively About Your Future

When you are young it is sometimes challenging to think about your future. Although I know that Nancy and I were married when this photo was taken, I doubt seriously we were giving a lot of thought to our future.

Many years ago, but after the photo was taken, I read Steven Covey’s book: “The 7 Habits of Highly Effective People.” Habit 2 is to begin with the end in mind. I liked that habit because it encouraged me to quit thinking about just what I was doing today and to start thinking about what I wanted to become.

Using Habit 2, I ask you to think about your future. What do you want your life to look like in five years? How old are your kids? Are you still living in the same house? What does your law practice look like? What kind of work are you doing? Who are your clients? Who is on your team and how are you working together? When you answer those questions, you are able to better envision what you want to do in the last half of 2009 that will help lead you toward the end you have in mind for five years from now.

One of my favorite websites is www.hellomynameisscott.com. Scott is the name tag guy and has many, many articles that are valuable for lawyers. Recently I received an email link to Scott's Blog post which has great questions to ask about your future.

The questions he asks will challenge you to think creatively about your future. Take a look at the list and pick out the ones that you think would be helpful.
 

Time and Energy Conservation

I am convinced that our two most important resources as lawyers are our time and our energy. How well are you using your time and what are you doing to have a high level of energy?

Carl Sandburg, a noted author, once said: “Time is the coin of your life. It is the only coin you have, and only you can determine how well it will be spent. Be careful lest you let other people spend it for you.”

I want you to use your imagination with me. I bet you waste at least 30 minutes a day on things that really do not matter. I know I open and sometimes respond to unimportant emails at least 30 minutes during the day. I also do things I could delegate to others. Finding materials on my desk or in my office causes me to lose time. If you saved 30 minutes a day, that would be 182 ½ hours for a year. Suppose you used that time for client development or your own development, what do you think would happen to your career?

I learned about the importance of energy management by reading The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal by Jim Loehr and Tony Schwartz. I urge you to read the book or listen to the CDs. The authors point out the importance of the energy we bring to any task. Interestingly, we have two problems. First we do not have enough energy to meet the demands we are placing on our energy, and second, we do not renew our energy very well. What can we do to change? First, we need to focus on the four aspects our life: physical, emotional, mental and spiritual. Next, we need to change our thinking from the idea that we are running a marathon to the idea that we are running a series of sprints. Balancing stress and recovery is critical to managing our energy.

After reading The Power of Full Engagement and other books that mentioned the four aspects of our lives, I put my life goals into those categories. I am working on the oscillation concept of expending energy in each of these categories and then renewing my energy. You should try the same. If you would like a copy of my lifetime goals so you can think about your own, contact me and I will send you a copy.
 

15 Reasons Your Lawyers DO NOT Need Client Development Training/Coaching

  1. You had a record year last year.
  2. You have more work than your lawyers can do.
  3. You are attracting new business from potential clients you are seeking.
  4. You are expanding relationships with your existing clients and cross-selling additional services.
  5. Your lawyers are happy with their book of business.
  6. Each lawyer in your firm has a business plan and is using his/her time wisely.
  7. Your firm is more focused on reducing overhead costs than increasing revenue.
  8. Each lawyer in your firm has an updated website bio that provides valuable information for potential clients.
  9. Your lawyers anticipate client needs and offer solutions before your competitors and even before your clients know about the need.
  10. Your firm and its lawyers are at the top of the list when a potential client does a Google search for a type of legal work.
  11. Your firm and your lawyers are using the Social Media tools effectively and it is attracting high quality new clients.
  12. Your lawyers are visible and credible to the potential clients the firm is seeking.
  13. Your lawyers are focused on their contacts and know how to make friends firm clients.
  14. Your senior lawyers regularly spend time passing down ideas on client development to more junior lawyers.
  15. Your firm is one of the few whose clients are ecstatic about the level of client service and are telling other potential clients and referral sources.
     

Are You Coachable? Take the Test and Find Out

I find that some lawyers I coach really put a lot into the coaching program and they get a lot out of it. Over time, I have developed coachability factors. Take the test and see if you are coachable on client development. 

Success: Wake Up and Work Hard

Nancy and I played golf yesterday morning. In the afternoon we watched the McDonald’s LPGA Championship. For those of you who are not fans or did not see the final round, Anna Nordqvist, a rookie playing in only her fifth tournament was the unlikely winner. You might enjoy reading The Washington Post report of her victory.

Nordqvist started the final round with a two stroke lead. She built it to as much as a five stroke lead, and then her playing partner Lindsey Wright birdied 8, 9 and 12. Nordqvist bogeyed 13 and the lead was cut to one. The TV announcers said: “Game On.” The remarkable thing was that the young rookie did not wilt under the pressure and she won by four strokes. Wright, who shot a 70, said of Nordqvist: "It was amazing. Under that amount of pressure, not being in that position before and in a major and being a rookie? You can't get any better than that."

If you go on Anna Nordqvist’s website you get a sense of why she is success. Here is the quote on the home page.

"Some people dream of success, while others wake up and work hard for it"

What does it mean to wake up and work hard for it as a lawyer? It means waking up and working each and every day to improve your skills. It means waking up and working hard each and every day to figure out what is going on in the world that may impact your clients. It means waking up and working hard each and every day to add value and exceed your client’s expectations.

Thank you Anna Nordqvist for reminding us all that you are never too young, never too inexperienced to wake up and work hard to be successful.
 

Practical Success

When I was a young lawyer I subscribed to two publications I found very valuable. The first was “Success” magazine and the second was “The Practical Lawyer.” I subscribed to “Success” because I wanted to gain insights from successful people and I subscribed to “The Practical Lawyer” because I wanted practical ideas I could implement to become more successful.

Fast forward to 2009. I am now writing a Practical Success column for “The Practical Lawyer” and I am back subscribing to “Success.” If you want ideas you can actually implement, I urge you to consider subscribing to both publications.

This morning I was reading “Each Success is the Beginning of the Next One,” an article in “Success” by Donald Trump. The subheading of the article is “Confront your fears and achieve more.” I like the Ralph Waldo Emerson quote in the article: “What lies behind us and what lies before us are tiny matters compared to what lies within us.”

Donald Trump ends the article with these questions I believe you would find valuable answering:

  • What lies behind you? (What is your life experience and legal career experience up to this point?)
  • What lies before you? (What are your career and life goals, plans and aspirations?)
  • What lies within you? (Do you have the burning desire to achieve what is important to you?)

 

What Can Law Firms Learn from Amazon, iTunes and Netflix?

We live in a rapidly changing world and businesses, including law firms, must regularly scan the environment (SWOT) to determine how we remain effective in meeting our client's needs. Those that don’t effectively respond to the changing environment find themselves weakened or out of business.

I was thinking about this a while back. My thinking on the subject started when I was reading The Long Tail: Why the Future of Business is Selling Less of More, an article and later a book by Chris Anderson. The “Long Tail” is about the shift from hits to niches. In the book, Anderson discusses an entirely new economic model for media and entertainment industries, and its application to other businesses. Anderson points out that online retailing done by Amazon, iTunes and Netflix have changed forever the economics of selling books, music and rental movies because of the wider selection they can offer and the lower cost structure.

While I was reading the book, I thought about my old law firm. We had around 15,000 clients, which for a firm our size was a long tail. Consultants told us we needed to get rid of many of the less profitable clients and focus our attention on the top 1000 clients that were very profitable. That was before Amazon, iTunes and Netflix became successful. That was also before many of the largest potential clients in the United States failed, were bailed out or went out of business.

So, my thoughts centered on whether the Amazon, iTunes and Netflix model applies to law firms in 2009, and if so, how does it apply? There are still blue chip clients, but I believe the new economic model is already changing how law will be practiced in the future. In the last couple of years, there have been two emerging trends.

The Wall Street Journal Law Blog reports that outsourcing legal work to India is a booming business because experienced Indian lawyers bill between $75 and $100 an hour. The Washington Post reports that the boom in outsourcing legal work to India started because of the “E” discovery rules. Neither article mentions that another economic advantage is no office space is necessary for those lawyers.

The second trend, which also seems based on the Amazon, ITunes and Netflix economic model, is the virtual law firm. Law.com reported that last year 15 lawyers started a virtual law firm called Virtual Law Partners. In May of this year, Law.com reported that virtual law firms are benefiting from the current economy.

Do you see a trend developing for our profession? In the future, relatively large law firms might have offices in major cities with only a receptionist and conference rooms. The vast majority of its lawyers may either work from their homes or in very inexpensive space elsewhere. The firm will outsource commodity work to India. This economic approach will enable the firm to be competitive and profitable doing more work for smaller clients. Is your firm ready for this change?

Attorney Marketing on Twitter: Valuable or Waste of Time?

Are you on Twitter yet? If so you can follow me at http://twitter.com/cordellparvin.

Twitter is described as a “Micro Blog.” That is because Twitter requires that you post no more than 140 characters. I think most lawyers and most law firms on Twitter are using it to drive potential clients and referral sources to their Blogs, Alerts and other written material.

I have been on it a few months with the hope I could share with lawyers the value of being on it, if any. So far it is challenging for me to see much value. I have used it with the hope that followers will read my Blog posts or listen to my podcasts. But, most people who are following me on Twitter are not the specific lawyers or law firms that I would hope to find value from my posts and podcasts. While I have become aware of some young lawyers because of Twitter, my guess is their target clients are not following them on Twitter.

If you want to get an idea of how businesses are using twitter and how you might use it, listen to the April 24 and April 28 podcasts at DuctTapeMarketing.

If you want to read an argument on why lawyers using Twitter for marketing is ineffective read what Larry Bodine recently wrote about it.  To get a pros and cons view, read and consider listening to the podcast.

For me, the most interesting part of Twitter has been creating content anyone would care about in 140 characters. I typically take something I have written before and paste it only to find I am over the character limit. Then, I have to shorten it and still say something readers would find valuable. Learning to say things more concisely has been a valuable exercise for me.

Here are some examples of my “Tweets.”

  • How can some people be both very successful and very family oriented? The answer: They focus on their priorities and use their time wisely.
  • I believe law firms should organize their marketing efforts around what their clients do rather than what their lawyers do.
  • Develop business by creating content that demonstrates you know the legal issues your clients face and how the issues impact their business.
  • I like this Donald Trump quote: "Your higher self is in direct opposition to your comfort zone.
  • Super Lawyers think optimistically http://bit.ly/yLKpG
  • My latest column in The Practical Lawyer:Rainmaking: Talent is Overrated http://bit.ly/1ckqG
  • What a senior associate should do about client development http://bit.ly/36Mesu
     

 

Super Lawyers Think Optimistically

I saw a fascinating quote in Success Magazine recently: “Superachievers think optimistically and plan purposely.”

Are you optimistic? I hope so because studies show optimists are more likely to succeed. Based on my years of working with lawyers, I think I know one of the reasons why. In your career you will have setbacks, disappointments and dips. Being optimistic will allow you to learn from failures and get through challenging times.

I am reminded of a famous Winston Churchill quote. "The pessimist sees difficulty in every opportunity. The optimist sees opportunity in every difficulty." Are you seeing opportunities?

A couple of years ago, Nancy gave me "Live What You Love: Notes from an Unusual Life" by Bob and Melinda Blanchard. The Blanchard’s describe themselves as serial entrepreneurs, having owned eight businesses. They talk about skeptics and pessimists and suggest that the next time you start to say: "yes, but...” stop yourself and say instead:
"sure, how."

Several lawyers I am coaching have told me that the change from "yes, but" to "sure how" has made a difference for them. It will for you also.

Give it a try.
 

Attorney Marketing: Focus on a Fast Growing Industry

I have shared with you that I like Seth Godin’s quote: “Being the best in the world is seriously under rated.” The world in this case is being seen by your target market as being the best at something they need.

My first target market was commercial businesses, then I narrowed it to the construction industry. A few years later I further narrowed my target market to highway, heavy civil construction contractors. At the time, that was a fast growing industry due to Interstate construction throughout the United States. Narrowing my focus was one of the most important things I ever did.

You might be thinking that focusing on an industry may not work for you. If you are, I urge you to reconsider, because the more narrow your focus, the more likely you can be “best in that world.”

Fortune recently published a list of Fastest Growing Industries.

Which industries are growing fast, but are not over crowded with lawyers seeking to serve those businesses? If you find one with those characteristics and one you would be passionate about representing, you can become the “go to lawyer.”
 

Attorney Marketing: Use Mass Customization

A few years ago Barry J. Gibbons, the former Chairman and CEO of Burger King, spoke at our firm’s partner retreat. He spoke to us on Saturday morning just after a speaker from Fidelity showed us at least 100 PowerPoint slides while explaining our 401K program. Gibbons used no PowerPoint slides, so the focus was on him rather than the screen. He also told vivid stories to make his points stick with the audience. He made them in a way that I could easily remember them.

For example the way he presented innovation was to say that he had always been fascinated by what happened when man for the very, very first time got milk from a cow. Gibbons asked: “Just what was that guy thinking? What kind of mind says to itself: ‘I’m going over there to that beast, and I am gonna pull on those things, and drink what comes out.’” He said that kind of mind changes the world’s diet. When I think of innovators, I think back to that description of an innovator.

After hearing Mr. Gibbons speak, I had to buy his books. I urge lawyers to buy his book: “If you want to make God really laugh, show him your business plan: The 101 Universal Laws of Business.” I think you will find that Mr. Gibbons universal laws apply to law firms and lawyers, but many of us do not realize it.

One of his laws focuses on branding. He suggests that branding has moved away from supply-side (as lawyers what we do) thinking to a demand-led (as lawyers what our clients need) approach. Gibbons says we are moving from an era of mass marketing to an era of mass-customization. He describes this as “an era in which winning companies will know as much about their customers (clients) as they would if they were dating agencies.” That means your law firm’s webpage and your own website bio should be less focused on what you do and more focused on your clients. The idea is to have a potential client look at your webpage and conclude: “That lawyer really understands my issues.”

How much time are you and your firm  spending on what you do compared to how much time you are spending on understanding your clients’ individual and unique needs and figuring out how you can add value? Even clients in the same industry will be unique and have needs differing from other companies in the same industry.

I speak often about the “targeted differentiators.” It is how you differentiate yourself and your services in the eyes of your clients and potential clients. Just suppose one of your targeted differentiators was that you know each of your clients’ industries, their unique and individual needs and you provide value based on those needs far better than any other lawyer or law firm. My guess is that you would have an incredible volume of business.

How to Prepare a Business Plan

In a couple of weeks I will be speaking to lawyers on an ABA Recession Recovery Teleconference Series. My subject will be how to effectively plan for your success.

Client development activities start with a Business Plan. Why should you prepare one? Time is a lawyer’s most important asset and you must use your time wisely. Preparing a business plan will help you prioritize how you spend your time, focus your attention on the important things and execute. With no plan you will find it easy not to do any client development efforts.

I frequently say that many lawyers I know spend more time planning a vacation than they spend planning their careers. What can we learn from My 30th Anniversary Trip to Ireland in 2000?

My wife, Nancy, spent at least 20 hours planning this trip for us. She decided she wanted us to go to Ireland and she knew why. Her family came to the United States from Ireland and she also knew she would enjoy the people, the scenery, the golf courses, the Irish beef cooked by French Chefs and the Irish Pubs serving Irish beer. So, she knew what and why. Then she planned where we would stay, where we would play golf and the itinerary for each day.

I like to say she did a top-down and bottom-up plan. Her top down plan was looking at what she wanted us to do and where she wanted us to go. Her bottom up plan looked at how many days we would spend and what we could do in that number of days. Then she had a plan for each day we were there.

I prepare my business plan the same way and you should also. I start with one major goal. My goal long ago was to become the “go to” lawyer for transportation construction contractors. Why was that important to me? I wanted the recognition of being the “go to” lawyer for contractors. While I always had financial goals and wanted to earn a good living, the money really didn’t drive me. It was simply a way of keeping score. My plan for each year had many, many action items. If did not reach my yearly financial goal, I knew I had come closer than I would have with no goal or if I had set a lower goal.

My bottom up planning began with an estimate of how many non-billable hours I felt I could spend on client development. I usually planned to spend between 240-300 (20-25 a month). Then I outlined what would be the best use of those hours.

I have a short attention span. Knowing that caused me to break my action items down into smaller pieces. Each month I outlined the actions I wanted to accomplish that month and at the end of the month I could track how I had done.

So, what do you want to achieve? Why is achieving it important to you? What is your plan to achieve it?
 

How Young Lawyers Can Take Advantage of the Internet for Client Development

On Monday, I gave a presentation at a partners’ retreat. The focus on my talk was on how client development has changed and is changing in the 21st Century. While the principles of client development have not changed: you have to become visible and credible to your target market, build rapport and trust, get hired, get results and provide extraordinary service, the means of accomplishing the principles are changing every day.

At the beginning of this decade:

  • Getting email was kind of a novel thing and you did not get emails on a portable device
  • None of the articles you had written were downloadable from your website bio
  • You and your target market clients had not done a Google search of you
  • You did not have Google Alerts to keep you up-to-date on what was in the news about your clients and their industry issues
  • You were not looking at news from various sources on an iGoogle page
  • You were not blogging
  • You were not doing podcasts
  • You were not downloading podcasts to your iPod
  • You were not doing internet radio shows
  • You were not doing webinars
  • You were not posting presentations to YouTube
  • You were not on LinkedIn, Facebook or Twitter and you were not a member or leading a group on any of those pages

The Internet levels the playing field in many ways and gives young lawyers opportunities to become visible and credible to their target market like never before. Why? Clients are very busy. They want lawyers to tell them things they did not know and they want it to be timely.

How can you take advantage? By seeing the potential legal minefields or opportunities before other lawyers, and even better before your target market, and then write or speak about it at just the very time your client needs to know about it using the Web opportunities above to distribute it.

Just imagine if you blogged or did a podcast or webinar about something your clients did not know, but needed to know. All of a sudden you can become the “go to” lawyer to that group. And then just suppose that group found what you had written or spoken about so helpful that they sent the link to their friends in their industry. What an opportunity. Are you taking advantage of the Internet?
 

How to Create an Ideavirus

In July of 2000, Seth Godin wrote an article in “Fast Company” titled: “Unleash Your Ideavirus.” In the article Godin says: “Ideas are driving the economy, ideas are making people rich, and most importantly, ideas are changing the world.” He suggests that to win we need to unleash an ideavirus, which I interpret as a high-powered word of mouth marketing. I doubt any of you quarrel with the importance of ideas in the 21st Century and I doubt any of you question the value of having clients and referral sources telling others that you are a great lawyer. But, many of you likely wonder how you can create great ideas and a high-powered ideavirus, word of mouth campaign.

Seth Godin gives some suggested techniques that you can use to identify, launch, and profit from ideas that can be turned into viruses. First, he suggests that you concentrate the message. “You can only win when you dominate and amaze the group you have targeted.”

That means as lawyers you cannot create an ideavirus by marketing to everyone. Depending on your field, you will want to narrow your market either geographically or by industry. The more narrow your market, the more likely you can develop an idea that will resonate with that market and the more likely the idea will spread.

How do you figure out the right idea? Quit thinking about selling yourself or your firm or what you do as a lawyer. Instead, focus on understanding what your clients are thinking and what will potentially impact their business. Think of your most important client. Then think about what is impacting that client. What does that client need to achieve its goals? What are the obstacles that client is trying to overcome? How can you help?

Someone has to be the “go to” lawyer in your field. If you are willing to work hard to become a valuable resource for your clients, potential clients and referral sources, it might as well be you.

Keep in mind. Seth Godin wrote this piece in 2000. It would be an understatement to say the landscape has changed since then. To learn how the changes give more opportunities for young lawyers, read my post on Thursday.
 

Client Service Focus

Nothing is more critical to any law firm’s success than having clients who perceive they are receiving valuable services. Those clients come back, find ways to give other work to the firm and speak highly of the firm when asked by others.

How can that relationship be developed? First, there must be a clear understanding of the client’s needs. Second, the lawyers must ask the right questions, listen beyond the responses, offer effective solutions, and deliver exceptional results. Third, the firm must focus on providing extraordinary service. To do so requires every person in the firm to be focused on service because everyone who comes in contact with the client affects the client’s perception of the firm and their relationship with the firm.

Based on my experiences and what I have read, here is a list of things I believe clients value:

  1. Putting the client’s interest first
  2. Responsiveness
  3. Team players
  4. Lawyers who listen
  5. Innovative thinking and solutions
  6. Anticipation of problems
  7. Stability of representation team
  8. Responding to feedback
  9. Technology proficiency and resulting efficiency
  10. Comprehension of the client’s business goals and challenges, its industry, its reputation within the industry, its products and services, its market share, and its competitors
  11. Availability of mutually beneficial alternative fee arrangements when appropriate
  12. Billing with clarity and accuracy

How well are you doing on each of the items above? Are there others that should be considered?
 

Blogging for Visibility and Credibility

Helen Oscislawski is a health care lawyer I coached from New Jersey. She has a great Blog focusing on privacy in the health care industry. She shared with me how blogging has increased her visibility and credibility in the health care industry. Here is what she said:

One thing I have learned is to share some of my knowledge with the health care sector - for free. Before our firm’s coaching program, I was very reluctant to spend any time writing articles or "giving away" information without billing for it. My rational was that spending time on such efforts would only hurt by bottom-line-billable-hour and, therefore, was a waste. The rainmaking program has encouraged me to think differently about the benefits of building my profile and network of contacts through writing and sharing information with the "public."

One of the steps I took to begin sharing some of my knowledge was to begin a legal Blog, which has allowed me to post information regarding developments, my views, and tips regarding legal issues in connection with the exchange of health information. The Blog has resulted in many tangible benefits. First off, my current contacts, clients and colleagues have given me very positive feedback about the Blog, The Blog has also generated a lot of buzz on the web. As a result of the high volume of hits to my Blog, I receive several inquiries a week by phone or e-mail from random potential clients and other individuals working in the health care sector. Just the other day, I received a call from a consultant who ran across my Blog and called me to see if we could get together for lunch to discuss the possibility of our working together to assist health care clients in the state with their compliance efforts.

These are just a few examples of the invaluable networking opportunities made possible by my taking just a few hours each month to put some of the information I know out there.

Helen has been able to demonstrate her knowledge and expertise through her Blog. In addition she has discovered other ways to add value to her healthcare clients including: HIPAA assessment tools, checklists, policies and procedures, and other compliance documents. Helen is also recognized for creating the New Jersey "State Public Sector Law Review of HIPAA Privacy" and its related "Privacy Crosswalk," which is utilized by providers across the state.

Core Competencies to Sell Legal Services

I am a member of a LinkedIn Group on Sales. Many of the discussions on the group page have little value to lawyers. Some are very valuable.

Yesterday I saw a discussion that began with this question: What are the core competencies for a sales person trying to sell a "concept" like training? We could edit the question: “What are the core competencies for a lawyer selling legal services?”

Several of the comments intrigued me because they apply to selling legal services. Here are a couple of them:

This is semantics but all sales involve selling an idea or a "concept" whether the item is intangible or not… So, one core competency is the ability to understand the buyer's need/desire. Maybe this is empathy but certainly the ability to listen and to probe for meaningful insight. Another is the ability to identify how your service can fulfill that need. Competency here is ability to see connections that are not always obvious. Finally the ability to synthesize need and ability to fulfill need into a cohesive and attractive plan that demonstrates to the buyer that his or her objectives will be met and that these objective will have a meaningful impact on the business or enterprise.

People who sell "training" or widgets eventually fail. Only people that sell value succeed. So the question is, "What competencies does a seller need to possess in order to articulate the value that is derived from the training?" And better yet, "Can the seller link that value to the prospect's context, business or problem and communicate it effectively enough to close the sale?"

The two comments above really apply to selling legal services. You are not selling litigation or transactions. You are providing a solution to a potential client’s problem, facilitating the client taking advantage of an opportunity or helping a client deal with a change they are facing. As expressed above, the core competency is the ability to ask questions and listen, see things your client may be missing, empathize and finally articulate a solution the client finds valuable.
 

How to Focus to Be More Successful

Some time ago I read an article titled: “The Big Secret to Success in Anything You Do.” The secret: the ability to concentrate. In other words, the ability to focus all of your mental powers on one important task until that task is completed, and completed well.

When I was a younger lawyer it was really easy to stay focused on the work I as doing for a client. That was before I had a computer at my desk, received 200 plus emails a day and had a Blackberry to make sure I could stay connected 24/7.

After computers and Blackberries, I remember working at my desk and hearing a buzz from my docked Blackberry signaling the arrival of a new email. I frequently turned my head to the computer screen, read the summary and then frequently read the entire email and responded. Does that sound familiar?

Each of us likely experiences being in the zone occasionally. I certainly experienced it when in court trying a case. The most successful lawyers experience it every day and you should strive to achieve it every day.

How can you experience the lawyer equivalent of being in the zone? I love a quote from Peter Drucker: "What you have to do and the way you have to do it is incredibly simple. Whether you are willing to do it, that's another matter."

How to be focused is relatively simple. First, get your mind focused on your clients. When you put yourself in their world, you will be better able to anticipate your clients’ needs before they have expressed them. You can really differentiate yourself from other lawyers when you are looking ahead in that way.

Second, stay focused on the work you are doing for the client. To be focused on your work, you have to stop doing several things at the same time, like opening emails and responding, or chatting with someone who interrupts you.

If staying focused is a challenge for you, come up with a system that will work for you. It might be only looking at email at certain times during the day. Configuring your computer so that no noise is made when an email comes in. To get more ideas, read the US News and World Report article about David Allen’s book “Getting Things Done” and if you haven’t read the book do so. If you want to learn more about becoming more productive, consider attending our webinar on May 20,2009 at 12 Noon Central Time. Space is limited so contact Joyce right away if you want to participate. 
 

Make Your Own Map

A couple of years ago I gave a presentation to the Texas State Bar Young Lawyers Association (TYLA). The title of the program was “Crossroads, Mapping out the Rest of Your Career.” I liked the title because for me “crossroads” meant a defining moment and “mapping” meant the young lawyers would focus on a destination and the road to get there. I also wrote an article on the same subject for the Texas State Bar Journal.

I began by asking how many in the audience were completely satisfied with where they were in their career. Very few raised their hand. Then I talked about the future and what would be the appropriate map.

For too many of us, the road and the destination would be clear if we would simply take the time to consider our future. So take some time today and figure out if you’re working towards a goal, or being called to it. You might be happily surprised with your answer.
 

10 Questions to Help You Find Your Passion

Several times I have heard Donald Trump say: “The most important thing in life is to love what you’re doing, because that’s the only way you’ll ever be really good at it.” As I was planning to write about it, I did a search and found a Blog post titled: “Donald Trump’s 10 Secrets To Being The Best.” I agree with all 10 of his points.

I find many lawyers have not found their passion. Some know what they don’t like. Others haven’t thought about it. To find your passion you must be able to find what intrinsically motivates you. Over the years I have come up with 10 questions you can ask yourself to better understand your intrinsic motivation.

  1. Your Law Firm is holding your retirement party. Picture yourself there. The speakers will include a client, a lawyer in town with another firm who has been opposite you in some matters, a young lawyer in your firm, your spouse and one of your children. What would each person say about you?
  2. Imagine you are older and your grandchild asks: “What are you most proud of in your life?” What would you say?
  3. What lawyer do you admire the most and why?
  4. What lawyer is living the life you would most want to live and why?
  5. What lawyer is doing the kind of work you would most like to do and what is that work?
  6. You want people in your firm, or clients to believe you are the “go to person” to_________________.
  7. What is the work you enjoy most as a lawyer? Why?
  8. What client(s) do you enjoy the most and why?
  9. Imagine it is five years from now. Describe your day.
  10. Over the next five years, what do you want to do? What do you want to become? What do you want to earn? What do you want to learn?

 

Making Time to Write for Success

When I was a young lawyer, I made time on Saturday and Sunday mornings from 6:00 to 9:00 to write articles for client development. I also worked on client development while I was on airplanes. I did very little client development, or other non-billable activities when I was in the office during the week and when I went home to be with my family.

Jason Cornell is a lawyer I am coaching who has a family and a substantial workload in bankruptcy. In our first coaching session Jason asked me what I thought would give him the greatest return for his investment. I told him Blogging and creating guides for his potential clients. He did both and has gotten great results. Check out Jason’s Blog. His first guide is titled: “Ten Things EveryCommercial Landlord Should Know About a Tenant in Bankruptcy. ” Commercial landlord clients have found the guide very helpful.

When I spoke with him recently he told me that when the coaching program started he was concerned that the program and his client development efforts would interfere with his family life. To his surprise it has not worked out that way, but it has made it necessary to make choices. I asked Jason to share with me how he is doing it. He did and gave me permission to share his thoughts with you.

“Below are some thoughts on balancing out work, personal life and business development.

"In order to make my "hours bonus" this year, the majority of my time in the office is pre-occupied with billable hours. However, about twice a week, I cut my billable hour time short so that I can focus on writing an article or researching topics for an article. Later in the week, I make-up the lost time by working on billable work from home on Sunday evening.

"About three to four nights per week, once the kids are asleep, I research and write on my laptop. Sometimes I do this in the family room while the TV is on. Jen does not seem to mind ... when I am on the laptop, she gets free rein over the remote control. It is actually a win-win. She gets to watch what she wants and control the remote and I write instead of watching television. Other nights, when Jen wants to read, I convince her to read on the sofa in my study while I work on the computer at my desk. This has turned out to be good quality time.

"I have had to give up a lot of my pleasure reading. However, finding an article that relates to a subject I am writing on can be just as interesting. My exercising is limited to running with my kids while they ride their bikes and jumping on the trampoline with the kids when I get home from work. Both wear me out, however, they provide me with more than enough exercise."

Figuring out the best time to work on client development is important. It will be different for each of you. I like how Jason has included his wife in his efforts. I have always felt a great connection when Nancy and I are sitting in a room, each working on something and talking every so often.

Find Success by Risking Failure

I saw a short Blog post by Seth Godin a few weeks ago. He said: “The only thing worse than starting something and failing... is not starting something.” Have you ever not started a client development activity because you were afraid of failing? Don’t let fear of failing stop you. I have had many client development failures. Let me share one with you.

Lawyer Marketing Ideas

When professional video first gained acceptance, I decided to create a video for contractors. I spent days creating the script and two days in front of the camera with Dr. Michael Vorster at Virginia Tech. I was confident I had created a masterpiece and I decided to market the tape along with a book on linear scheduling at a price of $495. I believe I sold at most 20 sets of the tape and most of those were to my mother and her friends. (I still have boxes of tapes in my garage.)

When I realized that my attempt to become a paid movie star was not working effectively, I came up with Plan B. I went back to the editor, paid him more money and created a one-hour summary of the eight-hour tape. I decided strategically to give the one-hour tape away and offer a special price for the full eight hours to those contractors who were intrigued enough to see more.

There came a point when I just wanted to give the tapes away. By then, I laughed at myself, picked myself up off the stage and pressed on with other ideas. Later I mentioned using linear scheduling in one of my Roads & Bridges monthly columns and found it was a better way to reach out to my target market.

Just to show I am willing to take another chance, I am in the process of shooting 50 short 5-10 minute client development coaching and teaching videos. I got the idea from reading studies that people do not learn a subject and change from one long session. The scientists have concluded that learning occurs when there are short, concise points that can actually be implemented. I am reminded of the Chinese proverb: “I hear and I forget, I see and I remember, I do and I understand.” I am hopeful these interactive video clips will provide opportunities for you to learn by doing.

So, what is something you haven’t started because you fear you might fail? If you try something that doesn’t work. Don’t fret about it. Instead, think of it as successfully learning what didn’t work.  If you need more support, watch the famous Michael Jordan Nike Commercial video.

"Only those who dare to fail greatly can ever achieve greatly." ~Robert F. Kennedy
 

Do's and Don'ts of Selling Legal Services

Believe it or not, selling legal services is not rocket science. It is mostly hard work and applying common sense approaches to become more visible to your target market and to build relationships. I want you to use your creative juices and help me develop the definitive list of Do’s and Don’ts we could follow and pass on to young lawyers. I will help you get started and then I will publish the Do’s and Don’ts I get from you.

Do’s

  • Take responsibility for your own success.
  • Develop a yearly, quarterly, monthly, weekly plan to use your non-billable time most effectively and efficiently. Then find a way to hold yourself accountable.
  • Decide your target market (who is it you want to hire you) and what you want the target market to hire you to do.
  • Work harder and more creatively at client development than your competitors
  • Understand your clients’ industry, company and your individual client representatives’ needs and wants.
  • Stay on top of current events to anticipate how they will create future legal issues for your clients.
  • Find the marketing opportunity in the billable legal work you are doing.
  • Put your clients’ needs ahead of your own.
  • Exceed your clients’ service expectations. Give more value than they expect.
  • Do something, no matter how small, each and every day.

Don’ts

  • Don’t ever give up.
  • Don’t make excuses for not having time for client development.
  • Don’t ever appear to be selling. Clients may want to buy, but they hate feeling like they are being sold.
  • Don’t ever appear to be needy or greedy.
  • Don’t talk down to clients.
  • Don’t take on clients you will later regret. If it doesn’t “feel” right, it probably isn’t.
  • Don’t become complacent or satisfied. Stay hungry to learn and get better.
  • Don’t say “no problem” or “honestly”
  • Don’t talk so much, especially about you and your firm. Ask questions and then listen, listen, listen.
  • Don’t forget your team. Client development is a team sport.
     

Selling Techniques: Sure Way Not to Get Hired

Suppose you were sent to six weeks of training on selling techniques and then came back to begin selling clients. You might have some success, but I doubt it would come from learning how to deal with objections or the myriad of closing techniques.

I hate to be sold anything and resist salesmen who try to sell me. I know clients also hate being sold. I learned this early in my career (thankfully), when an in-house counsel said: “Cordell, quit trying to sell us the next project and just focus on doing a good job on the one we gave you.”

Our clients are like us. They do not want us to sell them anything and they will immediately resent us if we do try to sell them. An assistant general counsel told me of a lawyer who called to set up a meeting, stating he would be in Omaha in a couple of weeks while he was on his way to San Francisco. Well, unless he was traveling by covered wagon, it was highly unlikely he would just happen to be in Omaha on his way to San Francisco. The assistant general counsel knew he was dealing with a salesman and he did not like it.

Selling clients is very difficult for lawyers, but getting clients to buy from us is something we can successfully accomplish. We can interact with a potential client without an invitation by giving away something they would find valuable. It could be a book, article or memo you have written on a topic the potential client would find interesting.

I remember a few years ago the federal regulations on a topic of particular interest to the construction industry changed. Before the ink was dry on the revised regulations, I had written a summary in simple non-legal language with bullet points on what to do and what not to do. I sent my summary to as many potential clients I personally knew as possible. More importantly, I sent it to contractor association executives who published my summary and suggestions in their newsletters. That was even more effective because they, in essence, were making the contact with the potential clients.

So, instead of ever trying to sell clients, give them the opportunity to evaluate you by providing them something valuable they can use. Stay on top of what is going on and then be first to market, giving away something they will value. When you are able to do this you actually are identifying a problem or opportunity and creating a solution before the potential client has identified the problem or opportunity.

What is Success? Listen to Coach John Wooden

When I was in college and law school, I hated UCLA's basketball team because they were wining the NCAA every year. I remember being at a college party in 1968 and everyone cheered when Houston upset UCLA in the Astrodome. Later that year UCLA routed Houston in the NCAA tournament.

As fate would have it, my first assignment in the Air Force after law school was at a base in Southern California. Each night, I watched John Wooden being interviewed by the media. Within a very short time, I came to realize why he was not only a great coach, but also a great leader and mentor for his players.

John Wooden’s character and principles always showed through whether his team won, or when it infrequently lost. Since I lived in Southern California, I have bought books about him and bought tapes of him speaking. I am always inspired by his approach to life and building a team. I have written about him and you can find some of what I have written on my website.

Lawyers and law firms can learn a great deal from "The Wizard of Westwood." Take a look at his website and his “Pyramid of Success.

On his website home page you will find one of my favorite Coach Wooden quotes: "Success is peace of mind which is a direct result of self-satisfaction in knowing you did your best to become the best you are capable of becoming."

He talks about the real joy in life and his definition of success in this short interview.

 

The reason that this quote was so important to me, and hopefully to you, was my realization that measuring my success based on what others achieved would either cause me to give up, thinking I could never achieve what some of them had achieved, or alternatively cause me to not reach as high as I might, thinking I had achieved more than some of them had achieved.
 

Work each day to serve your clients and to become the best lawyer for your clients you are capable of becoming. That will bring you the peace of mind and satisfaction Coach Wooden speaks about.
 

Making Rain: Prepare Like the Beatles

I wrote recently about practicing law by Blogging. It reminded me of the Beatles. Many Americans have this notion that the Beatles arrived in America from Liverpool and were an instant sensation. Few know how much work the Beatles did before they took the trip across the Atlantic. Your efforts to become a rainmaker require that same kind of work.

A while back, Seth Godin wrote a Blog titled: “When did the Beatles Become THE Beatles?

Malcolm Gladwell discussed how the Beatles became successful in his book “Outliers” and talked about the Beatles in a short video that will help you grasp the point.

 

Seth Godin and Malcolm Gladwell describe that at the beginning, the Beatles were playing two or three long sets a day in a Hamburg club, making a few pounds if they were lucky. The Beatles worked on their music in these clubs for years. What are you working on now to make yourself more valuable lawyer to your clients?

Godin says that as the Beatles got more traction they were marketing in every direction. After you have done your homework, then you will work at becoming visible by writing for industry publications and speaking to as many industry groups as possible. Before you get there, consider writing for and speaking to Bar groups. Even though you are not likely to be hired by competing lawyers, this stage will provide opportunities to become a more effective writer and presenter.

Seth Godin says the transition stage was brief but essential. When people started noticing them, the Beatles didn’t stop marketing. Instead they poured it on. At this point they shifted from being the chasers into being the chased. During the transition stage, organizations notice you and ask you to write for their publications or speak at their meetings. That is the time for you to “pour it on” to gain momentum.

After all the years playing in clubs and developing their skills, the Beatles came to America. Seth Godin says that many reach this stage and stop. When you feel you have “arrived,” have some healthy paranoia. That means continuing to learn, continuing to figure out what impacts your clients and writing and speaking on those subjects. It also means continuing to focus on building relationships with each of your clients and becoming their trusted advisor.

At this stage, the Beatles became THE Beatles and you will become THE Rainmaker.

Marketing: Create Something Remarkable

It is more difficult than ever to stand out in the crowd. But, many lawyers I coach have found ways to identify a challenge faced by clients, offer a solution and give it away.

Jennifer is a Labor and Employment lawyer I coached a couple of years ago. Her firm gives an annual Labor and Employment workshop, which typically draws over 100 people.

In 2006 just before the workshop, Jennifer called me and said:

Cordell, you always suggest I give something away, what should I give the human resources professionals who attend our workshop?

I told her to think creatively and come up with something HR professionals would value.

Jennifer called me a couple of weeks later and she was very excited. She had gotten an idea from a fast food restaurant that had a laminated book on a ring for young children to read. Jennifer created an Easy Guide to Labor and Employment Laws in a laminated book, put it on a ring with a hook and handed it out to those who attended the workshop.

Shortly after the workshop I received an email from Jennifer. Here is what she told me.

Just wanted to let you know that I took some of those Easy Guides I had told you about out to some of my clients last Thursday afternoon. I ended up with three new matters as a result of those meetings. Sounds strange, but going to them with something in hand really worked!!

Almost two years later, I heard from Jennifer again. Here was her update:

The Easy Guides continue to get me/us out there in new ways. We got a request a few weeks ago from a consultant who speaks to over 1000 people a year. He wanted to buy some Easy Guides to give out at his talks. We're working out a deal with him that includes mention of the firm (and me hopefully), etc.

I bet your clients would value an easy guide. Give them one and you might be remarkable in their eyes.

Blogging and Podcasts: Great Way to "Practice" Law

Have you ever wondered why we say we “practice law?” I wonder because I see less and less “practicing” and I think that is scary, especially because in study after study, experts conclude that it takes hours and hours of practice to become a world class expert in your field. As lawyers, we need to be able to anticipate issues and present solutions coherently.

Look to the left and you will see a Blogroll of lawyers I have coached. Are you blogging? Are you creating podcasts for clients and potential clients? If not, you should be.

“Why,” you ask? Scott Ginsberg wrote this week that blogging is the single most effective tool at eradicating anonymity.

For further support, here is what Seth Godin and Tom Peters have to say about the importance of blogging.

Put simply blogging and creating podcasts will force you to stay on top of what is going on that will impact your clients and will enable you to go from being invisible to both visible and credible to your target market.

To effectively blog or create a podcast the first step is to choose topics on which to write or speak that impact your clients. Once you decide on the topic, create content and present it in a way that your clients will find valuable. Each time you pick a topic, and each time you post a Blog or create a podcast you are “practicing” becoming a more valuable resource for your clients.
 

Marketing: Making Your Friends Your Clients

I am frequently asked how to make your friends, your clients. There are only a few ways to do it. As explained in the true story below, one way is to learn as much as you can about their needs and provide something the other lawyer/law firm is not providing without any expectation of getting anything in return. You have to give to get.

Scott is a lawyer from Houston. His coaching group, Looper Rain, created a list of Philosophies based on what they learned in the coaching program. Prior to the credit crunch, Scott successfully applied two principles.

KNOW YOUR CLIENT
           - Listen; don't talk
           - Learn client industry and business needs, as well as personal information

DON'T "SELL"
           - Find value and provide it now, and never appear greedy or hungry

Here is his story:

One of my long time friends owns an oilfield equipment and service company that primarily operates and sells in the U.S., and has operations in India and China. Based on our conversations, I knew my friend was "not unhappy" with his existing corporate attorney. But I could also tell my friend was looking for something more. Before Looper Rain coaching, I would have tried to "sell" him on hiring LRM and why we were the right firm for him, and probably tried to convince him to use LRM instead of his existing attorney.

Based on what I learned in the coaching program, I first set out to find out more about my friend and his company. I learned more about his background, and more about his company operations and opportunities in China and India. He let me know he wanted to expand his company by acquiring a Canadian company. When he said he was hiring a New York firm to help obtain financing for a $1,000,000 fee, I asked him to give me 30 days to help him find financing at a lower cost.

In the next 30 days I introduced my friend to consultants, several bankers, an investment banker, and a private equity firm. He let me know he was extremely thankful and impressed. While he said that he liked his attorney, he was impressed that we went far beyond just focusing on the legal work.

After he got the financing for the acquisition, our firm became his law firm.

I don't think I would have obtained this client before Looper Rain because I would have tried to talk instead of listening, and I would have tried to sell our firm rather than demonstrating how we can add value.

So, what is the point of Scott’s story? It is really pretty simple. When you go from thinking about how you can get hired to thinking about how you can add value without expecting anything in return, good things happen. Scott asked questions, listened and uncovered a need where his firm could add value.
 

Implement "The 7 Habits . . . "

I wrote last week about taking responsibility for your career. It is part of the first habit in Stephen Covey’s “The 7 Habits of Highly Effective People.” The truth is that all seven habits apply to lawyers, which is no surprise since they apply to any profession or business. I believe I made significant changes in my life as a result of reading the book and you will also. To get you started read a very short summary.

Here is how YOU might use the 7 Habits:

Habit 1: Be Proactive: Take responsibility for your own success and fulfillment and focused on things within your control rather than things outside your control.

Habit 2: Begin with the End in Mind: What is your definition of long-term success? Ask: Where would you like to be in your career five years from now? 20 years from now?

Habit 3: Put First Things First: Don’t focus on balance. Instead focus on your priorities. You might get off track, but if you have identified your priorities, you know when you are off track and will be better able to get back on track.

Habit 4: Think Win-Win: Be generous sharing credit and generous with your time teaching younger lawyers.

Habit 5: Seek First to Understand, Then to Be Understood: Learn to ask better questions and listen before speaking. Learn to probe deeper than what the client or what the associate is telling you.

Habit 6: Synergize: Build your team within your firm and with your client contacts.

Habit 7: Sharpen the Saw: The day you finished the Bar Exam you might have thought your learning was complete. In truth, it had just begun. Do something each and every day that enables you to be a better lawyer and learn how to better serve your clients.

Every lawyer should read “The 7 Habits of Highly Effective People” and I hope you will. When you do, it will only be valuable if you actually implement each habit in your own life.

I want to make you aware of a couple of things. I am back podcasting. I am doing short podcasts myself and interviewing lawyers. I want to give you ideas of things you can do. You can download the podcasts from iTunes or find them at this website.

Over the next few weeks, on Thursdays I will post stories of what young, or not so young, lawyers are doing about client development. This will provide you with additional ideas of things you can do. If you have a success story you would like for me to tell in a Thursday post, drop me a note.
 

You Are the Architect of Your Career

As many of you know, when I talk to young lawyers I stress taking responsibility for your own career and success. That is easily said, but what does it mean? Put simply, you need to understand clearly what you want out of your career and your life. Then, you actually have to develop long and short-term plans and take the actions that will get you there. It means making choices on how you will spend your time.

Stephen Covey’s first habit of the “7 Habits of Highly Effective People” is to be proactive. You get to choose how you respond to things that happen to you. Stephen Covey gives a short summary.


 

Marketing: You Have to be Credible

One of the lawyers I coach sent me his agenda for a coaching call. Here is what he said: “For today’s coaching call, I would like to discuss how to develop a particular client base. The problem I am facing is how to gain an audience / get my foot in the door.” This is a question many of you likely have asked.

When I was working out the other day I listened to the Duct Tape Marketing March 11 podcastJohn Jantsch interviewed the Referral A-Team consisting of Ivan Misner, founder of BNI, Bob Burg, author of "The Go-Giver" and Bill Cates, author of "Get More Referrals." I have read both Misner’s book “The 29% Solution” and Burg’s book “Endless Referrals.”

During the podcast, Ivan Misner talked about the VCP Process™ of networking. VCP stands for Visibility, which leads to Credibility and eventually Profitability. I looked back at my career and found I had created visibility and credibility at the same time by writing and speaking on subjects the construction industry greatly valued. That did not lead right away to profitability. Instead it led to the opportunity to become trustworthy and likable in the eyes of my potential clients.

Lawyers I coach frequently ask: “How do I make my friends, my clients?” They also ask: “How do I ask for business?” I am sure they are uncomfortable saying: “When are you going to send me some business?”

I had friends in the construction industry long before they were clients. In fact, their fathers ran the companies and already had their own favorite lawyers. I was able to convert these friends to clients, only when I became credible in their fathers’ eyes. I accomplished that by demonstrating I knew and wrote more about the legal issues that impacted contractors than the lawyers they were using and any other lawyer they knew.

Marketing: Your Plan is the First Step to Success

I believe the most popular agenda item at the first coaching session is time management. It is not surprising in that time and energy are our two most important assets. The question typically includes how can I find time for client development and comes from lawyers who have not previously had a written plan with goals. My answer is you have to make time and the way to do it is through a plan. If you don’t, you will never “find” it.

For each lawyer, making time will be different. As lawyers I coach know, I made time for my writing and speaking preparation on Saturdays and Sundays from 6am to 9am. I chose those times because I was up anyway and because neither Nancy nor Jill cared that I was not with them. I spent Saturday afternoons with Jill. We called it our father-daughter time.

Christy Crider is a lawyer I coached from Nashville. In our first meeting we talked about planning based on priorities, a subject I wrote about in "Prepare to Win." Christy really got into it and learned to focus her time on her priorities way better than me, and better than any lawyer I know. Her priorities are her family, her church, her health and developing her long-term health care practice. If you had a chance to look at her calendar for any month you would find entries focused on those main priorities. She is able to make time for client development because she has clearly identified what is important to her and does not waste time on things less important to her.

Christy has done a series of presentations and webcasts for lawyers and law students on planning and using their time based on their priorities. She will be a panelist for our “Learning from Each Other” webcast for senior associates and junior partners on March 25, 12:00 noon - 1:00 pm central time. If you are interested in learning how to prepare a plan, contact Joyce to register for the webcast as soon as possible as space is limited

Marketing: Anticipate Your Clients' Needs

Our clients expect us to understand their industry, their business strategy and them. In his book “A Whole New MindDaniel Pink includes a chapter titled: “Symphony.” He describes symphony as “the ability to put together the pieces. It is the capacity to synthesize rather than analyze; to see relationships between seemingly unrelated fields; to detect broad patterns rather than to deliver specific answers; and to invent something new by combining elements nobody else thought to pair.”

Daniel Pink suggests that one of the best ways to develop this skill is to learn how to draw. Pink went to a class based on Betty Edwards book “Drawing on the Right Side of the Brain.” It turns out that drawing classes are not about learning to draw but rather about learning to see relationships. That is a skill lawyers must have.

Last week I got an email from the Texas Construction Insider. The email had some of stories you can find on their website. If I were still practicing construction law, I would see stories there that I know will create legal issues my clients should learn from me. There is a story about a $4 Billion Freeway Project right here in Dallas. My clients are likely to be subcontractors to the Spanish firm the Texas
Transportation Commission has conditionally awarded the contract to finance, design, construct, operate and maintain the $4-billion, 13-mile LBJ-635 corridor in Dallas. I believe I could help them understand the risks in that contract that might be passed down to them. I could prepare a Risk Management Guide.

Would you like to practice seeing future legal issues for your clients? If so, here is your assignment: A couple of days after the election, the Wall Street Journal published an article suggesting what would change with the new administration. I saw it right away because I have the Wall Street Journal in my iGoogle News page. Make a list of all the potential new legal issues you see and share it with me, I will let you know the ones I found.
 

Rainmaking If Not Talent What Does It Take?

When I wrote about the book and article "Talent is Overrated," I received an email from Kevin O'Neill, a DC lawyer I coach who said:

"Talent will never beat:

  1. Being the first one to "know" something of value for a client
  2. Showing up early and staying late
  3. Exerting enough effort that allows luck to play to your benefit
  4. Convincing the client and the relationship that they matter to you and you are focused on serving them
  5. Being honest when the plan failed"

This reminded me of an interesting Blog post by BIll Cole titled: “What Makes Tiger Tick: What Golf Superstar Tiger Woods Can Teach Sales Professionals About Winning.”


I was fascinated because the four points describe the very best lawyers I have known and coached, including Kevin. Take a look:

  1. Tiger Sets Very High Personal Standards And Holds Himself Accountable. The top lawyers I know and have coached, “Think Big” and put in systems to hold themselves accountable. If you want an example, Dave Walton did a webcast on holding himself accountable that you might find helpful.
  2. Tiger's Major Mental Tool Is His Unrelenting Mental Discipline. Top lawyers are mentally focused and in the moment.
  3. Tiger Builds His Confidence By Endless And Intense Practice. Top lawyers I coach practice.
  4. Tiger Does NOT Keep His Eye On The Goal. Instead he focuses on the process. Top lawyers I coach do not focus on their numbers. Instead they focus on their activities to become valuable to their clients. You can see this vividly in what Kevin said above.


 

 

Marketing: What Are You Doing to Help Your Contacts Be More Successful?

I discovered reading a Duct Tape Marketing Blog post by John Jantsch that this is referral week. You will enjoy the advice he gave to an insurance company on what their agents should do with their list of contacts.

Endless Referrals: One Key Question

Last year I read a book titled: “Endless Referrals” by Bob Burg. I recommend it to the lawyers I coach. In an early chapter Burg identified  “The one key question that separates the pros from the amateurs.” That question is: “How can I know if someone I’m speaking to is a good prospect for you?” The power of the question is that you demonstrate you are concerned about your contact’s success. What question could we ask that would separate us from other lawyers? I think it might be: “What can I do off the clock that would help you and your company?”

Rusty Gray is a partner in Chattanooga who I coached a couple years ago. I have shared some of his ideas before. When we were working together he found a very valuable way to help a client off the clock. Here is the story Rusty shared with me:

"When I heard that my client primarily focused on billing services for hospital-based physician groups, it occurred to me since our firm represents quite a few such groups across the south that both my client and these other clients might benefit from being introduced to one another. I also saw an opportunity for our firm when my client’s president mentioned he was not thrilled with the healthcare legal advice he was getting. 

I then told him that we may be able to help his company grow its business by putting them in contact with some of our clients. When he expressed interest, I suggested that we really need to get together in Nashville to explore with our healthcare lawyers, free of charge, how we can help the company grow its business.

We had some scheduling difficulties, but he persisted in getting the meeting scheduled and the meeting could not have gone better.

I am not sure how much business that we got from them, but I do know that we led them to some important contacts.  My business with this client has probably increased three-fold.  I am convinced that at least part of that increase was my offer to help them expand their business with our firm’s contacts.

Cordell, the most important thing here was something that we have talked about before:

1. Simply ask your client about its business and listen carefully to the response; 


2. Be interested in (better yet, fascinated by) the business; and


3. Know your firm and what it does.  Know the other lawyers and the businesses for    whom they serve."

So for referral week, think about how you can help your contacts be more successful.
 

Client Development Training: More Important Now Than Ever

As you might imagine, over the last few months, I have frequently heard: “Cordell, due to the economy, we have cut our budget and we can’t afford client development training.” When I hear that, my immediate thought is: “Due to the economy, your firm cannot afford to go without client development training.”

Why is client development training more important now than it was in the booming economy? I see two distinct types of law firms. The first type is getting stronger during this downturn. The second type looks desperate. They are hard selling like never before. Clients do not want to hire lawyers or firms that are “needy” or “greedy’ and the hard sell conveys one or the other, or both.

So, I would say to firms, even if you choose not to spend money on an outside coach, now more than ever, it is important to provide training. In addition to the obvious multiple return on investment, giving your lawyers client development training builds morale and helps keep their head in the game at a time when many lawyers are in a funk.

Client Development Training

What kind of training can you do? Last year I began to take yoga classes. I was fascinated because it was the one thing I did each week that completely cleared my mind. I was simply totally focused on what the teacher was having the class do. Over time I learned the poses and I figured I could do them on my own at home. Wrong, I simply could not focus the way I could in a class.

What does my yoga class have to do with client development training, you ask? Your firm’s client development training will be more effective if done in groups and it will be more focused if you make it interactive by creating tasks. Some I have done include:

1.    Preparing a business plan with goals
2.    Creative article writing with feedback from the group
3.    Mock networking events
4.    Creating a list of sources of opportunities
5.    Creating a list of client development activities that can be done each and every day.
6.    Mock presentations with video and feedback from the group
7.    Mock client pitches with feedback from the group.

"Talent is Overrated"

In my next post, I will share with you ideas from a book: “Talent is Overrated” by Geoff Colvin. Based on studies, he concludes that innate abilities are not necessarily indicative of great performance.

Client Development Webcasts

As you may know, this year I have created a 50 Webcast series for lawyers. The webcasts are 5-15 minutes long and are meant to build on each other and be watched each week. In a previous Blog is a detailed list of topics that will be covered.

 

Client Development/Marketing Webcasts

The interest in our March 11, 2009 Associate Client Development webcast is overwhelming. As a result, we have doubled the number of phone lines so more law firms can participate.

By popular demand, we are also planning a Young Partners' Client Development webcast for March 25, 2009 at 12:00 noon CST.I will again offer ideas and then question a panel of lawyers I have coached including Kevin O'Neill of Patton Boggs LLP, David Walton of Cozen O'Connor, Adam Moore of Shook, Hardy &  Bacon LLP, Christy Crider and Mark Carlson of Baker, Donelson, Bearman, Caldwell & Berkowitz, PC and Anne Bancroft and Judy Springer of Fox Rothschild LLP. 

Given the high interest in the associate webcast, I need your feedback. Would you and your firm be interested in a monthly or bi-monthly webcast that would last about 30 minutes. During the webcast I will discuss one main point and interview lawyers I know who are knowledgeable. If there is sufficient interest, I will do separate monthly or bi-monthly webcasts for partners and associates. Those who sign up would have the opportunity to let me know the topic they want to learn more about each month and I will pick the most requested topic.

Either post a comment here or send Joyce an email with your thoughts.

Pass this on to Lawyers You Know

I want to try an experiment to increase the number of subscribers to my Blog. Who do you know that wants to enhance their career planning, client development and marketing skills? Send them the link to my Blog and suggest they subscribe. If 10 or more subscribe, let me know who they are and I will send you a copy of my book: Prepare to Win.

Client Development Webinar for Associates

I keep reading about associates and young partners being laid off from firms during our down economy. To have security, lawyers need to secure, retain and expand relationships with clients. Since this does not happen overnight, associates should begin the process and build a long term strategy. 

I have had the opportunity to coach associates in several firms over the last several years. I will be hosting a webinar for associates on March 11 at 12:00 noon Central Time, during which I will offer my ideas and then moderate a panel of associates I have coached. The panel will consist of Jason Cornell, John Gotaskie and Josh Klein of Fox Rothschild, LLP;  Emily Bayton and Lizzette Zubey of Lewis and Roca, LLP; Travis Crabtree of Looper Reed & McGraw; and Shannon Conway and Karen Thiel of Patton Boggs, LLP.  Our topics will include:

  • How to make time for client development
  • How to prepare a plan with goals
  • Activities to do now that will pay off later
  • Community/Bar activiities
  • Patience, persistence and dealing with setbacks
  • Blogging and Podcasts
  • Social Media (Facebook, LinkedIn, Twitter)
  • Staying in touch with classmates, Networking
  • What you learned about yourself and what you are doing differently after our coaching

As space is limited, the best way to participate is join the webcast as a group with a projector and speaker phone set up in your conference room.  If any of your associates have a question they would like to have answered, please ask them to send me an email with the question. If you are interested in your associates participating, contact Joyce to register.

Email Alerts: Use Personal Touch Not Email Blasts

I get email alerts from law firms, from consulting firms for law firms and from others. I think those alerts which are sent to thousands at the same time actually annoy potential clients rather than draw them to a firm or lawyer.

Seth Godin, the marketing guru, agrees. In an interview I found recently, he says: “Marketing is no longer about interrupting the masses with unanticipated spam: ads about average products for average people. Instead, marketing is about leading tribes – groups of people who want to go somewhere.”

One of the lawyers I coach shared with me a story about an experiment one of her partners had conducted with an alert. Here is the story:

I decided to try something. I picked 40 clients that I thought might be impacted by the new I-9 forms.  I drafted a general email text about the client alert. I took the general email text and personalized it in some way for each client so that it did not appear as a mass email blast. It took about 45 minutes to send out these emails.

The result:

Fifteen clients emailed to thank me and four specifically mentioned that they were unaware of the changes.

One client used return email to schedule a call regarding an unrelated matter that directly resulted in billable work.

In these tough economic times, we need to use all of our marketing resources.
 

Rainmaking in the Recession: 16 Ideas

I read this morning that profits per partner were down in 2008 and expected to get worse in 2009. So it is no surprise that the question I have been asked most frequently during the last few months by the lawyers I coach is: "What should I be doing to develop business during the recession?" The answer to that question depends on many variables, but there are points that you should consider:

    1. Clients hire lawyers, not law firms. Even when clients say they are hiring a law firm, they really choose the firm because of the people in the firm.

    2. Even though it is fun to get a new client, it costs at least fives time more to get a new client than to keep an existing client happy. When I use the word cost, I am including the time commitment.

    3. Solicit feedback from your clients. Ask: "How can I serve you better?"

    4. Search for ways to save your clients money. For example, what could they be doing in-house that would save money?

    5. At least 60% of the legal work available is based in large part on relationships. I believe 10% of legal work is bet the company and whoever is perceived to be the best will be hired. I believe 30% is commodity work that goes to whomever is willing to do it most cheaply. That leaves 60%. Go after that work.

    6. Everything else being equal, clients want to work with lawyers they like and trust. Work on building rapport, trust and friendship with your clients.

    7. Most clients do not read unsolicited alerts from law firms and in fact, they resent getting them. So, email blasts of client alerts may even be hurting the firms sending them. Sending a personal note to a targeted market explaining specifically how the client can benefit from reading the alert is way more effective.

    8. Reach out to client/client representatives who clearly do not need your services now. This demonstrates you value more than just their business.

    9. If you are short of work, this is the best time to build your profile by writing and speaking. Pick topics that address client and potential client problems, opportunities and changes.

    10. If your budget has been cutback, conduct Webinar sessions. While, presenting in person is preferable, Webinars are inexpensive and can potentially reach a larger audience.

    11. Offer to do something at no charge for your clients and their industry associations as a way of adding value. You have to "give" to "get."

    12. Do something no matter how small each and every day. It is easy to get into a funk over what is going on with the economy. By doing something to build your profile or relationships you will feel more in control of your destiny.

    13. Engage your clients in something that has nothing to do with law, but something they value (e.g. work on a charitable event with your client.)

    14. If you haven't already done so, set up Google Alerts for your clients and their industry so you can keep up with what is going on in their world.

    15. Go to events even when you would prefer not to go. It is important to get away from your computer and be "out there."

    16. Be patient and persistent. Most lawyers give up when they do not have immediate success from their efforts.

2009 Client Development Questions

I hope that each of you has approached 2009 with enthusiasm and energy. For many lawyers this will be a transition year. Here are 12 questions that will help you determine if you are making client development happen or just hoping it will happen.

  1. Have you set 2009 goals for client development and prepared a plan to achieve them?
  2. Have you set goals for the first 90 days of 2009?
  3. Do you plan time each week for client development activities?
  4. Are you focused on your contact with clients, potential clients or people who can refer business to you?
  5. Do you regularly visit/meet with clients just to learn more about what is going on in their business?
  6. When you see an article, book or seminar that may be of interest to clients, do you forward/send it to them?
  7. When you finish a project do you follow up and seek feedback on your performance?
  8. Do you ask questions and listen well when visiting with clients?
  9. Do you read your clients' trade publications?
  10. Do you know your clients' industry, business, strategy and legal needs?
  11. Do you know your client representatives personally, including names of their family members, their assistant's name, their interests outside of work and their values?
  12. Have you set up Google alerts for each of your clients and Google alerts for their industry to keep track of what is going on with them?

We will be beginning our series of 50 Webinars. They will be between 5 and 15 minutes long and you do not have to watch or listen to them live. We have a password protected webpage. Contact Joyce jflo@cordellparvin.com to learn more.

You are Never Too Young, Too Inexperienced, Too . . .

Frequently lawyers tell me they feel they may be too young, too inexperienced or too something else to be successful at client development. I often respond by suggesting they focus on the advantages they have being younger than the lawyers with whom they compete. I believe the Presidential primaries and election this year proved that experience is not the only factor the electorate considered when voting. Likewise, clients and potential clients consider more than just age and experience when picking a lawyer.

For a couple of years I have read a great deal written by The Name Tag Guy, Scott Ginsberg, known for wearing a nametag every day. Among other things I admire what he has accomplished in a relatively short time. I also like many of his ideas. Here is a link to a recent Blog post titled: "15 Things You Are Not Doing Enough Of." I believe this is a great list for young lawyers. You might find it valuable to create your own list first and then compare your list with Scott's list.

http://hellomynameisscott.blogspot.com/2008/12/15-things-youre-not-doing-enough-of.html

What does all this mean to you? Well, there are plenty of older and more experienced lawyers who may be complacent about their client development. They may be content with where they are in their career. If you are hungry to become more valuable to your potential clients and if you are willing to do what older lawyers are not doing, you have a real opportunity. The name of the game is to become known by as many potential clients in your target market as possible. Frankly, the more people who know you and like you, the more likely you will get hired.

It is never too early to start building relationships. You are never too young, too inexperienced, too...to become visible, build relationships and begin your journey to success. What are you not doing now that you can begin doing in 2009?

Bad Times: It is More Important Than Ever to Focus on Clients

Based on surveys, corporate counsel are increasingly dissatisfied with their outside law firms. Their complaints are not about the hourly rates. Instead, they are dissatisfied with their outside lawyers for not understanding their company's needs, their company's business and for not being responsive.

In the book Raving Fans, Ken Blanchard and Sheldon Bowles describe the problem this way: "Your customers (clients) are a revolt waiting to happen. They're only satisfied because their expectations are so low and because no one else is doing any better. Your customer (client) slogan should be: No Worse than the Competition." Picture this as the your firm's website branding slogan.

Blanchard and Bowles suggest a simple three step approach; (1) Decide what you want: (2) Discover what the customer (client) wants; and, (3) Deliver the vision, plus one. Raving Fans is a 132 page guide to addressing the concerns raised by corporate general counsel, and should be required reading for every lawyer in your firm.

A Unique Holiday Gift Idea

I never liked the gifts my firm had for us to send clients. I didn't think a law firm logo on a mouse pad, golf shirt or golf hat would really make a big hit with my clients. Do you feel the same way? Do you want to give a gift that keeps giving and may do some good in the world and will enable your recipients to actually help very small businesses?

Catherine is a Philadelphia labor and employment lawyer who gave me a really neat idea for holiday gifts. You give a sum of money for your client/contact to make a micro loan to fledgling entrepreneurs.

To learn more about this opportunity take a look at "Give the gift of micro loans". As you will see in the article, your recipients redeem their Kiva gift certificates in the amount you have chosen to set up a lending account. The recipient then decides when to make a loan, in what amount and to whom. One feature I think is really fun is that once the entrepreneurs repay their loans, the money is returned to your recipients' accounts, where it can be lent again. So, hopefully each time your recipient makes a loan to another fledgling entrepreneur, he or she will think of you.

If you really want to make the holiday worthwhile, do something unique that will be remembered.

Law Firms Should Learn from Ritz Carlton

A couple of weeks ago I wrote about two hotel experiences. One was a bad experience at a Las Vegas hotel and the other was a good experience at a Ritz Carlton hotel. I mentioned that I bought the book "The New Gold Standard" by Joseph A. Michelli, because I wanted to get a better sense of how Ritz Carlton provides such extraordinary service that guests like me are willing to pay more for it. I just finished the book on my last flight and have highlighted many passages and dog-eared many pages. My brain was racing as I tried to figure out how law firms could create the Ritz Carlton experience for their clients.

I know that many law firms have mission statements and core values statements. Yet, I know of no law firm that keeps those lofty statements constantly on the minds of their lawyers and staff and makes sure they are put into action to benefit clients. Ritz Carlton does it by having a tri-fold pocket "Gold Standards" card. It is also known as the "Credo Card." Each employee carries the card in his or her pocket each and every day as a reminder. Now, I am sure that sophisticated and skeptical lawyers would find it hokie to be carrying a card outlining what the firm is all about. So, good luck on selling that concept.

The Credo is Ritz Carlton's definition of the 'ultimate guest experience." It has three statements all focused on the commitment to the guests. Maria Thompson, a sales administrative assistant at the Phoenix Ritz Carlton told Michelli: "I think if the corporate world took our Credo and applied the concepts to whatever industry they were in, and really applied it from the very top to the very bottom of the organization, the world would be a better place, in terms of corporate life. By 'better place' I mean better retention, happier managers, and greater profitability."

What is your definition of the "ultimate client experience?" What statements would you make to describe it? If you apply the concepts from top to bottom in your law firm, you just might have better retention, happier lawyers and greater profits per partner.

More on Client Service

As you likely know, I like to talk about client service and how it can make a huge difference in a world where legal expertise is assumed. What does extraordinary client service mean? How does it compare with service that is only average?

I find I learn about client service from my own experiences as a customer. You probably do also. Let me share with you two recent hotel experiences. Last week I stayed at a hotel in Las Vegas. I won't identify it by name, but will tell you that it is on Flamingo near office buildings on Howard Hughes. Because it was originally built as a condominium project it does not have a casino and is small enough to only need one person working at the front desk.

After I finished my work I went back to the hotel. My return flight to Dallas was leaving at 6:00 am the next morning and in Las Vegas getting through security can take some time even that early. As a result I wanted to print my boarding pass at the hotel. When I asked the front desk clerk she said I could print it in the business center. I asked if there would be a charge and she said there would be. (I have a thing about paying to print my boarding pass. I plan to go through life and never pay to print my boarding pass.) There was no one other than me in the lobby so I asked if she could possibly print my boarding pass. She replied that she could not. I was quite surprised and told her to leave a note for the general manager letting him or her know that I will never stay at their hotel property again.

The next morning I woke up at 4:00 am and after getting ready I went downstairs to check out. There was a young man working at the front desk and he asked how I liked my stay. I told him everything was fine, except for his colleague refusing to print my boarding pass. He got my flight information and printed the boarding pass in less than one minute.

A couple of months ago I stayed at the Ritz Carlton in Philadelphia. The firm for whom I was working was having their partner's retreat there. When I checked in I asked how much more it would cost to stay on the Club Level and decided I would pay the extra money out of my pocket because I prefer eating there when I am by myself and I appreciate the service. When I reached the Club Level, I recognized the night manager from a previous stay. John greeted me: He said: "Welcome back Mr. Parvin, where have you been? I haven't seen you here for about a year. Is Mrs. Parvin with you on this trip?" I was blown away that John either remembered me or within the very short time I was on the elevator he went into the computer to find out when I was last there and that my wife Nancy was with me. Later, John asked if I had any special requests. I had torn my pocket on my trousers when it got caught on my airline seat reclining tab during my flight. John took care of getting it repaired for me.

I am a loyal Ritz Carlton customer. I am willing to pay more to stay at Ritz Carlton hotels and I am willing to pay even more to stay on the Club Level. When I got home from this trip, I bought the book: "The New Gold Standard" by Joseph A. Michelli. I think I know from experience why Ritz Carlton service is extraordinary, but I want to better understand how they do it and how a law firm could set the new gold standard for client service.

Don't Cut Costs: Increase Revenue Instead

I guess it is no secret that law firms are facing a recession. Today I received an email for a CCM audio conference program that will be held on October 29 titled: "Revenue per Lawyer: Increase Profitability not Billable Hours." One of the marketing pitches for the program was that firms are struggling to increase profits by cutting overhead to the bone and reducing expenses. Still profits and revenue prove hard to maintain. Needless to say this is a timely topic and I am sure the program will be a good one.

I remember the last law firm recession. The leaders of my old firm spent hours in meetings focusing on where they could cut costs. Then, they took bold action. They cut our client development/ marketing budget by more than half, they cut our development and training budget and laid off over 30 lawyers. I disagreed with that approach and I don't think it makes sense now. The simple truth is that there is only a small percentage of costs that can be cut, and unfortunately the very areas (marketing and training/development) that are most likely to be cut are those that can help increase revenue.

Suppose you focused on how to increase revenue rather than how to cut costs. I believe that would be a more successful exercise. How would you do it? You might use a couple of the exercises I use with my coaching groups.

Gather your Top 10, 20 or 25 business producers for a summit. These are the lawyers in your firm with a proven track record. Divide them into three groups. Have the first group brainstorm ideas that will increase revenue during the last three months of this year and in 2009. Have the second group brainstorm ideas that will increase revenue from 2110-2112. Have the third group brainstorm ideas that will increase revenue long term (2013 and beyond). I think you will be surprised by some of the creative ideas your best producers generate.

Then, develop 25 actions to take to increase revenue. One might be to identify the firm's top 50 clients and have the lawyer responsible for the client, visit them. One might be to have all the firm's partners prepare a business plan with goals and a minimum of 240 non-billable hours devoted to client development. One might be to create industry teams. Another might be to have a group study what is going on in the world and how that is creating and will create new legal work. The point is to have your top producers come up with an action plan and then implement it.

It's More than Results

Last year, I did a presentation at an associate retreat. The night before the retreat, my associate host and I met with Tyler, a former associate of mine who was now an in-house lawyer. While having a beer, Bart asked Tyler what he knows now that he wished he had known when he was a young associate. Tyler responded that the big thing he knows is that clients are never happy with litigators even when they get great results. Clients simply hate paying for litigation. I share this idea to put the story that follows in context.

Jonathan Cole is a litigation partner I coached a couple of years ago. Recently he sent me an email with an attached voicemail the managing partner of Jonathan's firm had received from the in-house counsel of one of Jonathan's largest clients. The general counsel did not even know the managing partner so he had clearly taken time to figure out who was the managing partner and then he called him. In the call, he said he wanted to pass on his extreme gratitude and thanks for the work Jonathan and his team had done over the last four years. The general counsel described Jonathan as the best lawyer working for his company and that he wished he could clone Jonathan to work on his company's other cases across the country. The General Counsel never mentioned the results Jonathan had gotten for the company, but I am confident he would not have lavished praise if Jonathan had been getting bad results. I knew there had to be more, so I asked Jonathan to tell me his secret. Here is what he told me:


    I began working for this client when one of my colleagues left the firm and left behind a small matter for me to wrap up. Since then, it has grown into my best client. It goes to show you never know how you will begin to develop your strongest client relationship.

    I handled a few cases for the company. In 2004, however, they were faced with a dangerous case. They were represented by another lawyer and were about to be sanctioned for failing to participate in discovery in good faith. I was asked to take over the case. Eventually, we successfully defended the company in seven (7) motions for sanctions. The plaintiff's baseless allegations and aggressive demeanor infuriated the client and they told me that I could take whatever actions were necessary to defend them. I knew we had a great opportunity to make a favorable impression and that we had to produce results. We were able to beat back the plaintiffs and eventually negotiate a minimal settlement. Since then, we have received every significant case they have in Tennessee.

    After getting the favorable results, I worked even harder on client service and building the relationship. I made a point of always returning their calls as quickly as possible. I have the good fortune of sitting on a board that meets at least twice a year in the client's headquarters city. Each time the board meets, I take an extra half day or evening to go by the company and see them and take them to lunch or dinner.

    With the help of my assistant, we have tried to make our gifts for client contacts more meaningful. I learned from building a personal relationship with an in-house attorney that he is a big Johnny Cash fan. Being from Nashville made it easy for me to find and send him rare Johnny Cash CD's and recordings.

    Also, the paralegal is a key contact and essentially serves as the gatekeeper for much of the work. One time, she mentioned that she was taking a day off and spending the afternoon with some friends of hers at a boutique shop where she could design her own purse. During the holiday season I remembered that conversation. We contacted the shop and purchased a gift certificate for her to go and design another purse. Needless to say, she was thrilled.

    In his voicemail message the General Counsel mentioned he appreciated the team that has worked with me on matters arising in other locations. That has been a key component of making this client happy to work with us. As you might imagine, at first I was challenged to delegate work out to my colleagues in other cities. Fortunately, I was able to select the lawyers in our other offices and we built a client team. Once again we have obtained the results the client desires, but it has been more than results. Each lawyer on my team knows the client and what they want from us and delivers it each and every day.

    As we discussed, I was pleasantly surprised, the General Counsel made the effort to contact our managing partner. Since I have never discussed our managing partner, the General Counsel apparently went to our website and figured out who was the managing partner. While hearing the voicemail was both refreshing and rewarding, I realize that my client's high level of satisfaction comes from the efforts of a number of individuals, including my assistant. This is a great client, and I really enjoy working with the company, and especially enjoy the relationship I have with my primary contacts. It's a great relationship, and we have become very loyal to each other.

Jonathan seems to make two main points. First, after getting good results, take time to get to know your client contacts and build your relationship with them. As I used to say: "I want my friends to be my clients and my clients to be my friends." Second, you can't do it by yourself. You have to build a team of your colleagues and staff. Let each member of your team know they are important.

10 Easy Client Development Tips

Annual surveys reveal that clients are not pleased with the service they receive from their law firms. Here are 10 easily implemented client service actions to improve service.

    1. Responsiveness; promptly responding to phone calls, email, and correspondence. 2. Accessibility; being a team player. 3. Maintaining excellent communications and listening. 4. Making personal visits. 5. Billing with clarity and accuracy. 6. Stability of representation team. 7. Getting feedback from clients on services required and responding proactively. 8. Technology proficiency (email, extranet, billing information). 9. Understanding the clients' industry, company and the needs of the individual client representatives. 10. Seeking to uncover potential client problems, opportunities and changes and develop solutions to handle them.

The Likeability Factor

I am sure many of you will find this odd. I really like and admire Barack Obama and I really like and admire Sarah Palin. I am not talking about their political views. I am talking about how well they have done so far under intense pressure, how they have handled their underdog status, and most importantly how they have emotionally connected with their clients-the people of the United States. I feel I have learned a great deal from watching them.

At the beginning of this year, virtually every political pundit predicted that Hillary Clinton would wrap up the nomination on "Super Tuesday." It seems they underestimated Barack Obama. Between Friday and Wednesday night many political pundits described in detail the mistake John McCain had made selecting Sarah Palin. It wasn't just the political pundits. Joy Behar, Jay Leno. David Letterman and especially Bill Maher ridiculed Sarah Palin in ways I have not seen in years. If you want to read what they said, go to: http://www.foxnews.com/story/0,2933,416981,00.html

When I watched Barack Obama as the underdog in the early debates and when I watched Sarah Palin take the stage on Wednesday night, I felt like I was watching our women's gymnastic team on the balance beam during the Olympics. I was so worried that they might show their nervousness and not nail it. I believe they both have performed at the highest level under intense "make or break" pressure.

Why have Barack Obama and Sarah Palin connected so well with their clients? How have they moved audiences so well? How can you take what they do and apply it to your own relationship with clients and your own presentations?

In his book "The Likeability Factor," Tim Sanders includes a chapter on "The Four Elements of Likeability." Those elements are:

    • Friendliness • Relevance • Empathy • Realness (authenticity)

Prior to this election, I feel I learned a great deal from President Kennedy, Robert Kennedy, President Reagan and President Clinton. Like, Barack Obama and Sarah Palin, each of these candidates connected with their audience. In varying degrees they each demonstrated friendliness, relevance, empathy and realness.

Many young lawyers I coach feel they are at a competitive disadvantage because of their age and experience. I am confident that each day before the election we will hear something about Barack Obama's and Sarah Palin's lack of experience. Yet, I believe this election will show that experience is overrated and judgment, connectivity and likeability are underrated. The same is true for lawyers.

When I coach young lawyers I share with them that I believe that about 10% of legal work is "bet the company." Clients will hire the best-known senior "go to" lawyer to handle that work. At the other end, I believe that about 20% to 30% of legal work is commodity work. Clients will hire whoever is willing to do that work for the lowest price. If you are in a firm of any size, you will not be able to compete on price and frankly you would not want to compete on price. Finally, I believe that at least 60% of legal work is neither bet the company or commodity work. Clients will hire lawyers they like and trust and with whom they feel some connection.

How can you position yourself to have the best opportunity to be hired by clients for that work? First, you have to be a capable lawyer. But, that will not be enough. You need to also be likeable with the elements Tim Sanders describes. You need to be friendly. Tim Sanders uses a quote from Bert Drecker, a communication expert: "If you want to get your message across . . .., You must first persuade the listeners first brain that you represent warmth, comfort and safety." Next, you must be relevant. As a lawyer that means understanding your client's industry and company and understanding your client contact's needs. Next, you need to be empathetic. You must be able to see things from your client's point of view. To do that you need to be able to ask relevant questions and then listen, listen, listen. Finally, you need to be real.

A couple of weeks ago, I mentioned one of my favorite books on presentations. It is: "Give a Speech, Change the World" by Nick Morgan. I believe history will record that 38 million people tuned in to watch a speech by Presidential candidate, Barack Obama that changed the world and then less than seven days later 37 million people tuned in to watch a speech by Vice Presidential candidate Sarah Palin that changed the world. I hope that their speeches and performance under pressure will inspire you to give a presentation to a group of potential clients that will change their world.

Client Development Classes You Likely Never Considered

Want to take a couple of classes that will help you get better at client development? Suppose I told you that the two I would take would be Creative Writing and Drawing. What would your reaction be? My guess is that you would wonder what in the world either of those courses has to do with client development. The answer is those two courses will better enable you to see the big picture and better enable you to be empathetic and understand your clients' points of view.

I have been thinking about this for almost a year. I had read "Making Rain" by Andrew Sobel a few years ago. Then about a year ago I read "A Whole New Mind" by Daniel Pink. Both books in their own way focused on the importance of synthesis or symphony. As lawyers we are taught to analyze things. Synthesis or symphony is about how well you assimilate the pieces of information affecting your client to see the bigger picture. Daniel Pink attended a week long class in New York "Drawing on the Right Side of the Brain." http://www.drawright.com/

I look back now and realize that some of the best efforts I have made at client development came from assimilating pieces of information affecting my clients and seeing the bigger picture. Here are three examples:

1. In 1982 Congress enacted a statute funding highway construction that also quadrupled the required amount that was required to be expended with Disadvantaged Business Enterprises. Unfortunately there were not enough of those firms with resources and experience to do the construction and even though the program was supposed to be goal based it was a quota in most states. In early 1983 I wrote a guide for contractors on how to comply with the new law and thereafter I made presentations all over the country.

2. For many years highway construction was funded by the gas tax. Also, federal and state statutes required contracts for highway construction be awarded to the low bidder. In the early 90s the Federal Highway Administration asked Congress for legislation that would enable "experimental" construction practices including design-build and public private financing of road construction. I knew this was the first step towards changing funding and the process to construct highways, so I wrote two guides and made presentations throughout the country on design-build and public-private financing.

3. When Enron and WorldCom became news, I decided that the construction industry would face increased scrutiny and investigations. I wrote about corporate ethics and compliance and made presentations throughout the country. Sure enough, investigations, indictments, convictions and fines rose dramatically and ultimately contractors doing business with the federal government were required to have ethics programs.

A few months ago I also read a Harvard Business Review Blog http://conversationstarter.hbsp.com/2008/04/the_mfa_is_the_new_mba_1.html
and listened to a Harvard Business Review Podcast on MFA being the new MBA http://blogs.bnet.com/intercom/?p=1771.

Katherine Bell posted the Blog and was interviewed in the Podcast. She had left the business world for a time to study creative writing. She says she learned persuasion and empathy from writing fiction. She also mentions four lessons that she believes MBAs can learn from MFAs. I believe lawyers could learn these also:

    1. How to take criticism. 2. What motivates people. 3. How to engage your audience. 4. When to let go of good ideas.

If you want to start thinking about the big picture, think about what is going on in the world and how it impacts your clients. More specifically, read your clients' industry publications and attend your clients' industry meetings.

The Will to Prepare to Win

In June, Nancy and I celebrated our 38th anniversary. Next month, I will have been practicing law for 37 years. I can't even remember life without Nancy's love and support, or life when I was not thinking about the law.

Plenty has changed in the law practice over my 37 years, but I know one thing that has not. I have never met a lawyer who is inspired and excited about getting her hours. Getting billable hours is a requirement the firm puts on a lawyer, and while it is something we all need to do, it does not motivate us.

What does motivate many of us is getting, retaining and expanding relationships with clients. Many of us became lawyers, less because "the law" and more because we could use our knowledge and skills to help our clients achieve their goals.
If getting, retaining and expanding relationships with clients motivates lawyers, why aren't more lawyers doing what it takes to have that opportunity. As you know, I wrote a book titled: "Prepare to Win." I picked the title based on a quote I had seen many times attributed to various famous coaches. The essence of the quote is: "Many have the will to win, but only a few have the will to prepare to win." Many lawyers have the will to get, retain and expand relationships with clients, but only a few have the will to do the hard work that makes getting, retaining and building relationships with clients easy.

As I write this, I am willing to bet that at least 80% of lawyers have no written plan for their career, no written goals, no method of holding themselves accountable, and make no concerted effort to build their profile or build relationships. I am further willing to bet that 80% of those lawyers are questioning why they became a lawyer in the first place. I sincerely hope you are not one of those lawyers.

Regardless of your law school, your class rank, your family situation, your age, your firm, your boss, your firm's clients, you and only you are responsible for your success and only you can define what success is for you. Over time you will also have to inspire yourself, motivate yourself, hold yourself accountable, stick with it when it is challenging and pick yourself up when things do not go as you had hoped.

Dave Walton is an outstanding young partner with Cozen O'Connor. I have coached him for the last 18 months. While I am sure I have helped Dave, he has been successful because he motivates himself and creates systems that enable him to hold himself accountable. He is continually striving to get better. This week Dave presented a Webinar for all the lawyers I coach. If you want to find out how Dave has had the will to prepare to win, here is the link to the Webinar.

Presentation to Get Business

Last week I talked about two presentations I gave years ago that were defining moments for me getting new clients and business. The two presentations enabled me to all of a sudden become visible to contractors throughout the United States.

Over the years I have discovered that many, if not most, lawyers do not know how to make presentations that will result in new business. They make these mistakes:

    1. They pick a topic that interests them rather than one that addresses the need of their audience.

    2. They are unable to explain succinctly why the audience should be interested in their presentation.

    3. They do not research their audience.

    4. They do not rehearse/practice their presentation in advance.

    5. They do not spend enough time in the actual room and with the IT staff to make sure everything is going to work.

    6. They stand behind the podium, which blocks them from their audience.

    7. They do not spend the first 90 seconds answering the most basic audience question: "What's in this for me?"

    8. They tell lame jokes that no one cares about.

    9. They use their PowerPoint slides as a crutch, and even worse read what is on the slides.

    10. They weakly close by asking if there are any questions or by saying: "in conclusion."

As you may know, I have many books on presentation skills and they are all very good. I would be happy to share with you my list of books. I believe that "Give a Speech, Change the World" by Nick Morgan, a Harvard Business School Press book, is the best on how to get the opportunity and give a presentation that will get you business. You can find it on Amazon for about $10-11. It is well worth reading.

I am teaching the lawyers I coach how to get business and clients from presentations. I call the program: "Anatomy of a Presentation: How to Get the Opportunity and Give One That Will Get You New Business." I demonstrate how and why I was able to generate new business and clients using an actual presentation I gave several times to Construction industry groups. If you want to learn how to do it, let Joyce know at jflo@cordellparvin.com. If there is enough interest I will consider offering a Webinar for $95 to teach you how to do it.

True Stories of Persistence - Part III

I write and speak frequently about the importance of persistence when you are working hard at client development and not seeing immediate results. Over the last week I have posted two Blogs about persistence. Today, I want to share with you true stories of persistence.

Last year I had the chance to see Terry Fator, who was performing at a resort in Hilton Head. He had just won the America's Got Talent television show. Fator, a ventriloquist, had labored for many years here in Dallas. According to one report, in May 2007, before appearing on America's Got Talent, Fator was performing at a fair near Houston, Texas and only one 12 year-old boy was in the audience. Discouraged, Fator contemplated pursuing another career, but his family encouraged him to hang in there. Fator says that he never dreamed he would actually win. After winning, opportunities arose. As you may be aware from the news, this year Terry Fator signed a five year $100 million deal to perform nightly at The Mirage Casino and Resort in Las Vegas.

Barney Adams has written a book titled: "The Wow Factor. " Golfers probably recognize his name from Adams "Tight Lies" one of the best selling golf clubs in history. As the Dallas Morning News review of the book points out, Barney Adams took many mulligans before he became successful. He created and patented many golf clubs, but very few golfers ever heard of him. His success came in part from the realization that he was not designing and selling golf clubs. Instead he was helping golfers with better ball flight. After creating Tight Lies, Adams Golf went from being virtually unknown to the Inc. "500 Fastest-Growing Small Companies" list. It also led to the largest IPO in the history of the golf industry.

Last Saturday I went to see the movie "Bottle Shock." It is based on a true story of Jim Barrett, a real estate lawyer who left his firm to start the Chateau Montelena Winery in Napa Valley. In the movie, he is overextended and just about ready to give up on what seems to be a failing life dream. In 1976, an English wine merchant named Steven Spurrier, operating out of a small shop in Paris sets out to prove that offerings from other countries, which he unsuccessfully stocks, can equal those of the previously unchallenged French vintages. He decides to have a blind tasting in France. While traveling through Napa Valley, he finds, among other good wines, a Chateau Montelena Chardonnay. At the end of the movie it is revealed that Stags Leap won the red wine tasting and the Montelena Chardonnay won the Chardonnay wine tasting.

Ok, these are great comeback stories, but what is the lesson in them for you? I think there are a couple of lessons. First, Terry Fator, Barney Adams and Jim Barrett were following their dream-their passion. They were passionate about ventriloquism, golf clubs and grapes. Second, because of their passion and intense desire, they did not quit when they did not achieve their dream right away. Third, there was a little luck in becoming successful. A summer television show gave Terry Fator an opportunity. Barney Adams went to work creating custom clubs at Hank Haney's (Tiger's coach) golf facility. It was at that facility that he got the idea for Tight Lies. Jim Barrett and Montelena Winery became world renown because Steven Spurrier decided to have a blind wine tasting in Paris.

Yesterday I wrote about my own challenge to overcome being discouraged. I look back and realize I was also blessed with a great deal of luck. After working two years without bringing in much business, I got the opportunity to do a presentation to Virginia Road and Transportation Builders' Association (VRTBA) at their annual meeting. Harry Lindberg, from the American Road and Transportation Builders' Association (ARTBA) heard me speak and asked me to speak at the next ARTBA annual meeting. That gave me the opportunity to present to contractors from virtually every state. A few years later after I gave a presentation to a national construction association, a young man came up to me and said he was the editor of "Roads and Bridges" magazine and he wanted to interview me. I told him that instead of an interview he should have me write a monthly legal column for the magazine. He agreed and I wrote the column for 25 years. Those two events, luckily attended by people who gave me the chance to become better known by my target market were the two most important things that happened to me. So, luck is a factor for each of us, but I firmly believe that luck happens to those who persist in following their dream.

When you are focused on the bottom line and getting numbers it is easy to quit before you achieve your dreams. When you are focused on doing things that you love you are far more likely to be lucky.

Persistence Part II

Have you ever thought of giving up on client development because you were not getting the results you wanted? I know many young lawyers who enthusiastically start a client development program and then get frustrated because they do not see instant results.

I experienced that frustration. I had put my heart and soul into my business development by writing articles and speaking at industry meetings and had not gotten the first client. Many times I wondered whether it was worth all the time I was putting in. A couple of senior lawyers in my firm also kept putting me down for taking time they wanted me to spend helping them. I kept on because I wanted to control my own destiny and not be totally dependent on senior lawyers. So, whenever I got discouraged I would picture myself five years later with $500,000 in business. I also made client development a habit and tried to do something no matter how small each and every day. There came a time about two years after I started, when it started raining with new clients and business.

Recently I read that two very important virtues are persistence and flexibility. The writer said: "Persistence beckons you with eternal hope, while flexibility enables you to get through the obstacles that stand between you and your dreams."

I love a quote from Calvin Coolidge:


    Nothing in the world can take the place of persistence.
    Talent will not;
    Genius will not;
    Education will not;
    Persistence and determination alone are omnipotent.


Woody Allen once said: "80% of success is just showing up." That means taking actions. Many lawyers have no plan for client development. Others have a plan, but do not take the actions necessary to be successful.

Flexibility means thinking about a variety of options to achieve a goal. It means being resourceful and changing tactics when appropriate while maintaining the values that are important to us.

Have you ever heard of the book: "Who Moved My Cheese" by Spencer Johnson? Cheese is the metaphor for what we want in life. The maze in the story represents how we spend our time looking for what we want. You will learn a great deal about persistence and flexibility in the book. Check the short summary of the book at: http://www.usatoday.com/life/books/fc/2001-07-27-who-moved-my-cheese.htm

Tomorrow I will share with you a couple of real life examples of persistence.

Presistence Part 1

I want to do three posts this week on persistence. I think it is such an important attribute that it is worth discussing three different ways.

When I was a teenager I first read Napoleon Hill's book. "Think and Grow Rich." The book is really about what it takes to be successful. The title comes from the fact it was published during the depression, so the focus is on making money as a measure of success. In the book, Napoleon Hill lists symptoms of a lack of persistence. Have you ever experienced any of these?

1. Failure to recognize and to clearly define exactly what one wants.

2. Procrastination, with or without cause. (Usually backed up with a formidable array of alibis and excuses).

3. Lack of interest in acquiring specialized knowledge.

4. Indecision, the habit of "passing the buck" on all occasions, instead of facing issues squarely. (Also backed by alibis).

5. The habit of relying upon alibis instead of creating definite plans for the solution of problems.

6. Self-satisfaction. There is little remedy for this affliction, and no hope for those who suffer from it.

7. Indifference, usually reflected in one's readiness to compromise on all occasions, rather than meet opposition and fight it.

8. The habit of blaming others for one's mistakes, and accepting unfavorable circumstances as being unavoidable.

9. WEAKNESS OF DESIRE, due to neglect in the choice of MOTIVES that impel action.

10. Willingness, even eagerness, to quit at the first sign of defeat. (Based upon one or more of the 6 basic fears).

11. Lack of ORGANIZED PLANS, placed in writing where they may be analyzed.

12. The habit of neglecting to move on ideas, or to grasp opportunity when it presents itself.

13. WISHING instead of WILLING.

14. The habit of compromising with POVERTY instead of aiming at riches. General absence of ambition to be, to do, and to own.

15. Searching for all the short-cuts to riches, trying to GET without GIVING a fair equivalent, usually reflected in the habit of gambling, endeavoring to drive "sharp" bargains.

16. FEAR OF CRITICISM, failure to create plans and to put them into action, because of what other people will think, do, or say. This enemy belongs at the head of the list, because it generally exists in one's subconscious mind, where its presence is not recognized.

Give Me Lawyers to Coach with a Burning Desire to Get Better

Suppose for a moment I asked for your reaction to the following: "Client Development has never been more difficult than it is today." I would likely be able to tell from your reaction whether you would be a good candidate for Client Development Coaching or the 50 Webinar Series I am doing. You might wonder why. Put simply, it might tell me if you have a fixed mindset: "Lawyers either have the ability to get business or do not have the ability to get business," or a learning mindset: "I can learn to get better at client development." Lawyers with a fixed mindset believe that effort is for those who are not talented. Their greatest fear is really trying hard to develop business and failing at it. As result, they will not make the effort to learn how to do client development and will give up if they do not have immediate success. Lawyers with a learning mindset will keep striving to learn more and get better even if they were fairly successful when they started the coaching program. When I told one of the lawyers I coach that client development has never been more difficult, her response was: "That's fantastic because very few lawyers will be willing to pay the price to really get good at it. I plan to be one of those lawyers who will pay the price."

Last fall I met with a law firm management committee about my client development coaching program. Near the end of the meeting, a senior partner asked me to describe the ideal candidate for my coaching program. I quickly replied: "Tiger Woods." He said: "Tiger Woods doesn't need a coach." I told the group: "Leave aside that Tiger Woods actually has a coach, I am referring to his desire to get better rather than his great talent." Tiger Woods takes charge of his career and constantly works at developing his skills. He also does not give up when things are not going well and he does not offer excuses when he does not win. The lawyers I have coached who have done the best take responsibility for their own success and have a burning desire to learn and get better at client development. Some of those lawyers are instinctively good at client development. Most of them find it challenging and work at it until they become more instinctively good at it. The lawyers who have not done as well are those who have a fixed mindset meaning they already believe they know all they need to know or they feel they can never learn to be as good at client development as others. Many of those lawyers are satisfied and content with their senior lawyer bringing in the business.

The importance of striving to get better was brought home to me a couple of years ago and again last week. First, a couple of years ago, Tiger Woods was interviewed by Ed Bradley on 60 Minutes. During the interview Bradley asked why when Tiger was the number one golfer in the world, he changed his swing. Tiger responded: "To get better." Bradley reminded Tiger that he was doing pretty well with the old swing. Tiger once again said he knew he could get better. Bradley then pointed out that Tiger changed his swing a second time and asked why. By now anyone could guess that Tiger answered once again "to get better." That segment of the interview ended with the dramatic shot on the 16th hole at the Masters. That is the shot Nike loves because the "swoosh" on the golf ball was visible for a full two seconds before the ball rolled in and CBS announcer Verne Lundquist exclaimed: "In your life have you ever seen anything like that."
On July 6, 2008 the New York Times published an article titled:" If You're Open to Growth, You Tend to Grow." The writer describes three decades of research done by Stanford psychologist, Carol Dweck on why some people reach their creative potential in business while equally talented others do not. Dweck believes it is how people think about intelligence and talent. Those who believe their own abilities can expand (get better) over time. They "really push, stretch, confront their own mistakes and learn from them." The writer concludes that, while talent is important, people with the growth mind-set tend to demonstrate the kind of perseverance and resilience required to convert life's setbacks into future successes.

I am reading Carol Dweck's book: "Mindset: The New Psychology of Success." Her studies are amazing. In the first chapter she refers to a study she did early in her career. She brought grade school children in one at a time and gave them a series of puzzles to solve, each one getting increasingly more difficult. She watched the reactions of the students and saw something she never expected. One ten year old boy when confronted with hard puzzles, rubbed his hands together, smacked his lips, and cried out: "I love a challenge." Others with growth mindsets had similar reactions. They did not see themselves as failing. They believed they were learning and getting smarter. Those young children with fixed mindsets believed they could not learn to do the tough puzzles and didn't try to do them.

So, give me lawyers to coach who like the idea that client development has never been more challenging and who have Tiger Woods' burning desire to get better. You may not think some of those lawyers need coaching, but I can assure you they will get the most out of it, because they will put the most into it. Even lawyers for whom client development is anything but natural get a lot out of the coaching if they have the learning mindset. After all, there is great energy around trying to get better.

Closing the Sale / Client Meetings

I have been conducting a workshop for lawyers I coach titled: "Beyond Selling." I actually recorded the workshop and may make a DVD of it, if enough lawyers are interested. If you are interested in watching and listening to it, contact Joyce at jflo@cordellparvin.com.

I call the program "Beyond Selling" because selling legal services is different than selling other products or even other professional services. Also, selling legal services in 2008 is different than it was 25 or 30 years ago when you just did good work, you got a Martindale AV rating, you were visible in your community and you waited for the phone to ring. In those days you could also get by on who you knew as well as what you knew. In this time who you know is less important than who knows you.

Matt is a real estate associate I am coaching in Dallas. He is a marketing machine, in part because he was a salesman before he went to law school. He also really appreciates how selling legal services differs. At my request, he drafted a short "how to" article on what to do at a client meeting/lunch to close a sale. I will briefly touch on his ideas here. If you would like a copy of his entire article, contact Joyce.

Matt begins with just one suggestion: "Ask questions of your prospects. There is no greater sound to any person than the sound of their own voice." Additionally, too many lawyers want to tell or sell, when they meet with prospective clients. Clients instead want you to ask them questions about their business and demonstrate to them through your questions that you know something about their field or industry.

In Matt's experience, most of his prospects like some small talk before business, even as small as asking: "Did you get here ok?" Matt suggests that even though this step may sound unimportant or a waste of time, he finds that it is key to establishing that you are not there just to get their business. He told me: "Treating people with this human element sets the right tone that you are more than their lawyer - you are a person concerned over their well being and on your way to being their trusted advisor in the future."

Matt refers to his approach with the marketing idea of "peeling back an onion." We peeled the first layer by talking to them person-to-person, rather than lawyer-to-client. It is now time to peel back the next layer, which is to take an overall, broad interest in their business, again rather than the specific reason for their visit. Matt does this by asking great questions: "Tell me about your development." "What type of development is this, again?" "Where is it?" "How large is it?" "Are there any other investors?" The questions, even at this broad level, are endless. Matt then listens intently-really listens.

I think you can see that Matt really understands how to do "Beyond Selling." I think you will find the way he approaches prospective client meetings effective for you also.

What is Your Definition of Success?

In my law career I have mentored, coached and been a practice group leader to dozens of young lawyers. I have noticed that many unhappy young lawyers define success by someone else's standards or by comparing themselves to someone else. They do not want to define success by taking an inward look at themselves. They seem to think such an exercise is too "touchy-feely" and therefore not worthwhile.

I am listening to the audiobook: "The Highest Goal: The Secret That Sustains You in Every Moment." I became interested in this book for a couple of reasons. First, the book is based on experiences in the Personal Creativity in Business Class at Stanford University. Second, I wanted to learn how I can best help young lawyers discover their own highest goal and find the fun and joy practicing law and helping clients that I did.

I hope through listening to this book to be able to share ideas that will enable young lawyers to focus on their highest goal. If you want to read a quick book review from Fast Company magazine that includes ideas on how to find your own highest goal, go to: Fast Company

Professor Ray lets us know that it is challenging for us to figure out our highest goal and that is ok. Take a look at the Fast Company book review and I think it will give you some ideas on how to figure out your own highest goal. Yesterday, when I was listening he talked about thinking back to when you were young and had a meaningful experience. What was it for you? For me it was teaching and coaching young kids 8-10 years old to become better baseball players. I guess that is why I am still teaching and coaching today.

At the beginning of chapter 3, he asks a very thought provoking question: "what is the one recurring problem, issue or obstacle in your life that if you solved it, overcame it or dealt with it would lead to an immeasurable improvement in your life?" He says that in decades of teaching creativity at Stanford and asking this question, he finds the source to be one of the following life challenges:

    1. Finding prosperity 2. Dealing with time and stress 3. Developing relationships that work 4. Achieving balance 5. Bringing creativity into the world

I think he has accurately identified the potential sources of my issues.

If you want to listen to a podcast interview of Michael Ray, click here Michael Ray. There are actually part 1 and part 2. If you listen share with me what you think.

So far I am enjoying listening to this book. I will likely buy a hard copy from Amazon so I can highlight the parts that are most important to me.

Begin With An Attitude Check

A couple of weeks ago I spoke to a group of lawyers attending the Arkansas State Bar meeting. The title of my program was: "Securing, Retaining and Expanding Relationships with Clients." Because my main focus was on professionalism and becoming more valuable to clients, the lawyers attending the program received CLE ethics credit.

To secure, retain and expand relationships with clients, you should begin with a short attitude check. What do I mean by attitude? Listen to how you talk to yourself.

    Do you say: "Yes, but," or do you say: "Sure how"

    Do you say: "My problem is," or do you say: My opportunity is"

    Do you frequently say: "I need to" or do you say: "I want to"

    Do you say: "I am too busy to..." or do you say: "I can..."

    Do you think planning means less free time or do you think planning means less stress?

    Are you focused on just pleasing others or are you focused on what is important to you?

    Do you associate working too hard with success or do you think about what your success will bring you?

These are all attitude checks. To be both successful in your career and fulfilled in your life, it really helps to start with having a great attitude about your future.

If you would like to receive a copy of the handout materials from my presentation, contact Joyce at jflo@cordellparvin.com

Your Website Bio

Lately I have been asked to review and comment on drafts of website bios. Since a great number of lawyers I am coaching are wondering about website bios, I thought I would share my thoughts. Keep in mind, I am not a website designer or a branding expert, but I have prepared many drafts of my own website bio when I was practicing law, I have read articles about the topic and I have looked at hundreds of lawyer website bios, so I will share with you my thoughts and how I see website bios changing in the future.

First, I have to offer a confession. Back in the old days, I hated the once a year ritual of updating my Martindale-Hubbell bio. I am not exactly sure, but I think I thought it was a waste of time. I was AV rated and I thought that was all clients cared about when they did research on a lawyer. Additionally, the potential clients in my target market knew me. When law firms first created websites in the 90s, many of us merely cut our Martindale-Hubbell bio and pasted it in the new law firm bio. I again looked at it as a waste of time.

I think website bios are now more important than ever. Clients are no longer local or loyal. They still tend to hire lawyers over law firms and they screen lawyers by their profile. I also think website bios are more important than ever for younger lawyers. In a 2001 survey of how buyers of legal services view websites, Greenfield Belser Ltd. learned that nearly two-thirds of those surveyed go online to locate outside counsel. They go directly to the firm websites and rely on search engines also. I bet the percentages are far greater in 2008 than they were seven years ago.

Here are a few of my thoughts:

Photos: I think they should be in color and not just mug shots. I also believe it is important to dress for success when your photo is taken. It is not a good idea to have the website photos taken after the cocktail party at the firm retreat. It is also not a good idea to use the photographer who does 1000 photos for the church directory or school.

Industry Expertise: In the 2001 survey, Greenfield Belser learned that two-thirds of the searches by buyers of legal services target specific industry expertise. So, if your practice lends itself to one or two industries it is important to identify those on your website bio.

Experience: Experience handling a particular type of matter is important. I believe that buyers of most legal services want to know whether the lawyer they are hiring has experience handling the particular type of matter for which they need help.

Articles/Presentations: I believe this is a particularly important area for young lawyers. I was once asked to do a presentation to a group of lawyers, many of whom handle insurance coverage cases. Like a potential client I went on line and did a search for insurance coverage and lawyers. None of the names of the lawyers attending the workshop came up in my search. I did find a lawyer who had three pages of articles and presentations on every aspect of insurance coverage. I have no idea if she is a great lawyer, but I know she must know this area of law very well to get published and asked to speak so often.

Downloads: If you have written articles or given presentations, make sure a potential client can download them. That way instead of "selling" you are "showing" your expertise. I recommend you consider having your presentation materials downloadable and even recommend you include video clips from a presentation, but only if a professional did the video.

What Makes You Unique: I believe the website bio is a place to identify what makes you unique and special. One of the best young lawyers who worked for me had grown up in his family's construction business and had actually run a part of the business. Another associate in our firm had worked as an engineer for the state department of transportation. Those two lawyers had construction experience that our construction clients would value. An associate in my old firm spoke German fluently, having lived in Germany for two years. That might be something a German based company would value. A lawyer I am coaching was a manager of a McDonald's restaurant before going to law school. Another lawyer I am coaching grew up in Japan and speaks Japanese fluently.

Future Website Bio Features: I am not sure whether any firm is doing it yet, but I predict that some day soon a potential client will be able to click on the website photo of the lawyer and watch a short video. Why is this an important change? To paraphrase a Seth Godin quote: "Our clients have way less time and way more choices." They need ways to determine whether you are the kind of lawyer and person who they want to hire. The video is a way to get to know you. Check out http://www.mvsp.biz/ to get an idea of what I am talking about. Or, if you remember Sean Yazbeck who won "The Apprentice" during the fifth season, you might enjoy seeing some of the innovative use of video on his webpage. http://seanyazbeck.com.

Voice of the Client

Yesterday we did a Webinar for the lawyers I am coaching titled: "Voice of the Client." The presenters were Charlie Miller, a transactional lawyer and deputy managing partner with Patton Boggs and Ronna Cross, a former practicing lawyer who is the Business Development Director with Patton Boggs. Charlie and Ronna are great friends of mine and I always feel like I learn something new from them when we are together. Yesterday was no exception. Here is a short summary of what they covered yesterday.

How to talk to existing or prospective clients?

1. Listening is much more effective than talking! Mouth Closed and Ears Open. The rule of thumb should be that you do 20% of the talking (and only when prompted) and 80% of the listening.

2. Your experience and expertise are not sustainable topics of conversation (or for that matter interesting).

3. The best topics for discussion are based on the strategic, operational and economic issues that your client's or prospect's team regularly discuss. This is where research and reading business publications pays off.

4. Here are the most common topics:

- Capital: funding for on-going operations, acquisitions & growth (this is particularly relevant given the current "credit crisis").
- Products/Services: the what, when, where and how of commerce (customers, vendors, markets, distributors, intermediaries, etc.).
- Competition: differentiation, positioning and good ol' gossip about them.
- Distribution: go-to-market-strategies and -schemes (direct, independent distributors, franchising, licensing, retail, wholesale and internet strategies).
- Talent: Recruitment, Training and Retention.
- External Relationships: "The intersection of business and government."

5. Current Business, Political and Sports Topics for filler or as a warm-up. But these are not sustainable subjects either. And Political topics can be dangerous. Keep your comments in the middle of the aisle.

6. Don't talk about specific transactions or adversary matters involving other clients. Clients and prospective clients will perceive that you are not a trusted confidante. In other words, if you are telling them inside or confidential information about other clients, they will assume you will tell other clients inside or confidential information about them.

Charlie told those on the webinar that he has a periodical reading list. It is specifically aimed at transactional lawyers but I think litigators would find it valuable also. If you are interested in getting a copy send Joyce an email jflo@cordellparvin.com

Client Development Skills Training - 50 Week Program

Last week I wrote about client development training and programs. I shared with you that while I feel lawyers learn a great deal from workshops I do at firm retreats and other events, I believe very few lawyers actually retain very much, and even fewer actually make changes. My belief is consistent with neuroscience research, which has documented that most people have the mental capacity to focus on only one new idea at a time and that it is important to allow moments of "insights." One article worth reading is "Why Neuroscience Matters to Executives" by David Rock and Jeffrey Schwartz. They point out that during the moment of insight, the brain undergoes neural connections that enhance mental resources and overcome resistance to change.

As a result of my experience and study, I have decided to teach client development in 50 weekly Webinar programs that lawyers can download and watch at their leisure. If you, or your firm, are interested in gaining the greatest benefit from this type of learning experience, keep a couple of things in mind. First, watch each program weekly. If you wait and watch several all at one time, you will lose the benefit of focusing on one new idea at a time. Second, get a colleague to also watch them so you can develop your own insights and brainstorm how you will use them. If you are interested in learning more about the Webinar programs for you or for your firm, contact Joyce at jflo@cordellparvin.com. Here is a preview of the topics I plan to cover:

Week 1: Client Development in a Nutshell
An introduction to client development
Four eras from just do good work to becoming remarkable in the eyes of your clients
Why it is challenging
How it is changing
What we will cover in the program

Week 2: Why Focusing on Client Development is Important - The real joy for most lawyers is when clients start looking to them to help solve their problems or achieve their goals, so helping clients solve problems and achieve their goals is fulfilling.

Week 3: My Story, If I can Do it So Can You - I will share with you what I did, why it worked and what did not work.

Week 4: What Junior Associates Should Focus On - The earlier to start to focus clients and their needs the better. While you are focusing on learning to become a great lawyer and doing your billable work there are a few things to do that will help you in the future.

Week 5: What Senior Associates Should Focus On - It is time to get more valuable in the eyes of your clients and potential clients. This session will provide ideas to accomplish that.

Week 6: Attributes of Successful Rainmakers - While we are all different, with some of us are extraverted and some introverted, there are certain attributes that most rainmakers seem to share

Week 7: Take Responsibility and Control of Your Successful Career - It is not about the firm or other outside forces, it is about you. I will discuss attitudes and approaches successful lawyers have and take.

Week 8: Time Management - While it is difficult to have balance in our life, I will provide techniques to plan time based on priorities in our career and life.

Week 9: Getting Things Done: What You Can Learn from David Allen's book - Applying the Getting Things Done approach will help you save time by being better organized.

Week 10: Avoiding Client Development Mistakes - Mistakes I have made and seen others make and how to avoid them.

Week 11; How to start - Tools for your client development tool kit

Week 12: Why You Need a Plan and Written Goals - "Most people aim at nothing and hit it with amazing accuracy." When our time is our most precious asset, we will want to use it most wisely

Week 13: How to Prepare a Plan - There are a variety of types plans for lawyers. I will share with you examples and the strengths of each

Week 14: How to Prepare Effective Goals - Effective goals are more than SMART goals. I will show you how to set goals that will energize you to achieve them

Week 15: What Steps to Take to Actually Achieve Goals - Why do some people achieve their goals and others do not. I will share with you what works.

Week 16: Getting Through the Dip: Persistence and Patience - What to do when you are not getting results and when to change your approach

Week 17: How Are We Doing So Far and What to Do Now - This session will give you ideas on how you are doing so far. I invite participants to share their insights from what they have learned so far.

Week 18: Attributes of Connectors, Mavens and Salesmen - Each of us is unique in our own ways. While there are attributes all rainmakers share, there are approaches that work more effectively for certain types of lawyers. Taken from Malcom Gladwell's book "The Tipping Point" I will share with you what works best for connectors, for mavens and for salesmen and women.

Week 19: Introduction to Building Your Profile and Becoming a "Go to" Lawyer - In this day and time, It's not who you know, it's who knows you. This session we will discuss how to become visible to your target market

Week 20: A Brand Called You - Your firm may have a brand. I will show you how to create your own brand.

Week 21: Your Website Bio - Clients and potential clients actually review your website bio. What do they tell us? How website bios will change.

Week 22: How to Pick Topics for Articles - Topics that will actually appeal to your target market

Week 23: How to Write an Article that Will Get You Hired - Title, first paragraph, length and how to get it published

Week 24: How to Get Speaking Engagements - Don't just ask. I will show you how to create something that will get you invited to speak.

Week 25: How to Prepare for a Speaking Engagement - Working the room before the room is assembled.

Week 26: Avoiding Death by PowerPoint - I will show you good and bad actual PowerPoint slides

Week 27: Presentation Skills: How to Connect with Your Audience - How to open, how to close, how to make your presentation interesting

Week 28: How to Follow Up After a Presentation - Follow up is important, but it is equally important not to follow up in a way that causes your target market to perceive you are "needy" or "greedy."

Week 29: Networking 101 - Even if you hate networking you need to know how to do it.

Week 30: Developing Your Elevator Speech and Elevator Questions - What should you say when asked what you do? Better yet, what kind of questions should you ask to learn more about the person with whom you are speaking?

Week 31: How to Remember Names of People You Meet - Lawyers generally do a very poor job at this. I will share with you techniques to use

Week 32: How to Become More Focused on Your Contacts - Not every contact is equal and random lunches don't work. How to focus on your most important contacts

Week 33: How to become more Valuable with Friends Who Already Have Lawyers or Law Firms - There are only a few ways to break through. I will share those ways with you.

Week 34: Think Like a Client - In law school we are taught to "Think like a lawyer." That is fine except the work we are doing is for clients

Week 35: What Clients Want - I will share with you what clients say they want in surveys and what they want that they do not report in surveys.

Week 36: How Clients Decide - It is not just about expertise and experience or about hourly rates. It also differs based on whether it is a "bet the company" matter, real time trusted advisor advice or commodity work any lawyer can do.

Week 37: How Not to Sell - Paying Attention to What You Do Not like About How Others Sell You- I will share with you examples of selling that none of us would appreciate

Week 38: Beyond Selling Part 1 - Getting a Meeting and Preparing for a Potential Client Meeting-What to do to get the potential opportunity and how to get ready for the client meeting

Week 39: Beyond Selling Part 2 - What to do during the potential client meeting and how to follow up-How to begin the meeting, questions, listening, when to talk about you and your firm, what to do about firm marketing materials.

Week 40: Beyond Selling a Case Study - I will discuss an actual example I experienced I will also discuss answers to questions I received when I asked in-house executives and lawyers

Week 41: Charisma and Persuasion - Some of it is God given, but much of it can be learned. I will show you how

Week 42: Likeability, Building Trust and Rapport - All things else being equal, client representatives will do business with lawyers they know, like and trust. I will show you how to build this type of relationship

Week 43: Extraordinary Client Service - Surveys show that 75% of the Fortune 1000 General Counsel say they would fire their current law firms if they thought any would do any better on client service. What are they looking for and how can you provide it

Week 44: Expanding Relationships with Existing Clients - Now you have the client relationship. How can you expand and build the relationship without appearing to be selling them.

Week 45: Cross-Servicing Clients - Cross selling does not work because clients perceive we are focused on our own interest rather than theirs. I will show you how to cross service clients

Week 46: Stay in Touch Without Being a Pest - Out of site is out of mind. Yet, nothing is worse than to be perceived to be a pest. I will share with you ideas to stay in touch.

Week 47: Becoming Remarkable in the Eyes of Your Clients with Little Things - Develop: Ways you can make your client representative's job easier.

Week 48: Building Your Team - You are pretty limited without a team. How to build the team.

Week 49: Supervision and Delegation for Success - Ideas on how to delegate and supervise your work

Week 50: Wrap Up: Client Development Principles and Practical Tips - I will be looking for participants to share with me their insights from the program and I will share those and insights from other groups with the entire group. I will also discuss "What to do next."

Teaching Client Development Skills

Have you ever thought about why your lawyers are not transitioning from being associates whose main function is to get the work done to partners whose main function is to bring in business, build and expand relationships with clients and supervise the junior lawyers? When I was the partner in charge of attorney development at my old firm, I spoke at our new partner orientation each year. I began my presentation by asking: "How many of you have written goals and a written plan to achieve them?" The first year I asked this question, I was astonished when no hands were raised. Here I was addressing our very best young lawyers and not one of them had written goals and a plan.

I decided to try and better understand why. In the process of learning, I discovered I had greatly underestimated the challenge of getting lawyers to change and become more focused about client development. I bet your law firm leaders who are near my age have underestimated it as well. I also learned that the carrot and stick approach did not work and waiting until they are partners to begin client development training made it even more difficult. Recently scientists have done considerable research on the brain's role in both learning and performance. They have found that we have both a "hard wired" part of our brain and a "working memory" part of our brain. For the learning and training we offer lawyers to be effective, we must seek to move it from the working memory part of the brain to the hard wired part of the brain.

In a nutshell, what does this scientific information mean? Your young lawyers are "hard wired" to get their hours. But, they are not hard wired on developing their profile as a "go-to" lawyer and building relationships with contacts and clients. Most firms wait until their lawyers become partners to begin their client development training. By then, it is more difficult than ever to get them to change. So, I encourage you to begin training your lawyers to develop client development habits as soon as they arrive at your law firm.

Second, the training you do for associates should be in bite sized pieces, not half day or full day workshops. Get them to focus on client development ideas and solutions, not on the problems they have to overcome to do client development. Let them come to their own answers. Studies have shown that when people experience an "ah ha" moment on their own there is a sudden adrenaline energy rush that is conducive to making changes. Finally, training by itself will not likely be successful. However, training with follow-up mentoring or coaching will way more likely be successful.

Here are my ideas on what each level of lawyer should be learning.

Junior Associates:

1. Dress for Success
2. Business Etiquette
3. How to Network
4. How to Remember Names
5. Active Listening Skills
6. Systematic Ways to Keep in Contact
7. What Clients Want and Expect
8. Taking Control of Your Career
9. How to Set Goals and Prepare a Development Plan
10. Using Non-Billable Time Wisely

1. Client Development Principles and Practical Tips
2. Building Profile: (a) Your Website Bio; (b) Writing Articles that Will Generate Business: (c) Presentations the Will Generate Business; (d) Joining Organizations and Associations; (e) How to Follow Up After an Event
3. Building Relationships with Clients: (a) How Clients Select; (b) What Clients Want; (c) Learning the Voice of the Client; (d) Thinking Like a Client; (e) How to ask questions; (f) Client Service; (g) Building Trust; (h) Building Rapport; (i) Personality Traits; (j) Following Up After Completing Project
4. RFPs and Client Pitches
5. Client Interviews

New Partners:

1. Coaching Program-Group and Individual: (a) Setting a Group Goal; (b) Developing Action Items to Achieve the Group Goal; (c) Accountability
2. How to Prepare a Business Development Plan: (a) Setting Business Development Goals; (b) Developing Action Items to Achieve the Goals; (c) Making Client Development Part of Habits
3. Connectors, Mavens or Salesmen and How Each Can Best Use Time
4. Riches in Niches-Becoming the "Go to" Lawyer
5. Building the Team
6. Cross Serving
7. Client Visits
8. Selling Skills
9. Becoming a Trusted Advisor
10. Client Development Mistakes to Avoid
11. Dealing with Difficult Clients

I am writing an article outlining my thoughts on this subject in more detail. If you are interested in reading the article when it is published, or if you would like links to articles on the scientific research I have read, drop me a note.

Tools for Your Client Development Tool Kit

I am frequently asked by lawyers I am coaching for marketing tools for their tool kit. Here is my Top 25 list of tools I have shared with them:

1. Your plan - it is not the plan itself that is so important as the planning that goes into it. Time is a precious asset. Planning will help you use it wisely.

2. Google Alerts - you can set up a google alert for your clients (put names in quotes) and topics (for me highway construction, bridge construction, etc). I use Gmail to get them so my office email is not cluttered.

3. Monarch stationary and/or cards - use these for handwritten notes. I had both firm ones and personal ones.

4. Your website bio - clients look at this. Is your photo current and are you happy with it? Can a client download articles you have written or presentations you have given. Update often.

5. What your clients read - find out what they read and subscribe (e.g. All my construction clients read Engineering News Record).

6. "Getting Things Done" - a book by David Allen that will provide ideas for you to save time. (I actually saw wood on the top of my desk for the first time in 20 years.) You can go to David's website www.davidco.com

7. "Trusted Advisor" and "Clients for Life" - two must read books. Unless we are lawyers who are like heart surgeons and handle only one matter for a client, we all want to be trusted advisors for clients for life. Consider making these two books a "book club" reading activity.

8. Accountability - pick someone in your firm to brainstorm with and to help make you more accountable (this is like having a fitness partner).

9. Youtube - I am able to find short videos done by authors of my favorite business books.

10. Blogs and Podcasts - these are the marketing tools for your generation. Great way to become more visible to your target market.

11. Your target market - I coined a phrase "if you market to everyone you market to no one". One of the biggest changes in my legal career has been the move to more specialization. Seek to become the "go to" lawyer for a narrow market.

12. Sticky Messages (taken from the book: "Made to Stick") - you will see me write about it dozens of times. Your clients do not care about what you do. Your ability to anticipate your clients' problems, opportunities, internal changes and external changes before your competitors and even before your clients is a great predictor of success. (This is also a reason to narrow your market.

13. Presentations - using PowerPoint that does not put the audience to sleep. Go to any all day CLE with panels of lawyers and you will typically see lots of words and bullet points. There is nothing worse than a lawyer presenter reading lots of words or bullet points on a slide. Learn presentation skills and make your presentation different. Have your trusty assistant read "Beyond Bullet Points" by Cliff Atkinson and you go to his website http://www.beyondbullets.com/ and read short articles he has there.

14. Your elevator speech and your elevator questions - you will inevitably be asked what you do. Have several answers on the tip of your tongue. Don't just say I am a litigator. It is also important for other lawyers in your firm to have a clear idea of what you do so they can think how you might help their clients. Have elevator questions ready because, being candid, people do not care about what you do and they love to tell you what they do.

15. Listening skills - this is the most important and most overlooked skill for us. Most lawyers are already thinking about how they will respond while their client or contact is talking. Learn to listen.

16. Remembering names - why are we so bad at it? (See 15 above). There are tricks you can practice and use.

17. Getting outside your comfort zone - the world's greatest at anything practice things outside their comfort zone. That is how they get better.

18. Focus on your most important contacts in a systematic way. I use an excel spread sheet and rank my contacts three ways so I focus on the most important ones.

19. Follow up - many lawyers lose out on opportunities by not following up.

20. Holiday cards have become a modern day version of spam. Do something unexpected.

21. Never appear to be greedy or needy. Clients can see it in our eyes. Put the client or potential client first. Think of the long term relationship not just the matter. (See 7 above).

22. Use the 80-20 rule. Don't talk about yourself or your firm until you are asked and even then tread lightly. Learn to ask questions and listen. You are well served if the client or potential client is talking 80% of the time.

23. Be patient and persistent - most lawyers give up if they do not get results right away. Do not get discouraged.

24. Do something no matter how small each day. One group I coached made a list of 35 potential things they could do each day. One lawyer I am coaching created his own list. If you are interested in either list, I will send you a copy.

25. Have fun - have an insatiable desire to learn and follow your passion. Those lawyers who have gotten the most from the coaching programs I have done have been those who have had the most fun doing it and the greatest desire to become better at client development.

Career Development, Construction Law and Toothpaste

When I was the Construction Law Practice Group leader in my old firm, one of the associates was reviewing her career development plan with me. I could tell from what I read that she had not given a lot of thought to what she wanted to accomplish and where she wanted to focus. Like many associate development plans, it basically said "I'm going to be everything to everyone." It was then I shared with her why I recently looked to the toothpaste industry for career development direction.

When she picked her chin up off the floor, I explained.

Early in my career, I thought, "if I try all kinds of cases in all kinds of industries, I'll get all kinds of work." I decided I was going to become the best litigator in my home town. So I worked on everything from criminal cases to government contracts. This approach didn't work for me, and I'd imagine, probably doesn't work well for most others. I realized that trying to reach and connect within so many industries and to build relationships with so many people is time-consuming, expensive and for the most part, very challenging. When you try to market your services to everyone you usually end up marketing to no one. Less important to many, but very important to me, I ended up working within a lot of industries (mobile homes, coal mining) I just wasn't passionate about the work and I wasn't having a lot of fun).

I learned that when you focus your client development efforts within an industry, you build relationships much more easily and efficiently. You see the same people at your industry's annual convention. You write columns for industry magazines that these same people read. You speak at industry conferences, to the same people. By focusing on an industry and your specialization within it, it's easier to establish credibility and develop relationships. Also, when you have something to talk about of genuine interest to you and your potential clients, it's not just "work" anymore.

A few years ago, I sat next to a very interesting gentleman on a plane. He was the first to create a $6.00 tube of toothpaste. I don't remember the brand, but it was a huge success. He told me that today there are toothpastes for everything - toothpaste that stands up, toothpaste that the cap stays on, toothpaste with baking soda, toothpaste that will take care of your gums for life, smokers' toothpaste, whitening toothpaste, fresh breath toothpaste, toothpaste for attacking plaque, toothpaste for kids, even toothpaste for your dog. He also told me that drugstores loved it because instead of losing money or barely breaking even on cheaper toothpaste, his brand was a significant money maker because the margins were significantly greater. I wondered how he had come up with a toothpaste product for which a group of consumers would be willing to pay 3-4 times more than other products. He had narrowed his market, created a product that was remarkable and stood out from the 100s of other toothpaste brands.

Turning back to my discussion with my first year associate, I then said, "I'm going to pick a topic as an example, for the sake of discussion. But Jennifer, suppose, just suppose, that in this office building at 1445 Ross Avenue you were recognized as knowing more about design-build than any other lawyer in this building. Do you think people would come to you if they had a design-build issue? And then, suppose, just suppose, you knew more than any lawyer in the city of Dallas, and then the entire state of Texas? And then, just suppose over time you became known as the best construction design-build lawyer in the United States? You know Jennifer, in five years if design-build is still an important legal issue, you could be the leading "rainmaker" in our group with more work than you could possibly do in your entire career."

My traveling companion brought home to me that he understood the importance of reaching every person within an individual niche. By the way, after his toothpaste success, he developed a high end shaving product that is designed to give closer shaves with the new high tech razors. Law is no different than toothpaste and shaving products. Focus on an industry and get known in that industry as a specialist or the "go-to" person in the type of work you want to do. Be the best at what you do in a niche you for which you have a passion and for which there is a need.

To me, this is the easiest way to ultimately develop relationships. Needless to say when you develop relationships getting business is a by-product. And if you pick a niche you're truly interested in, it's a lot more fun too.

Lagniappe: Giving Our Clients Value and Extraordinary Service

If you go to any major law firm's website, including your own, somewhere on the site you will find the firm's commitment to its clients. The branding slogan on the Home Page of my old law firm's website was the first statement: "The Jenkens experience... the experience you deserve." On that same page we also stated: "It's not about us. It's about you. Your business. Your concerns. Your success." And then: "experience the difference it makes for you."

I once asked our marketing department to explain to me what "The Jenkens Experience" was. I also wanted to know what the "it" was in the phrase: "experience the difference it makes." I wanted to know because I wanted to make sure my clients knew when they were getting the Jenkens experience or it. No one could explain it to me. Frankly it was just a slogan for a webpage. The only time I ever heard about it from a client was when the general counsel was surprised by how much a bill was one month. He told me that he guessed his company had gotten: "The Jenkens Experience, the experience his company deserved." What does your law firm website say about the firm's commitment to clients?

You would think that since we all talk about our commitment to clients, they would be happy with our services. If they are it certainly is not reflected in surveys taken the last several years. Reportedly, 75% of the Fortune 1000 General Counsels are not happy with their primary law firms and do not recommend them to others. In the last survey over 50% of the companies reported having fired one of their primary law firms in the last 18 months.

What do you suppose the problem is? I see many firms where there are numerous discussions by firm leaders about raising "profits per partner." In those same firms, when I talk to associates, I hear them express concern about "getting their hours." I wonder where they got the idea that the most important thing for them to do is to "get their hours."

In my old firm, I can recall participating in only one meeting where client service was the topic. A group of five of us did a panel discussion one year for our associates. It was an energizing exchange. Our panel discussed how to determine our client needs, how to learn about them and their business, how to deliver value and extraordinary service.

Nancy and I go to church on Saturday evenings. Our minister for that service talked about "lagniappe" last Saturday. I was not familiar with the term. It is used along the gulf coast of our country, especially in New Orleans, and means giving something extra. Out minister talked about going beyond ourselves and going the extra mile. Just suppose that instead of focusing on "profits per partner" and "associates getting their hours", we actually focused on lagniappe, going the extra mile for our clients.

Don't Be Content

Are you content with your law practice, the amount of money you are making, the level of your volume of business? I hope not.

Last year I was coaching a team of lawyers from a firm and the managing partner asked me how they were doing. I told him I did not believe they were achieving what they could. He asked why that was my belief. I responded that they were too content with where they were. They weren't hungry enough to build their practice. They were relatively busy, making decent money and did not feel pressure to build for the future.

Lawyers who are content with where they are do good work for clients and wait for the phone to ring. That may have worked 25 or 30 years ago when there were fewer lawyers and when clients were local and loyal. My Virginia bar number is in the 12,000s. That means from Jamestown until I was admitted 12,000 and a handful of lawyers were admitted to practice in Virginia. I bet the bar numbers now in Virginia are close to 100,000. When I first began my practice all of the banks and hospitals were locally owned, I knew the presidents of most companies in my city and my firm's clients did not shop around for law firms. Practicing law and developing business relationships today is far different. We do not have the luxury to be content. We must always strive to become a better lawyer, to better understand our clients' needs and to find new ways to help them.

I am not much of a poetry buff, but I like a poem by Robert Frost. It has been meaningful to me in my personal life and it causes me to reflect on the importance of never being content.

NOTHING GOLD CAN STAY -- by Robert Frost
Nature's first green is gold,
Her hardest hue to hold.
Her early leaf's a flower;
But only so an hour.
Then leaf subsides to leaf.
So Eden sank to grief,
So dawn goes down to day.
Nothing gold can stay.

Choose Words Carefully

When a client has thanked you, have you ever responded: "No problem?" Which of those two words do you think the client heard most clearly? What did the client think when hearing "no problem?" At best the client likely thought there was almost a problem. At worst the client thought it was a problem for you to help the client.

It always drove me crazy when I heard young lawyers tell a client "no problem." I decided to do some research to find out if I was the only one put off by that phrase. I found an interesting article by Howard Brinton. The title of the article was "7 Phrases to Avoid with Clients." I liked the article because not only had Brinton chosen "no problem." He also included several other phrases that will not help with clients. I will paraphrase some of them.

Phrase 1: "Here's your problem" Clients generally know they have a problem. They would not be visiting with you if they didn't. As Brinson suggests, a better phrase might be: "Here's our challenge." A challenge is better than a problem and our is better than your because it denotes we are in this together.

Phrase 2: "I'll Try" Clients do not have confidence in lawyers who try or even try their best. "I'll try" is code for I won't succeed. Whenever I hear "I'll try" from a lawyer I coach I know they will probably not do what they say they will try to do. Instead of "I'll try" use the phrase "I will."

Phrase 3: "But" or Yes, But" Once again this is code for it won't happen. "We can offer that much to settle your case, "but" I can't guarantee we will be successful." If you say that you have already decided you won't be successful. As Brinson suggests use the word "and" instead. "We can offer that much to settle your case "and" if we are not successful we can take another look at it."

Phrase 4: "You should" My daughter, Jill taught me it is a mistake to use this phrase. She told me that when she was a teenager if I told her what she should do, she decided to prove to me I was wrong. "You should offer $1000." Instead, Brinson suggests saying: "If we offer $1000..." or "We may be able to settle this for $1000."

What other phrases do we use with clients that convey the wrong messages?

Definiteness of Purpose

I previously wrote about being influenced early in my life by Napoleon Hill's book "Think and Grow Rich." I read that book as a teenager and I recently re-read it a second time. Although it was published about 75 years ago during the depression, the points in the book still apply today. There are many websites where you can download "Think and Grow Rich" at no charge. Here is one of them http://www.selfstartersweeklytips.com/tagr.htm

Hill also wrote "Keys to Success." The opening sentence in the book is: "Your progress toward success begins with a fundamental question: Where are you going?" Hill then goes on to say that the lack of a clear answer to that question is the stumbling block of 98 out of every 100 people since they never really define their goals and start toward them.

I know many lawyers who are feeling burned out. None I know have clearly defined what they want and developed a plan to achieve it.

Definiteness of purpose requires that you make choices. In my case, I decided I wanted to be the preeminent transportation construction lawyer in the United States. I even went further by focusing my purpose on my clients. I wanted to enable and help my clients to build magnificent projects profitably when they encountered difficulties. When I made that choice, I continued to do billable work in a variety of other areas, but I focused my non-billable time on achieving my purpose. My definiteness of purpose enabled me to determine how best to spend my time.

I set a very ambitious goal. I have always done that. I am reminded of a quote I like attributed to Arnold Toynbee: "It is a paradoxical but profoundly true and important principle of life that the most likely way to reach a goal is to be aiming not at the goal itself but at some more ambitious goal beyond it."

To find success answer these questions:
• Where are you going?
• Why is it important for you to get there?
• What do you need to do to get there?
• What is your first step?

Setting Marketing Goals

Question: How do you set a marketing goal?

Answer: I love this question and I know from experience you are not the only one who wonders about this.

To set marketing goals you first have to determine what you really want to accomplish. Define success for yourself. As Stephen Covey says: "Begin with the end in mind."

I always set an annual dollar amount goal I want to bring in. I do this recognizing at the end of the day I have little control over what happens that will generate work. For example, one year I had a month long trial scheduled that would have involved weeks of preparation and substantial fees. Just as we were starting the major push to prepare the case, it settled. In another year, a client was so happy with a result I had gotten that he gave me a $100,000 bonus. So, when I set dollar goals I knew I did not ultimately control whether I would achieve them. I set them primarily to give me energy and cause me to think about what I needed to do to generate that amount of fees. In 1999, I set a goal of generating $3 Million in fees and had a very detailed plan to accomplish my goal. I did not generate $3 Million that year, but I did come close and a couple of years later I did generate that amount of fees in part because of the client development efforts I made in 1999.

I also set goals on marketing activities. My goals include the number of presentations I want to give, the number of articles I want to write, the number of client visits I want to make, and the number of client workshops I want to give. I like this type of goal because I have more control over my activities than I do the results. When I set activity goals, I like to break them down into smaller components. That way I am more likely to get started and stay with it.

I always ask why achieving this goal is important to me. I do this because I know from experience that if I do not have a good reason, I won't make the sacrifice needed to achieve the goal. I also know that if the reason motivating me focuses on making more money, or having more prestige and power in my firm, I won't make the sacrifice to achieve the goal.

I then establish a date by which I will achieve the goal. Next, I list the activities I will need to do. As you can see from the previous paragraph, the activities themselves become goals. Finally, I take some action right away. I describe this as making sure the train leaves the station.

If you want my help with goals, send me yours and I will provide feedback. In the meantime, if you want to hear a short podcast I did about setting goals, go to my Mac Website and click on the Podcast link at the top.

Setting Goals

I have set goals since childhood. When I was young, I set goals related to my sports activities, such as free throw percentage in basketball, strike outs and earned run average in baseball, and average yards per carry in football. When I started law school, my goal was to finish in the top five of my class. When I became a lawyer, my first goals centered on what I wanted to learn and what I wanted to experience. I remember one year I wanted to have five jury trials. Even though I did not have five jury trials that year, having goals motivated me, stretched me and forced me to prioritize my activities.

Because I owe so much of my success and career satisfaction to having goals and working to achieve them, I struggled when I learned many, if not most, associates do not set goals or have career development plans. Naively, I assumed all associates would enjoy setting goals, having a plan and working to achieve them.

Setting goals is a difficult process. To set goals, an associate must focus on something other than doing billable work. To quote John Lennon" Life is what happens while you are busy making other plans." For lawyers that means doing billable work.

To set goals you must be willing to look inside and determine what you really want. That's tough to do. Many associates are uncomfortable looking within themselves. They know how to please others - parents, teachers, law professors, bar examiners and partners, but do not know what they really want. Sitting down and writing out what they want to achieve in the short-term as well as the long-term is daunting and often leads to a feeling of helplessness. Achieving goals requires a commitment of time and energy, and willingness to take a risk.

Yet, taking a risk can make your career way more enjoyable. I know that has been the case for me. I also know that the feeling of having more control over your future can make the commitment of time and energy well worth it. In the future I will share my thoughts on what you need to do to actually achieve your goals.

Client Development - In a Nutshell

Recently, I made a two hour presentation on client development for some new partners in a large international firm. My presentation was an overview and was filled with lots of information.

While I waited to catch my plane back to Dallas, I sent the new partners an email that captured the 10 main points we discussed. They found what I sent helpful and I thought you might as well.

1. Client development has changed. It is more focused than ever on the client and becoming a remarkable lawyer in the client's eyes.

2. Your clients expect you to understand their industry, their company and them individually.

3. By reading what clients read and belonging to organizations they belong to, you are best positioned to identify their problems, opportunities, internal and external changes that require legal help.

4. Prepare a business plan with goals to focus your attention and not waste time.

5. To become a "go to lawyer" in the eyes of your clients and potential clients, writing and speaking on their problems, opportunities, internal changes and external changes is the best "bang for the buck" use of your non-billable time.

6. Connectors are best suited to get business by being active in the Bar and/or community and building as many relationships with diverse groups of people as possible. Are you a connector? To see, take the test in Malcolm Gladwell's book "The Tipping Point." If you do not have the book, you can find it at his website: http://www.gladwell.com/tippingpoint/tp_excerpt2.html

7. Client development is a contact sport. Be purposeful about staying in touch with your contacts.

8. Clients hire lawyers more than law firms. You get considered based on your profile and you get hired based on how well you build trust and connect with the decision maker.

9. Clients are not satisfied with the level of service they receive. It is important to be responsive and to understand their industry company and representative. Think of ways you can enable the client representative to do his or her job more effectively.

10. Make client development a habit and try to do something, no matter how small, each and every day.

A few weeks ago I was asked by a senior partner in a firm for my description of the ideal lawyer for client development coaching. I quickly responded that I want lawyers who are like Tiger Woods. The senior partner laughed and said that Tiger Woods does not need coaching. I noted that even though Tiger Woods does not need a coach, he in fact has one. My mentioning Tiger Woods had little to do with his ability and way more to do with his desire. Tiger Woods is the greatest golfer in the world and likely to be the greatest of all time. Yet, each and every day Tiger Woods focuses on "getting better." If you have that kind of desire I know you will find getting, keeping and expanding relationships with clients both fun and rewarding.

Conveying Your Vision Matters

As I write this post, Mitt Romney has just suspended his Presidential campaign. I actually had the opportunity to watch his speech. I suspect that had he given the same speech much earlier, he would have done much better with the voters. For the first time, I could clearly understand his vision. He talked about the importance of families and children having fathers. He spoke about our country's challenge with so much money going outside the country for energy. He focused on the importance of limiting government spending and regulations and enabling individuals and corporations to save and spend their money. Finally he spoke about the importance of winning the war on terrorism.

Barack Obama, on the other hand, has articulated a clear vision from his very first speech. Last July I watched the first Democratic debate. Afterwards, I taped the discussion on Fox News with a focus group. Even then, when he was not well known, he connected with the focus group because he skillfully articulated his vision for change and working together to build a better future.

I am reading a great book titled: "Charisma: Seven Keys to Developing Magnetism That Leads to Success" by Tony Alessandra. In the chapter on vision, Alessandra tells the story of a kindergarten teacher who asked a student what she was drawing: "I'm drawing a picture of God," the child quickly answered.  "But sweetheart," said the teacher, "no one knows what God looks like." The young girl replied: "They will in a minute!"

Alessandra notes: "Charismatic people possess a similar, almost childlike faith in their vision and their ability to create change. People will follow leaders (and clients will rely on lawyers) whose vision inspires them and makes their lives more meaningful."

Do you have a clear vision for your future? Do you convey to your clients a clear vision of how you can help them? 

Make 2008 Your Best Year Ever

In December, 2006, I posted my ideas on making 2007 your best year ever. I received a lot of feedback from lawyers who found that post helpful. Many of my thoughts have not changed. I want to share those and some new ones as we start the second month of 2008. Are you willing to go on a journey with me and see if it makes 2008 your best year ever?

Some lawyers I know have not given a lot of thought to what they want. Instead they focus on what they don't want and typically see those things in more detail. Some lawyers know what they want, and even have a fair idea of what to do to get it, but they do not have the commitment or the discipline to actually go after it. It reminds me of people who start diets and join workout facilities in January, and, even though they know better, they are back to their old eating habits and skipping exercise by March 1. Like last year, I have some questions and my Top 10 Tips. If you are interested, I want you to answer the following questions about yourself. You can email your answers to me if you would like my thoughts.

Here are my questions:

1.  What would be a homerun for you in your career and your personal life for 2008?

If you are challenged answering this, think about what you want to accomplish in your career this year, what you want to learn, what would be enriching relationships with family and friends and how you want to live your life.

2.  Picture in your mind, you in January 2013. What is happening in your career, your family and your personal life? Write down what you picture yourself doing then.

3.  What is the one thing you could do in 2008 that you have not done before, that would have the greatest impact on your career and your life? 

Several years ago, I decided that the one thing for me was to use my time more wisely. I also decided that I needed to plan my time each week and write down what I planned to do.

4.  If you know what you want, what is holding you back? Don't say your firm or other things over which you have no control. Instead, focus on what you can control.

In my case, I know I lack self discipline, and more than anything else, I waste time on things that don't lead me toward my professional or personal priorities.

5.  What are you willing to do to achieve what you have described is important to you?
I like the quote attributed to a wide variety of college football and basketball coaches. "Most people have the will to win, few have the will to prepare to win."

Here are my Top 10 Tips:

1. Write down what you want to accomplish in 2008.  Then prioritize your list of what you want to accomplish.
 
2. Prepare a Plan with written goals so you use your non-billable time wisely. I can provide you with two different templates to consider. 

3. Decide on one area to learn that will enable you to be a more effective lawyer in your field. One year I decided to focus on communication to juries. I bought every book I could find on the subject, listened to every tape and read every article. 

4. Get a group of your colleagues together to talk about the main points of leading business books that will make you more effective. If you send me an email, I would be happy to send you my list of books that will make the biggest difference in your career and life. More importantly than reading the books is actually implementing 2-3 things as a result of reading the books. 

5. Use your time more wisely and effectively. Time is our most valuable resource. Whether we care to admit it or not, our challenge is not that we do not have enough time. Instead, our challenge is that we do not use the time we have based on our priorities. Occasionally, I challenge myself to write down things I do - or things I should do that by not doing them - wastes my time.
 
6. Think of ways to apply the 80-20 rule. Let me give you examples so you can think about it. Twenty percent of the things we do create eighty percent of our success. What is that twenty percent for you? Eighty percent of a typical lawyers business comes from twenty percent of his or her clients. Which of your clients generate eighty percent of your business? 

7. Decide how much non-billable time you plan to spend developing your career and client base in 2008 and divide by 50. Each week give yourself a report card on whether you spent the number of planned hours and how well you spent it. 

8. Get more face time with clients and prospective clients. One of the lawyers I coach has discovered that each and every time he meets in-person with a client, he comes away with a new matter either right then or shortly thereafter. 

9. Develop your elevator speech. Send me an email that tells me all I need to know about you to recommend that a potential client hire you. Why am I suggesting this? First, if you do not know why a client should hire you, the clients clearly won't know either. Second, this will cause you to think about your elevator speech. How many times have you met people who ask what you do? Telling them you are a litigator, or a corporate lawyer or a tax lawyer may be absolutely accurate, but it will not likely get you very far.
 
10. Get a friend in your firm or outside your firm who will be like a success workout partner. Why do this? It is just one good way you can hold yourself accountable. When I had a workout partner, I was way more likely to show up at the fitness center even when I did not feel like it.

11. Make client development a habit. Do something each and every day, no matter how small. The lawyers in one firm I am coaching came up with a list of 33 potential small client development activities they could do each day. Can you come up with your own list?

12. Finally, and perhaps most importantly, spend more quality time with your family without feeling guilty. When you are with your family, be in the moment with them. Focus on them both externally and internally. Do not let your mind wonder. One of my first mentors was known as a hard worker. Yet he spent more time with his family than any of the partners in the firm. How did he do it? Put simply, he did not waste time on things that were not his priorities. You can spend more time with your family, if you spend your billable and non-billable time more efficiently and more effectively based on what is most important to you.

I am still really enjoying posting client development thoughts for the day on my Mac computer. Over the weekend I posted one about setting goals and what I have learned from Brian Tracy's books. Today I posted one about making your friends your clients and your clients your friends. I hope you will find these thoughts helpful. Go to http://web.mac.com/cordpar and check it out.

Take it to the Bank: A Primer on Poor Client Service

Sometimes the best way we can learn about client service is to actually be a client. In the last month my bank, which will remain nameless, taught me more than I could possibly imagine.

When I left my law firm at the beginning of 2005, I chose the bank that was on the first floor of my building because of the convenience. The bank is a well known, large, national bank. In January of last year I moved my office to another location. The branch in my old office building was no longer the closest branch. We made our deposits and other banking activities at a branch that was closer to my new office.

In December, I happened to be in the neighborhood of my old office and I needed to make a deposit, so I went to the branch in the old office building. While I was in line, Yvonne, a face I remembered came up to me and said hello to me by name. Since I did not remember her name and I had not set foot in that branch for a year, I was impressed. During her greeting I learned she was my small business banking executive. That was also interesting since I had not heard from her during 2007. I discovered that she was not even aware I had moved in January. I thought to myself: "My small business account manager is paying such close attention to my business that in the 11 months I had been gone, she had not learned I had moved from the branch manager, and had not been curious enough to even call me when she didn't see me, or my staff, in the bank."

The first week of the New Year I got a call from Yvonne. She wanted to come by and visit. She mentioned she wanted to talk about a change in my account. I thought she must be referring to the increase in deposits in my consulting firm account and the decrease in deposits in my law firm account. I assumed that would generate questions by her about what I was doing. I really did not think I needed to talk to her, but I agreed to meet with her

We set the appointment for 2:30 January, 9. That day at lunch I sponsored a webinar, so I ate lunch late and hurried back for my appointment. At 2:30 a young guy named Ramin showed up at my office. I figured he was Yvonne's assistant and that they traveled by separate cars. WRONG! To my surprise, Yvonne was not going to attend the meeting and she apparently did not have time to call me and let me know. Instead, to my surprise, I was meeting with Ramin, a young guy, who introduced himself as my small business account manager. Funny, I thought Yvonne was my small business account manager. I had never even met or heard of Ramin.

Instead of building rapport in any way or even asking me questions about my business, Ramin began by looking down at the papers in his hand and telling me a couple of things about my account. I had a savings account, a checking account and a line of credit for a certain amount. Duh, I think I knew all that.  Then Ramin told me he could convert my checking account to an interest bearing account, increase my line of credit by more than threefold and decrease the interest rate on the line of credit. When he finished, I began to laugh to myself. I was thinking: "Now I know why Yvonne did not show up. She couldn't  make magic with new opportunities like Ramin could." Knowing that was not the case, I asked: "Why is this the first time I am hearing about all these wonderful things the bank can do for me?" I also thought: "Ramin clearly had not done much homework because he clearly did not know I have no need to use the line of credit."

As I pondered these things, Ramin said: "You must be keeping the vast majority of your money in your personal account instead of your business account." I mentioned that at the end of the year I pay myself as much as I can so there is very little in the account.  It took me a couple of minutes before I realized that Ramin didn't know I have two businesses. It turned out that he had only pulled the records on my law firm account and had no clue what the banking activity had been in my consulting firm. By this time, I was laughing at how a large, large, well known bank could so badly screw up a meeting I did not even want. While laughing to myself, I was also getting mad that the large, large well known bank had so little regard for me as a customer.

I let Ramin know that I was unhappy that my small business account manager did not even know I had two businesses, or that I did not borrow money. I also let him know that I was disappointed that the bank had waited until his visit to tell me I could get paid interest in the business checking account.

Later I received an email from Ramin telling me I had two businesses, both of which had savings and checking accounts and that my law firm had a line of credit and my consulting firm did not. He suggested closing the line of credit in the law firm and getting one in the consulting firm for more than three times the amount I had in the law firm.

I replied telling him it was ok to do that. He replied giving me a list of information I would have to provide to get the line of credit for the consulting firm. Included in the list was my personal net worth and the amount of my housing payments.

I am reading "The Trusted Advisor" for the third time. Every lawyer who serves clients needs to read this book. The authors state: "Before you go into any meeting with a client (or prospective client), figure out the two or three things you want the client to absolutely believe about you by the end of the meeting." The authors suggest you can show them by doing homework about the company and asking questions that reveal you have done your homework. "Such questions give evidence that you are thorough, that you respect the client's time enough to be prepared, and that you are ready to get right to the issues."

My bank representatives didn't do their homework. I feel pretty certain that no lawyer would ever make the client service mistakes my bankers made. Frankly the bank would have been better off to make no contact with me. I do think there are legitimate client service topics to discuss. Here are some questions:


  1. What would you have done if you saw a client representative you had not seen in 11 months?

  2. What would you have done to prepare for the meeting with the client?

  3. How would you expect a client to react if you sent a junior member of your team the client had not met and you didn't even tell him you wouldn't be there?

  4. Just suppose this junior member of your team started the meeting by telling the client representative he is the client's new lawyer?

  5. Assume you went to the meeting, how would you start the meeting?

  6. At what point would you start telling the client how your firm could help the client?

  7. How would you end the meeting?

  8. How would you follow up?


If you want to compare your answers to these questions with mine, send me an email.

P.S. After I wrote this I got a call from Tony. He said he was with ...bank (my bank) and the ...branch (my old office branch). I immediately thought he was the branch manager calling to apologize. Instead, he thanked me for being a great customer and then told me he could "give me a deal" by extending my line of credit with a significant decrease in the interest rate. I asked Tony if he had by chance spoken to Yvonne or Ramin. Needless to say he had not.

I am still doing short client development thoughts on my Mac. I have been able to even include short videos. If you want to check it out go to http://web.mac.com/cordpar/Client_Development_Tips/Blog/Blog.html.

Client Service: The Ritz Carlton Way

Last week I wrote about client service and the difference between my experience with my Apple Mac computer and my PC. Even though there are differences in the computers, for me the two computers function in much the same way. The real difference is the experience owning and using my Mac computer. It is the service at the Apple store at the Genius Bar, in the group training that is offered and in my one-on-one training. Apple isn't the only company focused on providing extraordinary service. I recently came across a great Wall Street Journal article on service titled "Selling the Special Touch." http://online.wsj.com/article/SB115318546810009370.html  

If you want to learn some valuable ideas about client service read the article and even consider going to the training Ritz Carlton offers on client service. I have experienced client service the Ritz Carlton way first hand.

In 2005 my daughter got married within a week of mine and Nancy's 35th anniversary. So, we planned an anniversary trip to Hawaii in November. An extremely urgent client matter came up which required me to cancel our trip to Hawaii. We then decided we would take a three day weekend and go to the Ritz Carlton at Marina del Rey in Southern California. As a treat we decided to stay on the club level. (If you haven't ever done it, stay at least one time on the club level at a Ritz Carlton.). Two days before our check-in I received a call at my office from Maria. She worked on the club level and she wanted to talk with me about my upcoming trip. She asked if I had any special requests. I reported we would be landing at LAX at about 8:30 AM and would really appreciate an early check-in. Then she asked if this was a special occasion. I told her it was a belated 35th anniversary trip.

Two days later we arrived at the hotel at about 9:15 AM. People were checking out. When we got to the front of the line to check in, the person behind the desk called Maria over to greet us. She told us she would check us in on the club level. She said there were two different rooms with different views that were available now. After we selected the room we liked best, Maria checked us in and introduced us to Tom who was the day manager of the club level lounge. At a point Tom asked if I had any questions about the club level. I asked what time they opened on Saturday morning. I think he said 7:00 on the weekends. Since that would be 9:00 Dallas time, I wanted coffee earlier in the morning. I asked where the closest Starbucks was. He told me and said they likely opened about 7:00 on Saturday also. I thought he was wrong about that, but I didn't say anything.

In the afternoon, Nancy and I went for a long walk along the water. When we got back to our room we found a coffee pot, two Ritz Carlton mugs, enough Starbucks coffee to last a week and a couple of other treats from Starbucks. Tom's handwritten note wished us a happy anniversary and told us to keep the Ritz Carlton mugs as an anniversary gift from the hotel. I was blown away. Tom had obviously listened to me and knew he could provide extraordinary service by finding a way for me to have coffee before he opened the club lounge.

For many of us as lawyers, when our clients come to us to help them, it is not a Ritz Carlton vacation. Instead we are helping them solve what may be a very difficult problem. How can we apply the Ritz Carlton service to that help we give our clients?

Differentiating Yourself

Our clients expect us to do high quality work. They know that if we are in a well known and reputable law firm, we must do high quality work. One of the problems we face is that the lawyers with whom we compete also do high quality work.

In surveys of the Fortune 1000 corporate counsel, 75% say they do not recommend their law firm to others and if they thought they could find a law firm that would be different, they would switch firms. They are not upset about the quality of the work, or even the hourly rates. Most are upset about the quality of the service, cost inefficiencies and the lack of interest and understanding of their industry, company and them individually. I think client service focuses on the experience the client has when you are helping them.

On Friday, I was in Miami for a presentation to the new partners in an international law firm. While I was at the Miami airport waiting to go home, I received an email from a lawyer I coached a couple of years ago. It included a video telling the story of a young guy who bagged groceries and how he made the experience different and unique for the shoppers in his store. Here is the link to the video.  http://www.stservicemovie.com/
 
I love the commercials on television with PC and Mac. Like most lawyers, I own PCs in my office. But, I purposely own Macs at home and I frequently use my Powerbook at the office. At the end of the day even though PCs supposedly crunch numbers better and Macs are better at some creative applications, the computers do about the same thing in my world. Why do I like my Mac so much more? It is about the experience and the service. I actually love going to the Apple store. I pay $99 a year to get "one-on-one" training as often as once a week. I typically sign up to have my one-on-one training with Chris because he knows me and what I want to learn.  While at the store I look around and see a small table with young children seated on the floor using the computers set up on the table. I see fathers or mothers with a child learning how to use an application and I see elderly couples learning to use a computer for the first time. When I leave the store, I feel I have really learned something valuable. Recently I have been learning how I could create this Blog on iWeb. I am really not a computer guy, but I can actually do it. Take a look at my creation by pasting the website below in your browser. http://web.mac.com/cordpar/Site/Blog/Blog.html. I likely will switch my Blog to that website in the future because it is way easier to use and is way easier to insert media, including photos. When I do, you will need to subscribe to the Blog on the new site. I will always have this site and will also put a copy of the Blogs posted here on the new site.

What's the point of the PC v. Mac discussion? Put simply, if you are a great lawyer in a well known firm competing against great lawyers in other well known firms, the best way to distinguish yourself is by the quality of your service, your understanding of your clients' industries, companies and individual representatives and your ability to provide what they need and want in addition to high quality work.

Little Things Matter: You Don't Have to be a Travel Agent

The attorney in this Little Things Matter story is not a travel agent. He took a little time to give his client some tips that would make his client's NOLA trip more successful. By the way, you may want to keep the tips in case you plan a NOLA trip - I know I'm keeping them.

The client told me he was going on a trip to NOLA.   Given that I went to school there for 7 years, I took the time to send this email unsolicited.  It was very much appreciated.


Hotels:

  1. W on Poydras - Right next to the casino and has a great bar by the name of the Whiskey Blue.   It's expensive, but worth considering if you have Starwood/Amex points or a highly compensated general counsel.

  2. The Ritz Carlton on Canal - They give great rates if you're a shell employee.  I've stayed there before as a "Shell employee."  We can discuss over dinner.

  3. The Windsor Court -  I am staying there in October for $200 a night.  Great hotel right next to the W.

  4. The Intercontinental on St. Charles - This is just two blocks from Canal street and a bit more low key.  I have stayed there many times and they have great rates for a 4 star hotel.


Restaurants:
 
Dinner:

  1. NOLA - In my view, the best restaurant in the City.  It's an Emeril (sp?) restaurant.

  2. Redfish Grille - A bit more casual, but great food.  Right on Bourban Street near Canal.

  3. Jaquimos -Uptown near Tulane.  Very good food.


If you want to go fancier, consider Commander's Palace, Antoines, Gallatoires or Arnaud's.  Also, you might consider a drink at the "old absent house" on Bourbon before dinner.

Lunch:


  1. Mother's on Poydras - Best Cajun/soul food in town.  Worth the wait.

  2. The Gumbo Shop - In the quarter.  Very solid.

  3. Camillia Grille - Uptown by Tulane.  This is a NOLA institution.



Little Things Matter: What about a Turtle?

Phil is a lawyer I am coaching. He works on big real estate projects. Recently he told me how his gift of a crystal turtle to a client representative made a difference - it's another example of how little things matter.

By way of background, Phil and a team of lawyers worked on the development of a new corporate headquarters for a large company with a long-term lease to the company.  The job site is presently the largest construction site in Quebec and the largest leasing transaction in Montreal in the last 30 years. It has received a lot of press since the move to the new headquarters will result in the relocation of several thousand employees and will consolidate several locations across the city.   Negotiations were expected to be (and were) protracted.  Both the tenant and developer wished to keep things quiet for as long as possible and accordingly devised a codename for the project. "Turtle" was selected, largely because the word had nothing to do with the actual project.

Some months ago, partway through the project, Phil saw a crystal turtle and thought that it would be an appropriate memento to present to his client representative when the deal closed. Phil gave the crystal turtle to the client representative and received the following email:

Phil,

I can not begin to express my gratitude for the wonderful gift you gave me
yesterday. It is not only stunning but the theme of the piece is quite
appropriate.  It has found a very special place in our home such that it
can be admired daily.

Please express my personal thanks to everyone on your team who worked
tirelessly on both Phases 1 and 2 of the Turtle project. Without their
dedication and resolve this file would never had been completed.

I have always appreciated your frankness, humility and professionalism. I
particularly admired your collective composure under the tremendous time
constraints imposed upon us.

You are a group of true professionals, who I am ever so proud to be
associated with.

Many thanks once again


I think there are two important points here. First, the gift would have meant nothing, absent the high quality work and service the law firm team exhibited in handling a very complex project with tight time constraints. Second, when you can tie a gift to a project it will be remembered forever. It's just way more memorable than anything with the law firm's logo on it.

Most Rainmakers

I am frequently asked about the attributes of rainmakers. I have given it some thought and here is what I see in rainmakers.

Most rainmakers are really good lawyers. They may not be the smartest lawyer in their field but they have focused on always getting better and becoming the best lawyer they can be.

Most rainmakers are genuinely likeable. They connect well with other people in large part because they are able to convey they really care. They are empathetic and understand the other person's point of view. They are good listeners. They are able to build trust and rapport quickly. They are open and friendly.

Most rainmakers have a confidence inspiring personality. When I was a young lawyer we did not have mentoring programs, but mentoring took place every day. I remember one of the first things I learned from my mentor was that clients need to feel you can take care of their problem. They are entrusting something really important to them in your hands.

Most rainmakers are willing to get outside their comfort zone. I believe real achievement occurs when you stretch and try something that is uncomfortable. In 1980 I gave my first presentation to a large audience. I was really nervous about it and stayed up all night before the presentation going through it in my head. I visualized the audience and visualized me speaking. The next day I did the presentation and it was well received. I was also nervous the first time I tried a case to a jury. I spent hours and hours preparing for the trial. I remember cutting my hours in the bill by half. In each of these instances, getting outside my comfort zone gave me confidence.

Finally and perhaps most importantly, most rainmakers know what they want, they know what their clients need and they deliver value and exceed expectations.

The Brand Called You: Building and Broadcasting Your Brand

One of my favorite business books is "Never Eat Alone" by Keith Ferrazzi. I have listened to the book on my iPod and read a hard copy of the book. Most law firms are focused on building their brand, but only a few lawyers are focused on it. In chapters 23 and 24, Ferrazzi discusses building and broadcasting your individual brand. What do you want people to think when they hear your name? There is also a great article Tom Peters wrote for Fast Company magazine titled; "The Brand Called You." You can read it at http://www.fastcompany.com/magazine/10/brandyou.html

When I was building my law practice I wanted my potential clients to think I was:
1. The preeminent transportation construction lawyer in the US
2. Innovative
3. Construction business savvy
4. Likeable
5. Caring
6. Focused on helping contractors

For 25 years I wrote a column for Roads and Bridges magazine titled "Law: The Contractor's Side." That column enabled me to build my brand more than anything else I did because it gave me the opportunity to show readers I understood them and their industry.

What do you want your clients to think about you? What is the best way to show them your brand?

Little Things Matter: You'll Want to Remember This

Here's another Little Things Matter that demonstrates how much it counts for you to remember little things your client or potential client tells you. The attorney in this story not only remembered what her potential client told her, she did another little thing that mattered.

I had a phone coaching session with Cordell yesterday and I mentioned that I had been focusing the last 30 days on in-person client visits. I have also been trying to incorporate the "give away" idea Cordell has discussed. I have had a lot of fun getting to know my clients and potential clients on a more personal level. I wanted to share with you the following, in the hopes that it may inspire and/or assist you in your efforts.
I ran into a long-time acquaintance recently, we'll call her Mary, who I had not seen in some time. "Mary" and I got to talking and I learned she had recently become engaged, is planning a wedding, and is also in the process building and buying a new home. "Mary" mentioned that she had not found time recently to work on fitness and that she wanted to get back on a fitness program before the wedding. She also mentioned her plans to rent her existing home to a tenant. A week or so after my meeting with "Mary", I was in a bookstore looking for a specific book. While there, I thought about "Mary" and remembered a health eating/fitness book I had read. I called "Mary" and stopped by to see her after work, where I presented her with a small gift bag with the book and a note. She was very touched, could not believe I had remembered her mentioning her desire to become more fit before the wedding, and could not thank me enough. She has already asked me if I can prepare a lease and to review the contract for her new home."


We all know it's important to listen to what your clients tell you. We all know we need to listen to what they say about their legal issues. That's a big part of being a good lawyer. But if you want to build relationships with your clients, you will want to listen to what they say about themselves. Then you'll know what little thing to do that will matter.

Little Things Matter: Being Creative

I have received lots of feedback and ideas on holiday gifts and cards. After posting Little Things Matter last week, I received this email from a lawyer I am coaching. Here is her good idea:

Cordell,

You talked to me (and others) about "the little things," so I decided to add a personal touch for a couple of gifts.  I hope it's not too corny.
 
The one and only crafty thing I do is make these amazing Christmas wreaths using a fresh wreath and adding a lot of other stuff, like fresh fruit/cinnamon sticks, really nice ribbon etc. -- hard to describe but really classy (Think Williamsburg).  You'd pay north of $150 for something like it at stores.  So, I'm doing one of those for my number one client contact (who is on maternity leave) and sending it to her home with a wreath hanger.
 
For a rental car company client, I'm doing two "car themed" wreaths (with hangers) that my two contacts can hang on their office doors.
 
I will send you pics when they are done.

Little Things Matter: Holiday Gifts and Cards

Christy is a lawyer I am coaching. She advised me that for more than 1/2 of her clients/business friends, she includes her own family Christmas card with the firm's holiday card along with a personal note about something she and the client had discussed or share in common.

She also keeps a list of every client's preferences (football teams, kids' names, hobbies, etc.) She tries to make every gift something that lets them know she didn't send out 20 others just like it.  Last year one of her clients had run a marathon with his daughter in the fall and for Christmas she sent him a hat which said "26.2" and wrote a note about his accomplishment.  Pearl Jam is one of her client's favorite bands. So, she sent him a vintage Pearl Jam tee-shirt.  One of her clients is an avid fisherman. So, she sent him a fishing vest.   Those gifts cost less than $30 and her secretary ordered them after she told her what she wanted.  She is certain she got way more mileage than if she had given anything from her marketing department or a $100 gift basket.

David, another lawyer I am coaching asked me what I would suggest he do for peripheral clients so his holiday card would not be considered "spam." I suggested that for his clients who drink coffee he include a $5.00 Starbucks gift card and a handwritten note.

As you are contemplating your holiday gifts and cards, I thought you might find this article helpful.

http://www.theremsengroup.com/77

Plans are Nothing, Planning is Everything

How can a young lawyer develop an effective plan? First, keep in mind that as Dwight D. Eisenhower once said:  "Plans are nothing, planning is everything." The thought that goes into developing the plan is invaluable. In order to make the planning process valuable, the partner should answer questions including:


  1. What is your target market?

  2. What steps have you taken to understand your target market's industry and business?

  3. What are the problems, opportunities, external and internal changes your target market is facing?

  4. What solutions can you offer?

  5. What makes you unique and able to add value to your clients better than your competitors? 

  6. What do you consider to be areas where you could improve?

  7. What client development efforts have you made in 2007? Which were successful?

  8. What do you perceive as obstacles to your client development success (either firm or self-imposed)?

  9. What have you done to expand relationships further with your existing clients?

  10. What is the one thing you can do that you are not doing now that would have the greatest impact on your client development efforts?

Little Things Matter: Hunting for Clients

Hunting is really a big deal in Texas. Many Texas firms entertain clients by taking them hunting.

Daryl is a lawyer and friend I am coaching who is a partner in a Texas firm.  Daryl's firm has an annual Dove Hunt for clients and members of the firm.

Daryl has been handling a complex case for a national company which is headquartered in Texas. He has gotten to know the CFO and a Senior Vice President very well, so he invited them to the firm's Dove hunt in October. One of the invited guests had a conflict, but he advised Daryl that the company CEO enjoyed hunting even more.

Daryl sent the CEO an email inviting him to the Dove Hunt. The CEO replied that he would love to participate but he had promised his son he would take him hunting the first weekend of Bow Deer Hunting season. Daryl thought about just replying and saying "maybe you can join us next year." Before he sent the email, Daryl decided to pull up the Texas Department of Wildlife website to find the actual beginning date for the Bow Deer Hunting season. Daryl told me it took only a couple of minutes to do this research. He learned there was no conflict and sent an email to the CEO telling him.

As MasterCard might phrase it, the reply from the CEO was "priceless." He said: "I love it when my attorney has the hunting season dates memorized."

Little Things Matter: What's the Point (PowerPoint)?

This weeks Little Things Matter exemplifies the phrase "less is more." The attorney who provided this story saw that how much detail you have in your presentation may seem like a little thing, but to his audience it mattered.

I was giving a conference last week end in Canada.  I was running late Friday in the preparation (I was rushing to finish a 20 page text) and I wanted some visual support as well, so I had asked a junior lawyer to extract from the draft of my text a power point presentation and to put it on the Firm format.
 
She did a very good job, based on the model of the firm.  Format is blue on gray, with all the points duly recorded.  This promised to be a classic presentation.
 
Will was doing the English counterpart next door and he sent me his power point Friday PM.  His presentation was a mere 12 pages, with pictures and a few highlights.  It was not meant to reflect all of his speech, but rather to illustrate a few key points in a very attractive and visual way.  It struck me that Will (a Cordell alumni) had followed Cordell's recommendations!!
 
I flipped it back to the junior lawyer saying I wanted something Cordell-like.  I gave her a 5-minute crash course on what I meant!  She ran for an hour on google "search images" and prepared a superb short and sweet presentation, which I could use here and there to put some colour in the audience, while speaking freely about the substance of the speech.
 
Both Will and my presentation were major blasts at the conference, with people telling each of us what good speakers we were!

What little things can you change in your next PowerPoint that will matter to your audience?

The Voice of Our Clients

For many years I have said as lawyers we focus too much on what we do and not nearly enough on what our clients need. How can we learn what our clients need? Put simply, if we do some research and listen intently, they will tell us.

Two of my friends with Patton Boggs here in Dallas, Charlie Miller and Ronna Cross, recently published an article titled: "Capturing the Voice of the Client." You can find it at http://www.pbdi.org/Originate/default.asp?Action=GetDetails&ArticleID=31. I urge any lawyer who represents businesses to read the article. It will show you ways to capture the voice of your business clients.

Reading the article caused me to think again about the voice of our individual clients and client representatives. In law school we were taught to "think like a lawyer." Imagine if we had also been taught to "think like a client." We would be in a far better position to help our clients. To "think like a client" we must work on being empathetic and walking in our clients' shoes and we must build trust and rapport with them.

According to Wikipedia, empathy is defined as one's ability to recognize, perceive and feel directly the emotion of another.  For us it is the ability to look at things from our client's perspective. It is very important for us to understand how our client or client representative views the matter we are handling and what is important to them. Keep in mind that for a business client our legal work is in the context of their business and for an individual client, our legal work is in the context of their life.

Habit Five, in "The Seven Habits of Highly Effective People," by Stephen Covey, is: "Seek First to Understand, Then to be Understood." That is a great habit for lawyers to follow. Covey points out that only a small percentage of people engage in empathetic listening. Most of us are figuring out what we will say instead of listening intently to what our clients are telling us. Covey also urges readers to diagnose before prescribing. Far too many lawyers want to demonstrate their brilliance before the client has finished describing the situation.

How do we diagnose? We need to ask questions and listen intently. Here are some questions or statements we can use:


  • Tell me about...

  • What is it like...

  • Tell me more...

  • Help me understand...

  • Can you give me an example of...

  • How did you...

  • Bring me up to date on...


Sometimes our clients will tell us one thing, while their body language is telling us something different. In his book "The Likeability Factor," Tim Sanders points out that the first step to understanding how others feel is to recognize their emotions which, with practice, can be read on their faces long before they tell us how they feel. Sanders references the work of Dr. Paul Ekman and includes a quote: "Facial expressions, even quickly passing, signal emotional expression. The face is the mind's involuntary messenger."  On his website, Sanders identifies seven facial expressions we should be looking for and what emotion they signal http://www.timsanders.com/downloads/faces.html .

How can you build your empathy skill set? There is plenty of information on the internet. Tim Sanders points out that many empathy training courses use movies as a device to understand feelings and gives readers a website for  recommendations: http://empathy.colstate.edu/films.htm. That website includes many other resources for learning to become more empathetic.

When meeting with clients, prepare the way Charlie and Ronna suggest in their article. Find out as much about what is important to your client or potential client as possible. During the meeting, build trust and rapport by asking questions and listening intently. Put yourself in their shoes so you can understand best how to help them. After the meeting follow up in some way that demonstrates you were paying close attention to the voice of the client.

Little Things Matter: Doing More Little Things Builds Relationships

As you saw in last week's Little Things Matters, taking a little bit of time to send a card can be important.  This week you will see that sometimes you may want to do more little things that matter.

We are weaning work away from his long time corporate attorney.  That attorney is handling the acquisition of a company, and all I have ever done is tell my client what a good attorney he is and how he should use him as long as he is happy and getting good service. 

And in the meantime, I have done the little things.  I have learned more about his business, and I introduced him to numerous financing sources and options for the acquisition b/c he was about to pay $1M to a company to find financing for him.  My client has told me several times how appreciative he is that I am going the extra mile to help him find financing, and that his other attorney never offers this kind of help -- he just does the legal work. 

Even though it looks like Bill (who I introduced to him) will provide the financing, I have tried to find my client a back up plan, and Dave is helping.   I introduced my client to another client and friend who has a private equity fund, Hank Williams.  And I also introduced him to a quality, independent banker willing to take some risks on deals like this. 

I also sent my client information on a UT seminar I saw about doing business in India and China since he does business in both places. 

I predict we will continue to get more good work from them.  He just sent us a huge check for fees last month.

Here is an email I received from him:

Sam,

Thanks.

We made an offer of several Million to the seller with a upside of additional few million subject to forecast for the company.  Our VP is visiting the seller of the company in Phoenix this Friday. After this meeting we will know where we stand on this acquisition and will have to finalize the financiers.

Currently, Bill, who you introduced to us, is our best choice.  Today Dave offered to introduce BNP if we chose to go with a bank. Once everything is clear we can contact Hank Williams. Also, thanks for sending me the UT flyer on India and China. I have always felt blessed for being able to work in the USA, India and China - the best opportunities are in these countries.

Best Regards,
Client



This attorney is not just doing good legal work for his client, he is building a relationship with his client.  And he's helping his client build relationships with other to the benefit of his client. I also like that he is not tearing down the corporate attorney.  By staying positive about the corporate attorney, he builds himself up.

How can you do more little things for your clients that will matter?

Good News and Bad News about Client Development

Last week I spoke at a firm's associate retreat on client development. I began by saying I had good news and bad news and I asked which they wanted to hear first. The associates picked the bad news. The bad news is that client development has never been more complicated. The good news is that a very small percentage of lawyers will actually do the activities that will enable them to build their client base. Some lawyers will never start developing business and others may start and then quit when they hit a dip or simply get bogged down doing billable work.

How can you increase your chances of doing the activities that will ultimately develop business? Here is my suggestion:

I often say: If you know what you want (not need) to do and have a good answer to the why question (why it is important to you)  you will far more likely have the commitment and discipline to do it, even when you hit a dip.  There is one other really important thing that will make you far more likely to do something. Many studies have shown that people are far more likely to do something if they in advance identify specifically what they intend to do and WHEN they intend to do it. So, anything you decide you want to do, you will far more likely do it if you also identify when you will do it rather than leaving that ambiguous.

I know many young lawyers have trouble identifying what they can do to develop business. If you would like some ideas on what you can do, send me an email. cparvin@cordellparvin.com

www.cordellparvin.com

 

Little Things Matter: Sending a Card Counts

Have you thought about how much little things matter?  It's easy to get so focused on practicing law, doing good work, and accumulating billable hours.  We need to get these "big things" done.  However, there are plenty of examples of how important little things can be.

With the holidays approaching, this is a good time for us to think about the importance of little things. Each Friday for the remainder of this year, I'm going to post stories of attorneys doing little things that matter to their clients. Of course I will change the names to protect the innocent and edit the stories to preserve confidentiality, but the essence of the stories will remain intact.

I hope these blogs will help give you ideas on what you can do for your clients. And if you have a story to share, please forward it to me, it may help someone else.

Little Things Matter

An attorney I am coaching did a little thing that his client appreciated. It doesn't take much time to send your client a note or card but it will matter to the client.

I sent my client a card upon learning about the arrival of his new grandson. He responded by sending this email:


Thank you for taking the time to send the card regarding my family's new addition.  I have shared it with the family and it was sincerely appreciated by all.


What client just came to your mind when you read this little thing?  You may want to take a few minutes to send that client something that will matter.

Thinking About Success...Again

I will be speaking to groups of associates in two law firms in the next week. The topics generally will cover the secret of being a successful lawyer and having a fulfilling and active family life.

When I was billing 2000 hours I did not have time to study or understand why some lawyers are successful and have a great family life and why others are not. I also did my client development instinctively and some things worked very effectively, while other things did not work quite as well. I didn't have time then to sit down and analyze why.

Now, that I am coaching and working with lawyers, and researching and writing, I have a much better idea of the attributes of the most successful lawyers who also have a family life and I understand better why certain client development efforts work more effectively than others. While each lawyer I know has unique talents, weaknesses, ambitions and practices, and there is no magic pill or formula, there are principles that I urge you to think about and try.

I have written about those principles in previous Blog postings and on my web page you will find two articles I wrote that were published this year. The first was published by the New York State Bar Association YLD publication "Perspective" and the second was published by "Marketing the Law Firm." It is kind of a shorter version of the first. They both address some of the principles I mentioned.

As I have outlined on this page before, it all begins with our attitude. When we talk to our self do we say: "Yes, but..." or "Sure. How...?" do we say; "My problem is..." or "my opportunity is..." Next, we must have clarity on what we want in our career and life. Our time and energy are our most important assets. If we do not have clarity by having a written plan and written goals we waste precious time. Next, we need to focus on what our clients need. They do not want to be sold. They do not care about what we do. They hire us to solve problems, help them achieve opportunities or deal with internal or external changes. If what we do does not address those issues, the client will not hire us, no matter how good we are.

We need to build our profile. Over time it really helps to focus on a niche and become the "go to lawyer" in that niche. It should be something clients need and you are passionate about. One lawyer I am coaching sent me her revised plan. She identified clients and potential clients, what she could do for them, two specific areas she wanted to focus on and become the "go to lawyer" and a game plan to become recognized by the clients she wants to serve.

Building our profile gives us the opportunity to build relationships with clients and potential clients. At the end of the day, we get the opportunity to be considered based on our reputation and recommendations, we ultimately get hired based on how well we connect with our clients and build trust and rapport. Assuming we do high quality work, we keep those clients by understanding their industry, their business and their personal needs. I also say that I want my clients to be friends and I want my friends to be clients. So, the personal relationship we develop really does matter.

When we become more successful we need to build a team. Young lawyers who will later work with you will be thinking "what is in this for me to work with...?"  We need to treat them as if they are as important as our most important client because without their help we will not retain our most important client. We need to align their goals with our own and our client's goals, provide sufficient information in a timely way for them to do their work and then constantly give feedback.

Finally, we need to plan our personal time at the very least as well as we plan our work time. For me, Saturday afternoon starting with lunch has always been Jill's time. It is more challenging now that she is married, but we still try to spend that time together, now usually with her husband and my wife, Nancy, included. When we are with our family, we need to be in the moment, not answering blackberry emails. You will see in this Boston Globe article that my grown daughter brought that point home to me well. http://www.boston.com/jobs/news/articles/2006/07/02/businesss_new_task_turning_off/

I recently came across a report titled: How Superachievers Outperform Others by Dr. Donald J. Moine. I found it very supportive of what I have learned and written about how super lawyers outperform others. You can find it on the Selling Power webpage http://www.sellingpower.com. If you have trouble finding it or downloading it, send me an email and I will get it to you.

The Power of Observation in Client Development

Simple observation can be a powerful client development tool. In his book Making Rain, Andrew Sobel tells a great story about his son's interview with the head of admissions at a college to which he was applying. Sobel describes that at the end of the one-hour interview, his son said to the admissions director, "I notice you're wearing an Outward Bound pin. Are you a graduate?" "Oh, yes," she beamed. "This past summer I finally took one of their adult courses--it was something I had wanted to do for years." As Sobel points out, this story illustrates how you can break through when you make an emotional connection with someone. What does all this mean to lawyers? Put simply observation and doing your homework can be powerful client development techniques because it allows you to connect with the client on a personal level.

Here are some ideas on applying those techniques. Before you meet with a client or prospective client do your homework. Prepare for the meeting by finding out as much about the person and the company as you can. Where did the client representative go to college and law school? Where did he work before joining the client? Has he written any articles? When you arrive at the office, take a look at the coffee table books and magazines in the reception area. They may be industry magazines or may be books about the city or state of the business. Whatever they happen to be, they convey the client's interests or values.

Meetings in the client's office provide ample opportunity for observation. What is on the wall and shelves? Are there sports pictures, pictures of his or her kids, or works of art? What books are on the book shelves? Is the office neat and tidy or kind of messy?

With the information you gather by observation you can find ways to connect with the client. You can subscribe to trade publications, send things you find that will be of interest to your client, and read some of the books that interest you.

Client Development Questions For Associates

Many associates, especially those in large firms, wonder whether it makes any sense to learn about client development and if so, what they should learn. Here are some client development questions for you to ponder.

General

Why should you learn about client development when your firm represents some of the largest companies in the United States and would likely not want a client that might engage you?

Planning

Why is it important to set goals?

What is the most important element of effective goals?

What are the most important elements of an effective business development plan?

How much non-billable time do you believe you should spend on your own career development and client development each year?


  1. 100 hours

  2. 200 hours

  3. 300 hours

  4. 400 hours

  5. 500 hours


Client Development

What should a 1-3 year associate do on client development that will provide the greatest return when he or she becomes a partner?

What should a 4-7 year associate do on client development that will provide the greatest return when he or she becomes a partner?

How can you best build your profile?

What do you think a lawyer interested in developing clients by being active in the bar should do?

What do you think a lawyer interested in developing clients by being active in the community should do?

Why is it important to write articles?

Where can you get your articles published?

How do you decide on what topics to write?

Why is it important to make presentations?

How do you determine where to speak?

How do you determine the topic on which to speak?

What are the elements of a good presentation?

How can you differentiate your PowerPoint slides from those of other lawyers that put audiences to sleep?

In surveys, 75% of clients are not satisfied with the legal service they are receiving.  What can you do to change that perception?

What can you do to better serve your clients?

How can you better focus on contacts?

What can you do to build trust with your clients?

What can you do to build rapport with your clients?

Mass Customization


A few years ago Barry J. Gibbons, the former Chairman and CEO of Burger King, spoke at our firm's partner retreat. He spoke to us on Saturday morning just after a speaker from Fidelity showed us at least 100 PowerPoint slides while explaining our 401K program. Gibbons used no PowerPoint slides, so the focus was on him rather than the screen. He also told vivid stories to make his points stick with the audience. He made them in a way that I could easily remember them. For example, the way he presented innovation was to say that he had always been fascinated by what happened when man for the very, very first time got milk from a cow. Gibbons asked: "Just what was that guy thinking? What kind of mind says to itself: 'I'm going over there to that beast, and I am gonna pull on those things, and drink what comes out.'" He said that kind of mind changes the world's diet. When I think of innovators, I think back to that description of an innovator.


After hearing Mr. Gibbons speak, I had to buy his books. I urge lawyers to buy his book: "If you want to make God really laugh, show him your business plan: The 101 Universal Laws of Business." I think you will find that Mr. Gibbons universal laws apply to law firms and lawyers, but many of us do not realize it.


One of his laws focuses on branding. He suggests that branding has moved away from supply-side (as lawyers what we do) thinking to a demand-led (as lawyers what our clients need) approach. Gibbons says we are moving from an era of mass marketing to an era of mass-customization. He describes this as "an era in which winning companies will know as much about their customers as they would if they were dating agencies." His views seem to be supported by what clients and potential clients look for in law firm web pages. Specifically, they are looking for experience and industry knowledge.


How much time are we lawyers spending on what we do compared to how much time we are spending on understanding our clients' individual and unique needs and figuring out how we can add value. Even clients in the same industry will be unique and have needs differing from other companies in the same industry.


I speak often about the "targeted differentiators." It is how we differentiate ourselves and our services in the eyes of our clients and potential clients. Just suppose one of your targeted differentiators was that you know each of your clients' industries, their unique and individual needs and you provide value based on those needs far better than any other lawyer or law firm. My guess is that you would have an incredible volume of business.

Discovering What You Really Want

Some of the lawyers I coach tell me they are challenged to figure out what they really want and what is most important to them. I understand the problem. It is not easy to look inside and discover what is really important to you. Here are some questions that might get you started:

Why did you want to become a lawyer?  What kind of work do you really enjoy?  What do you feel are your unique talents?  What do you want to achieve in the next 10 years? Who are lawyers you really admire, and why?  How would you describe your ideal client? What do you believe is your life purpose? What is your career purpose?

If you were retiring:


  • What would you want your colleagues to say about you?

  • What would you want your clients to say about you?

  • What would you want your family to say about you?

What We Can Learn from Our Dentists

Recently I met with Tyler, an associate who worked for me, who is now an in-house lawyer with a large construction contractor. Tyler and I were joined by a senior associate with a law firm in the same city. During the conversation he asked Tyler a very interesting question: "What do you know now that you wished you had known when you were practicing law with Cordell?" Tyler's answer took me by surprise. He said: "Even when you do a really great job handling a litigation matter, your in-house counsel will still not be happy. It is just the nature of litigation."

I believe our dentists can give us a greater understanding of Tyler's point. Even when they do a great job with our mouth we hate paying them. It all begins with their forms which ask us to rate how happy we are with our smile and the whiteness of our teeth. I would say "damn happy" if there was a place for it, because all I hear is Cha-Ching, Cha-Ching if I say anything else. Then there is the hygienist, who tells us each visit we are not flossing enough, or we aren't doing it right. Next, our dentists discuss our "treatment plan." In my case, I need to have every tooth in my head capped because they are worn down by years of grinding. Before I can do that I need to have one pulled by a Periodontist and have an implant placed in its space. Finally, when we finish learning about our "treatment plan," we get to meet the "treatment coordinator."  My wife tells me that her job is to shield the dentist from delivering bad news. I have discovered that "treatment coordinators" have a folder with the estimated cost. Last week I learned from my dentist it will take close to a year to finish my treatment. During most of that time I will have temporaries. My Periodontist's "treatment coordinator" gave me a nice folder advising me it will only cost $4700 for his work and my regular dentist's "treatment coordinator" gave me a nice folder advising me that I will have to pay more than we paid for Nancy's 330i BMW to have each of my teeth capped.

What is the point of all this? I am about to spend more than the cost of a new BMW to have my mouth fixed. I don't know whether either dentist is good, the best in Dallas, or just average. I feel like I am giving up control of my mouth and my pocketbook to professionals I don't know.  I would so greatly prefer to either save what I am spending or spend it on something I would enjoy. I think our clients feel that way about litigation. They hate the cost, the time it takes, the uncertainty and the fear they may not have the best lawyer for the job. They also resent us if we tell them: "If only you had not..." I wonder if we could soften the blow if we had "litigation coordinators" to deliver the bad news to our clients on just how costly the litigation will be. With "litigation coordinators" delivering the bad news, we could just keep smiling while we discuss our client's "treatment plan."

Being the Best in the World is Seriously Underrated

"Being the best in the world is seriously underrated." I love this quote from Seth Godin at the beginning of his book: The Dip. A week ago Monday, in my blog, Become Entrepreneurial, I said that I would talk more this week about that quote.

What does it mean to be "the best in the world?" First, it is being perceived as the best by our clients and potential clients. We can not become the best till we clearly understand their perceptions, and they know we understand them. It is their world, not ours. Being the best also means clients have compared us to other lawyers they have used or met. I've found that comparison very interesting.

When I was a young lawyer, I was on a plane with Mr. Burrows, the CEO of my largest client. We were on our way to Florida to try and settle a big contract dispute. Mr. Burrows was my father's age and since my father had passed away, I looked at him as a father figure. We were in aisle seats across from each other. During the flight, Mr. Burrows reached over and grabbed my arm and said: "Cordell, there is something I need for you to know. I hate every lawyer I have ever met." I could not think of a response. Then, Mr. Burrows grabbed my arm a second time and said: "But, of all the lawyers I hate, I hate you the least." So, on that day I learned that being hated the least by a contractor was "being the best in the world."

Later, after we had settled the case, I paused to think about what Mr. Burrows was really telling me. I think he hated me the least because I didn't talk like a lawyer. I talked more like a contractor who also had a legal degree. He appreciated that he did not have to pay me to learn about the highway construction contract clauses. I had learned about them long before I did any work for his company. I also learned that clients expect us to do the highest quality work. If we don't, we have a far bigger problem. Where we can differentiate ourselves is through being the best in our client's world at understanding them, their company, and their business (industry).

What are you doing to become "the best in the world" in the eyes of your clients?

Client Development Coaching for Senior Associates and Junior Partners

Was anyone surprised that Tiger Woods won the PGA tournament over the last weekend? I certainly was not surprised. I know the PGA has many outstanding golfers. Yet, no one on the tour goes into a major tournament better prepared than Tiger Woods. During his interview on Sunday, Tiger Woods talked about his consistency of ball striking and putting. He also explained how he prepared for the tournament. He visited and walked the Southern Hills golf course, visualized the shots he expected to make and practiced those shots. Tiger Woods is clearly the number one golfer in the world.  Even the best golfer in the world has a coach. Hank Haney.

Even though the greatest golfer in the world has a coach, most lawyers my age don't see the value of coaching lawyers on client development. Those lawyers never had coaches when they were senior associates or junior partners, so they can't see the value of it now. Most lawyers my age also believe lawyers either "get it" (how to develop business) or don't. They believe lawyers who are successful at business development were born with the traits that enable them to bring in business.

Why is it important to have coaching for senior associates and junior partners now? There are several reasons. First, developing business now is way more challenging than it was 25 years ago. There are way more lawyers making the competition greater, client expectations have increased, and the time available for business development has decreased. When I was a young partner, most lawyers developed business by doing excellent work and waiting for the phone to ring. Most clients in those days were both local and loyal. It's way more complicated now. Through consolidation and mergers, clients that were locally owned are now part of national and international companies. So, it is more difficult to become visible to those clients. Second, many senior associates and junior partners are in the transition stage of their career, moving from being solely service providers to being responsible for developing and building client relationships. For many, that is a daunting task. They do not know where to start. As a result, they do not start, or they give up quickly when some of their efforts do not work. To the extent there is any effort at all, it is unstructured, unfocused and ultimately unsuccessful. Many lawyers procrastinate, are undisciplined, have no written plan and ultimately little or no execution.

When I was actively practicing law, I did not have the time to focus on helping our junior lawyers with business development. Frankly, I did not have time to analyze why some things worked for me, while others did not. Now that I am no longer billing 2000 hours, I have time to analyze what worked for me and why it worked.

Before I left my old law firm, I went to the leaders and told them I had peaked in my own business development efforts and offered to take 15 brand new partners and work with them on their client development. I bragged I could help the group double the collective business volume in two years. They actually accomplished that goal in one year. I enjoyed working with our pilot group so much that I decided to leave my law firm so I could work with lawyers in other firms.

If you have someone in your firm who will take the time to coach and work with your senior associates and junior partners, I think you will see both a benefit to the lawyers coached and a benefit to your firm.

Here are some thoughts on what you might do. The person who volunteers to coach should be like a fitness coach. In other words, he or she will help the participants be accountable to themselves and to the "team." I love a quote I read recently in a book by Jack Canfield. The quote was attributed to Fast Company magazine:  "Executive coaches are not for the meek. They are for people who value unambiguous feedback..."

Put simply, the most important factor in the success of any coaching program is the burning desire of the participants to get better at client development and their willingness and openness to being coached. So, the first thing you must do is select the right people.

 The second thing I suggest is to create both an individual effort and a team dynamic. Participants will learn what activities will provide the greatest benefit to them and then will have regularly scheduled sessions with the coach to report on activities and learn more. I have been amazed by the group dynamic. No one in the group wants to let the rest of the team down and they feed off of each other's ideas.

In an effective coaching program, young lawyers will:

• Develop a Business Plan
• Determine both group and individual goals that will challenge and stretch them
• Determine what activities to undertake to meet their goals
• Learn how to write articles and give presentations that will enhance their reputation and increase their chances of getting hired.
• Develop a Focused Contacts Plan
• Become more client focused
• Be held accountable

I bet that many of the lawyers my age who do not believe in coaching lawyers get golf lessons from PGA professionals. I submit that if the greatest golfer in the world benefits from coaching, the greatest young lawyers in the world would also.

Become Entrepreneurial

I absolutely enjoy reading the Harvard Business School's Working Knowledge web page http://hbswk.hbs.edu/. In February there was an article titled: "Turning High Potential into Real Reward." The article was an interview of Professor Joseph B. Lassiter III involving his research of entrepreneurial marketing in high-potential ventures. Professor Lassiter describes entrepreneurial marketing "as a mindset and a process, one that involves gathering specific evidence that convinces a specific group of individuals to act and react, exploiting breakthroughs, and overcoming setbacks."

In the interview Professor Lassiter is asked what the keys for success are for a new venture moving from product development to marketing and selling the product. The professor responded: "In these high-performance ventures, entrepreneurs leading the ventures look ahead and say, 'Two or three years from now, this is exactly the customer and exactly the product, and this is exactly why they're going to be compelled to buy.'"

I believe client development begins in much the same way. As lawyers we need to ask:

1. Who do my clients need now?
2. What will my clients need in the future?
3. What do I have to offer them?
4. Why should they want to hire me rather than other lawyers?

I did that long ago. I decided I wanted to represent transportation (highways, bridges, airports and rail) construction clients. At the time I had experience handling government contract claims. Over time I gained experience in other areas. I thought they should hire me rather than other lawyers because I was so specialized that I understood their industry and the business and legal challenges they faced better than lawyers less specialized.

I thought about all of this last week when the nation was focused on the bridge collapse in Minneapolis. In my career I have been called upon to help contractors and state DOTs when bridges have failed. Why did anyone think to call me in those instances? I was so focused on transportation construction that they believed I would be able to help them.

"Being the best in the world is seriously underrated." I love this quote from Seth Godin at the beginning of his book "The Dip," I will talk about it further next week.

Ask yourself the four questions above and write down your answers. I hope you will become more focused in your client development efforts as a result.

The Will to Prepare to Win

I recently received a copy of an email from a lawyer I am coaching to the others in her coaching group. She said:

I am not sure how many of you are reading Cordell's book, but I just read a great tip in there that I thought that I would share with you.  It is not one that I had heard before.

Determine who 5 leading lawyers are in your field.  Print out their biographies.  Study their biographies to determine what has made them successful (e.g. speaking engagements, leadership roles, pro bono, memberships).  Emulate their success.


A few years ago I read a quote attributed to Bobby Knight and also to Paul (Bear) Bryant. It was "Many have the will to win, but few have the will to prepare to win."  I believe  successful lawyers are not successful by accident. Most I know prepare to win by figuring out what is important to them, setting career and life priorities, developing a plan with goals and taking action to achieve them. I also know now that attracting new clients and building a lasting relationship with them is not an accident. The successful lawyers I know prepare to win with clients and potential clients by taking time to understand their needs and making sure they effectively address those needs.  In your career, "the will to prepare to win" will be way more important than the "will to win." So, I chose "Prepare to Win: A Lawyer's Guide to Rainmaking, Career Success and Life Fulfillment" as the title for my new book, which has recently been released.

This book is not about winning in court or on appeal. Instead, it is a workbook designed to help you define your own success and then achieve it. I hope you will find it a helpful tool as you focus on your career, client development, and living the kind of life that is important to you. I hope you find some valuable nuggets in the book that will help you think through what your career and life priorities are and how you can achieve them.

Here are the Chapter titles:

Chapter One:  How Do Rainmakers Do It?
 
Chapter Two:  Living and Practicing Law with a Purpose: You Have to Answer the "Why" Question

Chapter Three:  Your Vision of Success: How Do Rainmakers Do It?

Chapter Four:  Core Values: How Do You Want to Live?

Chapter Five:  The Importance of Role Models and Mentors

Chapter Six:  Setting Yearly Goals and Developing Your Career Plan

Chapter Seven:  A Call to Action: Executing Your Plan

Chapter Eight:  Mind Games: Getting and Staying "In the Zone"

Chapter Nine:  Building Your Profile: The Power of Writing and Speaking

Chapter Ten:  Community Service and Networking

Chapter Eleven:  Connecting with Contacts

Chapter Twelve:  Top Ten Client Development Mistakes

Chapter Thirteen:  Improving Client Service

Chapter Fourteen:  From Niches to Riches

Chapter Fifteen:  Important Extras: The Value of Extraordinary Client Service

Chapter Sixteen:  The Business Case for Better Balance

Chapter Seventeen:  Building the Next Generation of Rainmakers

If you want to read a sample from the book, click here. You can also order the book from the webpage.

The Tipping Point

I recently listened to the book The Tipping Point: How Little Things Can Make a Big Difference by Malcolm Gladwell. He is also the author of another book I like titled Blink: The Power of Thinking Without Thinking. I recommend both books.

There are three main points in The Tipping Point. The first is the "law of the few". The second is "The stickiness factor." The third is "the power of context." In this Blog, I will explain how these points apply to lawyers and client development.

What is "the law of the few"? Our success in client development can be a result of people with a rare set of gifts that help create tipping points. Gladwell identifies three types of people: (1) Connectors, (2) Mavens and (3) salesmen.

Connectors know lots of people. You know the type. No one is a stranger to them. Connectors are important not just because of the number of people they know, but also the kinds of people they know. They know people in different worlds. Connectors are masters of "weak ties," meaning many relationships that are not deep ones. Connectors are important to us because they spread the word to a wide group of people with whom they have weak ties.

A "maven" is someone who accumulates knowledge. They do the research most of us don't want to do and they find joy in passing along what they learn. If you have written an article about an important topic, a maven is the type most likely to find it. Salesmen are charismatic people who can persuade others even when the others are not convinced of what they are hearing. They can sell anything. Based on two studies, Gladwell notes that little things can be as important as big things. Second, non-verbal clues are as important; or, more important than verbal clues. Finally, persuasion works in ways we do not fully appreciate. It is not always the obvious eloquence; it can be way more subtle. Great salesmen connect with their clients in a variety of non-verbal ways including non-verbal enthusiasm, confidence and emotional expressiveness.

Gladwell notes that charisma can be measured and refers to the Affective Communications Test created by Howard Friedman, a psychologist at the University of California at Riverside. I found the test in a book, but it is copyrighted. Friedman reports that the test identifies those who "are generally popular (even if they are shy) and influential, because of their ability to transmit emotions through nonverbal cues."

I was intrigued by the studies done on charisma and Dr. Friedman's test, so I did more research. I found a UK PRESS RELEASE: MYSTERY OF CHARISMA REVEALED BY FAMELAB STUDY. Based on the findings of the press release, how can you successfully make your emotions contagious? Do so by:


  • Using an open body posture - keep arms and legs uncrossed and your hands away from your face. 

  • Holding your hands apart with palms forward or upwards when talking.

  • Letting people know they matter and developing a genuine smile think about something that you like about the person.

  • Nodding and briefly touching people on the upper arm when you talk to them. 

  • Building visual pictures in people's minds by using memorable visual analogies.

  • Keep altering the tone and pace of your voice - keep it upbeat and only slow down to create tension or emphasize a point.


What is "the stickiness factor?" This is the message that will be delivered by the connectors, mavens and salesmen. In the context of our legal marketing, the message must address problems, opportunities, internal changes or external changes our clients and potential clients are encountering. Otherwise, our clients and potential clients simply will not care.

What is the "power of context?" Gladwell gives as an example the book: Divine Secrets of the Ya-Ya Sisterhood by Rebecca Wells. When the book first came out, sales were relatively slow. A year later the book came out in paperback and sales began to pick up. Women showed up for book signings in groups and they would have Rebecca Wells sign multiple books. Wells began to see mothers and daughters coming in together. Later, national media attention, articles in magazines and television appearances vaulted Rebecca Wells to a star status. The power of context here is the role that groups play. Okay, what does "the power of context" have to do with client development? In my case, it meant that I had a far greater chance of being hired if I gave a presentation on an important topic to contractor members of an association than if I only met with one contractor. It was also important that the presentation deal with something that was important to the contractors at that moment.

There is a very interesting Washington Post article that I believe further addresses the power of context. The Washington Post had internationally acclaimed Violinist Joshua Bell play at a Washington Metro stop while dressed in jeans, a long sleeve tee shirt and baseball cap. The test was whether in an incongruous context, ordinary people would recognize his genius. Interestingly, in the 45 minutes Bell played only seven people stopped to listen for at least a minute. Twenty seven gave money totaling $32. The Post noted that in a music hall, Bell earns $1000 a minute. I gather from reading the article that we are so busy and in our own world that we don't take time to listen to one of the world's greatest musicians. You can find the article on the Washington Post website. It is well worth reading to get a better idea of the importance of context.

So, what can we learn from The Tipping Point and how can we use it to develop more business. First, we need an idea that "sticks." It must be a solution to our potential clients' problems, opportunities, internal changes or external changes. Second, to get the idea out there, we need to have it where mavens will find it and we need to get it in the hands of connectors who will spread the word. In my case, national and state construction association executives were my connectors. They spread the word to their members. Next, when we meet with people or give presentations to groups, we need to connect with them in a non-verbal emotional way. Finally, there must be a context for what we are trying to communicate that makes it important to those hearing or reading our message.

Client Development Coaching for Junior Partners

Most lawyers my age never had coaching on client development when they were junior partners. So, naturally many ask why it is important for lawyers now. There are several reasons. First, developing business now is way more challenging than it was 25 years ago. When I was a junior partner we could develop business by just "doing good work," getting an AV Martindale rating and being active in the community. There were far fewer lawyers, almost all clients were local and loyal. Now, competition is greater, clients have been acquired and merged, client expectations have increased and the time available for business development has decreased. Second, many junior partners are in the transition stage of their career where they are moving from being solely service providers to being responsible for building client relationships and developing new business. For many young partners, client development is a mystery. As a result, to the extent there is any effort at all, it is unstructured, unfocused, and ultimately unsuccessful. They procrastinate, are undisciplined, have no plan, little focus, and ultimately little or no execution. Mentors within the firm can balance the current situation with both institutional firm knowledge and their own experience, but they do not have the time to focus on the business development of more junior partners. Coaching is designed to assist junior partners in their client development, providing both a benefit to themselves and to their firm. Like working with a fitness coach, participants learn what activities will provide the greatest benefit to them and then will have regularly scheduled sessions with the coach to report on activities and learn more. Any coaching program should include:


  • Developing a Business Plan

  • Determining both group and individual goals that will challenge and stretch them

  • Determining what activities to undertake to meet their goals

  • Learning how to write articles and give presentations that will enhance their reputation and increase their chances of getting hired

  • Developing a Focused Contacts Plan

  • Becoming more client focused

  • Being held accountable

What Can We Learn from Clinton Campaign Name the Song Video?

By now you have likely seen the Clinton campaign video which is a take off of the last episode of the Sopranos. If by chance you haven't seen it, you can find it on the candidate's website: hillaryclinton.com. I think it is an absolutely brilliant marketing piece. Among other things, it increases Hillary's likeability factor, ties her indirectly to a very popular television show, draws people who would not otherwise go there to her website, and it is memorable and extraordinary. Finally, it is simply fun and gets people involved in the discussion by asking them to vote for her campaign song.

I had not gone to her website prior to hearing about the video. In fact, I have never gone on any political candidate's website. I think if you look at hers you see what legal marketing will look like in the future. There are Blogs, Videos, links to her on YouTube, MySpace and plenty of opportunities for people to get involved.

How can we apply this same approach to marketing ourselves as lawyers? I have to give that lots of thought, but I would be very interested in hearing any ideas you have. For now, I am in awe of the creative idea and how it became a lead story on many of the networks.

Please leave your thoughts by adding a comment to this blog.

The Making of a Rainmaker

Whether you are reading this blog because you want to be a rainmaker or you want to prioritize your career and your life, I hope you find something valuable from my book, Rising Star. I have included in this blog some paragraphs from the introduction. And I have included what one attorney has said about Rising Star. I hope you find this helpful.

"This is the second book I have written about Tony and Gina Caruso. In "Say Ciao to Chow Mein: Conquering Career Burnout" I focused on Tony, who after finishing his first year as an associate in a large Texas law firm is burned out and struggling to find meaning in his career. In Ciao, Gina loves her work as a clerk for a Federal Court judge. At the conclusion of Ciao, Tony has just been promoted to partner and he and Gina have two children. Rising Star: The Making of a Rainmaker is about Gina, who is now a partner in a mid-sized firm. She is the talk of the firm, having brought in $1 Million of business. Yet, she feels like a one-hit wonder because her success was a result of one big case from one big client.

I have known Tony's and Gina's throughout my 35 years practicing law. Their characters are a composite of lawyers who have worked for me and lawyers I have been blessed to coach and mentor. Many of those lawyers have caused me to study and examine differences between lawyers who are successful and happy and lawyers who are not. Interestingly, many of the people who are truly successful also have a great personal life and are very family oriented.

***


Gina learns you must begin by knowing what you want. Then becoming credible to your potential clients and finally by understanding their wants, needs, and perceptions so that your service and what you provide them is "remarkable" in their eyes. When I developed my own successful law practice, and when I wrote Rising Star, I was not familiar with marketing guru and successful author Seth Godin. The main focus of his writing has been about the need in our complex society to be "remarkable" to be even noticed. In the November/December 2006 issue of Selling Power," Seth Godin talks about three kinds of customers. I will put it in the context of clients:

1. Clients who don't need the services you or your firm offer.

2. Clients who need the services you or your firm offer, but are using another lawyer or firm.

3. Clients who are ignoring you.

Godin says you can't market directly to the second and third group. "Instead, have them come to you." How do you suppose you can get them to come to you? Godin suggests you have to create something "remarkable."

Gina learns that principle and I have taught others to do the same thing. Jennifer is a labor and employment lawyer I am coaching. She created the "Easy Guide" which is a compilation of labor and employment laws on laminated cards which an HR person can attach to his or her monitor. Jennifer has the clients in the second and third category calling and asking for an "Easy Guide."

Writing Rising Star has been a labor of love, but not nearly the joy I have had over my career working with young lawyers like Tony and Gina. I hope you will use Rising Star as a guide to develop your own success.

What remarkable thing can you create that will cause clients to come to you?"

If you want to read the rest of the introduction and a couple of sample chapters, click here for information about how you can get a free e-copy sample of Rising Star.

This is no simple 'how-to' rainmaking book filled with lists and instructions that you promise to read once you find the time. This is a book you will pick up and read cover to cover, and likely read again. Mr. Parvin has brought rainmaking and career development to life through this story of a young lawyer struggling to balance professional and personal life. There is helpful advice for all lawyers here -- from setting specific goals to making a name for oneself. I highly recommend it.

Christina Plum, Attorney,
Stenzel Law Office LLC
Past Chair, American Bar Association Young Lawyers Division


To order Rising Star, click here - or you may find it on Amazon.com

As you read Rising Star, please feel free to come back to this blog and add a comment.

Sales for Lawyers

This past week I spoke at the Legal Sales and Services Organization (LSSO) 2007 RainDance Conference. I began my presentation by telling a story. Eight years ago when I was the Construction Law Practice Group Leader at my firm, we had a practice group retreat at a ranch about an hour from Dallas. After dinner, one of my junior partners, who had been drinking a great deal, paid me what he believed would be the ultimate insult. He said: "Cordell, you are not a real lawyer, you are nothing but a salesman." I wanted to respond, but I thought anything I could possibly say would be simply lashing back and unproductive. Instead, I thought about what he said. I think in his eyes real lawyers are ones who do excellent work and then wait for the phone to ring.

I hate any sentence that includes the words sales and lawyers. I hate to be sold anything and I know clients do not want to be sold. I am reminded of a story an assistant general counsel told me of a lawyer who called to set up a meeting, stating he would be in Omaha in a couple of weeks while he was on his way to San Francisco. Well, unless he was traveling by covered wagon, it was highly unlikely he would just happen to be in Omaha on his way to San Francisco.

Yet, we are salesman. In the end, we are selling ourselves and our firm. How can we do it? I have always believed that a lawyer has to build his or her profile or brand. I have also believed it is important to be the "go to" lawyer in some area.

One of my favorite books is Never Eat Alone written by Keith Ferrazzi. It is on the reading list I give to lawyers for 2007. In chapter 23, Ferrazzi talks about building your brand. He argues and I agree that perception drives reality. He further suggests that good personal brands do three highly significant things for your network of contacts: "They provide a credible, distinctive, and trustworthy identity. They project a compelling message. They attract more and more people to you and your cause, as you'll stand out in an increasing cluttered world." Then, Ferrazzi says: "in terms of branding, then the bottom line for everyone comes down to a choice: to be distinct or extinct."

How can we be distinct as lawyers and build a brand? I do not believe we can sell legal services by "cold calls." I feel the only way to build a brand and approach a potential client without an invitation is to be intently focused on finding a way to add value and give it away. It could be a book, article, or memo we have written on a topic the potential client would value and would cause the client to come to us.

Last week I mentioned that I believe I created a "dip" between me and lawyers with whom I was competing against that made it more likely they would quit before they caught me. Let me give you just a few examples of what I did so you can do the same thing. For a good portion of my career, highway and bridge construction projects in all 50 states, by law, were awarded to the low responsive and responsible bidder. In 1990, the Federal Highway Administration began allowing states to use "Innovative Contracting" techniques that did not fully comply with federal statute. As soon as I learned of this change, I wrote a manual for contractors on Innovative Contracting and began to conduct workshops across the country for contractors interested in learning how to compete in this changed environment. I wrote a letter to the 50 state executives of contractor associations explaining the change and offering to speak to their members about it. If you would like a copy of the letter, send me an email.

Later, the most controversial innovative contracting technique, and the one which created the greatest legal and economic issues, was the states' ability to award "design build" projects. Once again, I created a manual and began speaking at conferences across the country, including ones sponsored by the Federal Highway Administration. Ultimately, I was hired by a state to help them draft a design-build contract and get permission from the state legislature to use the technique. I was hired by several contractors to help them prepare proposals for major projects.

I believe I was perceived to be unique in the highway and bridge construction industry because I understood contractors, their businesses, their people, and issues they encountered and worked to help them deal with problems, opportunities, and changes.

There are many other valuable ideas in Never Eat Alone and I recommend you read it, or find a summary of it. For now, what is your brand as seen through the eyes of your clients?  

Click here to get Never Eat Alone

What Can We Learn from my Daughter, the Elementary Special Education Teacher?

Years ago when Jill was in college we were taking a father-daughter trip. While on the plane, Jill said: "Dad, there is something I have to tell you." With fear of what it might be, I replied: "What's that Jill?" She said: "Dad, I don't want to be a lawyer. I want to teach." I was quite relieved and I told Jill I admired her for following her passion.

Last year when she and I were preparing for a high school youth group program at our church, Jill showed me her journal from high school which included her life goals at the time. One of her primary goals was to teach special education.

Jill, occasionally reads my Blog. The other day I got an email from her. Here is what she said:

Dad you should write a Blog about elementary teachers for the lawyers you coach. A lot of things that we do can be applied to being successful as a lawyer.

Reasons:


  1. Elementary teachers spend all day working with lots of different personalities and learning styles. We have to approach each child differently. We have to constantly change what we are doing midstream so that we can work with those different styles. When we figure out that something is not working, we have to think on our feet and be a problem solver so that "no child is left behind." I bet that successful lawyers approach each client differently and they think creatively of ways to solve each client's problems.

  2. We love what we do and we don't do it for the money. In fact, most teachers spend more than they should to make sure that each child has a pencil, paper, lunch, or a warm coat. Most of us give selflessly. Why? Because we LOVE our children. I know that when I am at work I am in the zone. I love teaching my kids and would never do anything else. I bet that lawyers who really care for their clients will also give selflessly and be in the zone when helping them. I appreciate that a young lawyer may not have the contact with the client like we have with the kids, so that must be a real challenge.

  3. I am sure many lawyers think about how much time teachers have off and that the school day ends at 3:00 so we must have a really easy job. When we are teaching we work HARD! We are on our feet all day, and on our computers all night and all weekend. This is no 9 to 5. We give up our lunches so that we can walk a kid with a bloody knee to the clinic and make sure that he's patched up. We then hand that kid OUR lunch so that he has something to eat because the cafeteria is already closed. We give up our conference time so that we can tutor. We stay late at school so that the lesson is prepared for the next day. Why? Because we are dedicated to making a difference for our children. While we have time off in the summer, I always teach summer school and continue my education to continue learning to be a better teacher.


I would love for you to come up here one day and see what it takes to teach special education. The amount of patience I have to have each day is UNREAL. The amount of love and dedication I have to give each day is UNREAL. My kids struggle in so many ways. They each need so much love and attention. But, fulfilling that need is what makes it all worthwhile

Anyway, come have lunch one day and meet my little boogers.

Love you, Jill


I went to Jill's school last week. I have to admit, I was blown away by how her kids performed. Each of them has challenges learning and many have other issues as well. She has a way of reaching them that I would never have the patience to do.

What can we learn from Jill? I think she is following her passion. She has a clear idea of what she wants to do. She is very focused on serving the needs of her kids. While it may not be easy for us, if we can find the same things in our law practice, we will have the same kind of satisfaction Jill has.

Get Your Staff Involved in Creating Raving Fans

A few years ago one of my clients recommended I read Ken Blanchard and Sheldon Bowles' book "Raving Fans." I read it and thought it was a great book on client service. So, I bought dozens of copies and sent them to clients and sent them to the Jenkens & Gilchrist office administrators. Some of our offices developed "Raving Fans" programs in their offices. Staff members each read the book and brainstormed how they could better serve our lawyers and clients and make each group "Raving Fans." Then our offices started giving awards to members of the staff who had provided the most extraordinary client service. Then we created a firm wide award that we called the "Henry Gilchrist Award." Our awards usually centered on a fabulous vacation to a place our staff members might not visit on their own.

Why does any of this make sense? When we give our staff an opportunity to create "Raving Fans" service ideas, they realize that what they do is important to our firm success. It was amazing to see the energy generated by this program. By the way, Blanchard and Bowles realized this also. The next book they co-authored was "Gung Ho." In order to have clients who are "Raving Fans," you must have "Gung Ho" folks providing the service.

I often thought we should recognize associates in the same way. Having associates who are "Gung Ho" will help us make our clients "Raving Fans."

Click here to get Raving Fans or Gung Ho

 

Setting Goals; Questions I ask Myself

When I set goals I do a lot of brainstorming with myself, and with my wife, friends and mentors. I like to ask myself who, what, when, why, where and how questions. Try these when you are setting goals.

The Who Questions:

Who is important in my life?

Who do I want to benefit from what I am doing?

The What questions:

What are my strengths?

What are my challenges?

What do I want to accomplish?

What do I want to learn?

What do I want to experience?

What contribution do I want to make?

What do I want to have?

What do I want to earn?

What am I most passionate about?

What do my clients need the most?

What do I need to do to accomplish my goal?

The When Questions:

When do I want to accomplish each goal?

The Where Questions:

Where do I want to live?

Where do I want to visit?

The Why questions:

Why is each goal important to me?

And why is that important to me?

The How Questions:

How do I want to accomplish my goals?

How do I want to live?

Client Development is not Selling

I hate any sentence that includes the words sales and lawyers. I hate to be sold anything and I know clients do not want to be sold. Many marketing managers in law firms treat client development and marketing as if it were selling a product or service. Perhaps that approach is based on their experiences outside of the legal field. When lawyers hear that approach they cringe each thinking about the cold calls they have received from boiler room stockbrokers.

Our clients are like us. They cringe at that thought of being sold anything by a lawyer. I am reminded of a story an assistant general counsel told me of a lawyer who called to set up a meeting, stating he would be in Omaha in a couple of weeks while he was on his way to San Francisco. Well, unless he was traveling by covered wagon, it was highly unlikely he would just happen to be in Omaha on his way to San Francisco. 

Cold calls are very difficult for lawyers. I feel the only way to approach a potential client without an invitation is to give something of value. It could be a book, article or memo you have written on a topic the potential client would value. I remember a few years ago the federal regulations on a topic of particular interest to the construction industry changed. Before the ink was dry on the revised regulations, I had written a summary in simple non-legal language with bullet points on what to do and what not to do. I sent my summary to as many potential clients as possible, as well as contractor associations who published my summary and suggestions in their newsletters.

I clearly was approaching potential clients without an invitation, but I was not directly selling them. I did not include a firm brochure or any other sales materials. All I did was put my contact information on the cover sheet of the memorandum underneath the title. So, clearly an effective way to make an uninvited contact with a potential client is to be on top of what is going on that will really affect their business and then being first to market with something they will value. When you are able to do this you actually are creating a market. 


Some Nifty Ideas You Can Implement

I walked in the snow flurries over the weekend (not supposed to be this way in Dallas in April) and listened to the current Business Week Savvy Selling Podcast: 

http://www.businessweek.com/mediacenter/podcasts/savvy_selling/current.html 

I like this podcast and listen each week.  Each week columnist Michelle Nichols interviews a sales expert. This week she interviewed Warren Greshes, a motivational speaker and author of  The Best Damn Sales Book Ever.  He made some points that fit very well with what I am trying to teach lawyers and what I have done myself.  First, he talked about motivation.  I believe I am able to motivate people when I speak, but as Greshes points out that is external motivation and it does not last.  I try to share ideas, techniques and strategies with lawyers to help them find their inner motivation. That is the one that lasts.  I know when I think of my major definite purpose, asking why it is important to me and then asking what I need to do to accomplish it, I become motivated to go for it. 

Greshes also emphasized the importance of having an activities plan.  I recently looked at  my 1999 Marketing Plan.  In addition to having a business development goal, it was filled with activities I could check off as I did them.  When you have an activity plan, it helps you feel you are accomplishing things even when the big file has not come in the door. 

When I coach lawyers on client development, I share with them stories of when I was able to figure out a potential problem my construction clients might encounter and find a way to help them before they were even aware of the problem.  Warren Greshes tells an amazing story that is included in his book.  The story is how Peter Rosengaard, a life insurance agent, sold a life insurance policy with a death benefit of $100 million on the life of entertainment entrepreneur David Geffen.  When Peter Rosengarrd discovered that MCA, the large entertainment company, had just purchased Geffen Records for $600 million, he realized that David Geffen was the single, indispensable, driving force behind Geffen Record Company and that if anything ever happened to David Geffen MCA's  $600 million purchase would be worth very little.  Listen to the podcast to learn how Mr. Rosengaard was able to make contact with the CEO of MCA and identify the problem and offer the insurance policy solution before the CEO had thought of the problem.

What problem may impact your clients and potential clients and how can you help them deal with it?

Click here to get The Best Damn Sales Book Ever


More Client Development Questions for You

In the last two weeks I have given a presentation to a group of 100 construction industry executives attending a meeting in San Francisco and to 200 construction industry executives attending a meeting in Orlando. The focus of my presentation was to let them know what they need to do to stay out of trouble in the post Enron era.

These client development opportunities caused me to think about some more questions that I hope will get you thinking more about your own client development opportunities. I posed some questions for you to consider in my blog posted last week. After you consider those questions, I would enjoy receiving your answers and thoughts about the following questions focused on serving potential clients who are not using you or your firm now: 


  1. Do you think it is easier to get clients to hire you who have a legal matter right now or clients who do not have a legal problem right now? Why do you think it is easier to get business from the group you selected? What do you think is the most important thing you can do to get business with each group? 

  2. I believe we have gone through four eras of client development in my career. The first was just do good work. The second was brochures and newsletters. The third was websites and branding slogans. The most recent is creating ideas your clients find to remarkable. What are examples of remarkable ideas that will bring clients to you or your firm?

  3. What problems, opportunities or changes do your potential clients face and what unique solution does your firm offer clients? What unique solution do you offer? Why should a new client hire your firm? Why should they hire you? 

  4. I have often said that selling legal services is counter intuitive. The harder we try to sell the less successful we will be. Yet, I have used one selling technique that has produced millions of dollars in fees from new clients. What do you suppose I have done and how can you implement the same technique? Here are a couple of hints. First, think counter intuitively. Second, consider some of the questions above. 

  5. Suppose my goal in making the presentation to the contractors in San Francisco and Orlando is to get them to hire me at some future point. What advice would you give me on what to do before, during, and after the presentation?

  6. Finally, based on your thinking of the above questions, what is the one thing you can do in 2007 you are not doing now that will generate the most business in the long term? 


Add a comment or drop me a note with your answers and thoughts. 


Questions to Improve Your Client Development Efforts

I know many young partners and senior associates who are working as hard as they think they can. So, when I tell them they can increase their level of business by 50% in a couple of years, instead of seeing excitement in their eyes, I see pain. I can tell they are thinking: "I don't want to work any harder." 

The top producing lawyers work hard. There is no doubt about that. But, most of them also make time for their families and personal interests, because they use their time wisely. They have a plan and use systems to be efficient. They also employ the 80-20 rule, spending 80% of their time on the top 20% of clients or activities that produce business. 

If you want to improve your client development efforts in 2007 without burning out in the process and you do not know where to start, here are some questions to answer: 



  1. What is the industry of your major clients? 


  2. What steps have you taken to understand their industry, their business and their needs? 


  3. What are you doing to build a team to help you with your work? 


  4. What do you consider to be your major strengths? 


  5. What do you consider to be areas where you could improve? 


  6. What client development efforts did you make in 2006? Which were successful? 


  7. What do you perceive as obstacles to your client development success (either firm or self-imposed)? 


  8. What have you done to expand relationships further with your existing clients? 


  9. What are your clients problems, opportunities and changes that are impacting them and what makes you uniquely able to solve the problems or help them with opportunities and changes? 


  10. What is the one thing you can do that you are not doing now that would have the greatest impact on your client development efforts? 



Isn't it time to develop a business plan and focus on achieving it? I have a Business Plan template I urge lawyers I am coaching to use as a starting point. If you send me an email requesting it, I will send you a copy. 

cparvin@cordellparvin.com 

 

Living Based on Your Priorities


Christy is one of my all time favorite young partners. Why? Christy is the "real deal." She is an extremely talented, self-starter who knows what she wants to accomplish in both her professional life and her personal life, and she plans her time around her priorities.


Christy is a long-term health care lawyer. She made equity partner in her firm when she was 32. Her husband is also an equity partner in a large law firm. She had two children while she was an associate. Christy is also a happy person who is not stressed out by her work and life.


Christy recently conducted a program for all the associates in her firm titled: Taking Control of Your Non-Billable Time.


Christy sent me the PowerPoint slides and it is clear that she has successfully implemented in her own life many of the ideas I suggest young lawyers consider. I wish every young lawyer would have a chance to listen to Christy's program.


In her presentation Christy told associates they cannot have it all and they have to make choices based on their priorities. She plans her life around her priorities (does that sound familiar?) Christy has established life time goals in the four categories I suggest:

  • Physical/Financial
  • Mental/Learning
  • Emotional/Relationships
  • Spiritual/Values

Christy's priorities include her family, church, work, and public service. Recognizing her priorities Christy was able to do one activity that included all of her priorities. How, you ask?

Christy was asked to be a deacon in her church. While the time commitment was not great, she declined because it would take her away from her family. Instead she started the children's choir at her church. Here is Christy's description of a public service project her choir did.

"My children's choir chose as our public service project to go sing at nursing homes (hmm wonder whose idea that was?) Around Halloween, I took the choir to sing and hand out care packages to one of my church-affiliated nursing home clients." She sent a photo of the choir to the CEO of her client with an email.

From: Christy
To: Shelley; David Smith; Kimberly
Subject: "I Saw the Light"

Mr. Smith, Shelley and Kim, I just wanted to let you know how much my Children's Choir enjoyed singing for the residents at Wedgwood yesterday and spending time with them handing out treat bags. Kim, thank you for coming in on Sunday afternoon to show us around. I am attaching a few photos. I apologize for the quality. My son is the cowboy on crutches.

Christy

This is the email reply she received from the CEO who she had always called Mr. Smith.

From: David A. Smith
To: Christy
Subject: RE:"I Saw the Light"

Christy, the pictures are neat...I recognized your son immediately (looks like his mother). Thank you for bringing the children and spending time at Wedgewood. Our residents always look forward to and enjoy children visiting.

P.S. I think you should call me David.

Thanks, David

Christy did not start the children's choir for business development. She started it because she wanted a church activity she could do with her children. She wasn't marketing when she took the children to Wedgewood. But, that public service project connected her in a meaningful way with her client that had nothing to do with legal work.

How well are you planning your personal time and non-billable time? Is it based on your priorities? Let me know if you would like more information about Christy's presentation.

12 Month Reading List

I have always been an avid reader of books I thought would improve my skills in client development, leadership, teamwork and a variety of other topics, and help me use my time more effectively. I learned long ago a way to read business books. I first skim the book. In that process I decide what is important that I want to go back and read in detail.
People often ask me for a list of books I would recommend they read. So, I put this list together with the idea of you reading a book a month. Considering I am posting this blog in February, you may want to adjust the schedule accordingly. However, if you can find the time, I'd suggest you quickly read January's book and then get right into the book for February. I hope you find each book to beneficial to you and I hope you enjoy them.
January: Getting Things Done by David Allen
February: Overachievement by John Eliot
March: The Power of Full Engagement by Jim Loehr and Tony Schwartz
April: The Ultimate Guide to Mental Toughness by Daniel Teitelbaum
May: The 7 Habits of Highly Effective People by Stephen R. Covey
June: The Speed of Trust by Stephen M.R. Covey with Rebecca Merrill
July: Never Eat Alone by Keith Ferrazzi and Tahl Raz
August: Raving Fans by Ken Blanchard and Sheldon Bowles
September: High Trust Selling by Todd Duncan
October: 10 Secrets of the World's Greatest Business Communicators by Carmine Gallo
November:  Making Rain by Andrew Sobel
December: Trusted Advisor by David H. Maister, Charles H. Green and Robert M. Galfard
Six Bonus Books if you have already read any on the list above:


  1. Selling with Emotional Intelligence by Mitch Anthony

  2. How to Connect in Business in 90 Seconds or Less by Nicholas Boothman

  3. Heavy Hitter Selling by Steven W. Martin

  4. The Likeability Factor by Tim Sanders

  5. Presenting to Win: The Art of Telling Your Story by Jerry Weissman

  6. Leading with the Heart by Mike Krzyzewski


By the way, please feel free to post comments to this blog as you read the books. Tell me what you found helpful. I like receiving your feedback.
 
 

 

Building Trust Means Character and Competence

I read each book Stephen Covey writes. I not only read them, but I also recommend that each lawyer I am coaching read them and I frequently buy multiple copies and give them away. Stephen Covey's son, Stephen M. R. Covey recently authored "The Speed of Trust: The One Thing that Changes Everything." I recommend that you read the book. 

Covey asserts that both character and competence are vital to trust. The first wave of trust is self-trust, which includes: integrity, intent, capabilities and results. The second wave is relationship trust. For lawyers this is about client relationships. There are a great number of character and competence behaviors. I will let you buy the book to get the complete list. I will merely discuss a few of the behaviors and describe the importance to lawyers.  

The first character based behavior is to "talk straight." What does that mean for lawyers? First and foremost it means telling a client when we are not the best lawyer to handle his matter. It might be outside our area of expertise, or someone might be able to handle it at a far lower cost. It is important that we convey to clients that we are putting their interest first and we can do it by talking straight with them. 

One of the competence based behaviors is to deliver results. For us to do this, we need to clarify what the client is seeking at the beginning of the engagement. Then, we have to "talk straight" with the client about his chances of obtaining the desired results. If we tell the client he will be able to get the result he desires, then we must deliver. Getting results also includes meeting the agreed expectations on the amount of the fee, or conveying to the client when something has caused the fee to increase. 

One of the character and competence behaviors is to listen first. As lawyers we need to thoroughly understand our client's problem before we start offering advice. In law school we are taught to speak, but not taught to listen. We need to learn to listen better. 

This book, like every other business book I read, does not have something on each and every page we can apply to our legal careers. So, if time is an issue for you, I suggest you read it the way I read business books. I skim the book from cover to cover and then go back to the parts of the book that I decided were particularly relevant to me. 

 

Becoming Remarkable

I have learned from my coaching of senior associates and junior partners that many young lawyers don't know where to start with their client development efforts. They mistakenly think they need to sell clients, make cold calls and figure out other ways to solicit business. Since all of this is distasteful to most, they don't ever get started. 

In a nutshell, here is what I am trying to teach young lawyers: You cannot directly market or try to sell clients. The harder you try to sell the less successful you will be. Clients want to buy (or need to buy), but they do not want to be sold. Whatever you tell clients about how good you are or how your service is extraordinary, they will likely not believe it because your competitors are telling them the same thing. Clients do not want to hire lawyers who are ordinary. They want to hire lawyers who are extraordinary, remarkable and memorable. The game plan for successful client development is having the clients come to the lawyer as a result of creating something remarkable or being remarkable and having clients, potential clients and people who can refer business talk about the lawyer. Seth Godin, a marketing guru says that the premise of remarkable is to have non-compensated third parties become an evangelist for you and your services. 

In a world where law firms and lawyers all look alike, how can a lawyer stand out from the crowd and be remarkable, extraordinary and memorable? I teach lawyers how I did it and how they can do it. The first step in becoming remarkable is to determine what you want in your career. Second, you need to learn how to become credible by building your profile. Third, you need to learn how to determine your clients' and potential clients' views, biases, and perspectives so you can create something that will be noticed and be remarkable in the eyes of those who might hire you. 

Let me give you a personal example: In January 1983, President Reagan signed into law the Surface Transportation Assistance Act of 1982, which doubled the federal funding for highway construction. The Act included a provision requiring that not less than 10% of the funds must be expended with Disadvantaged (Minority) Business Enterprises. Overnight that quadrupled the amount that had previously been spent with those firms. It created a huge problem because there weren't enough qualified and adequately capitalized firms to do the new volume of work. I knew this would be a big issue, so I studied everything I could on the issue, put together a notebook and ultimately wrote a guide for contractors. I was then asked to speak at contractor meetings across the country. I was on a panel with a lawyer from the Federal Highway Administration who recognized I knew this program backwards and forwards. About a year later he received a call from the general counsel of the largest highway contractor in the United States asking who he would recommend to help them with a problem in Atlanta. He told them they had to hire me because I knew more about the law on minority contracting than any other lawyer. They hired me and for the next 20+ years they were my largest client. That is what client development is all about. Incidentally, the Disadvantaged Business Enterprise program 24 years later remains a huge legal issue. In the last year I was hired by the Associated General Contractors to write a "Tool Kit" to help their members comply with the law. 

Each young lawyer I have met can be remarkable if they are open to trying, and if they make a commitment to work at it. 

Have a wonderful New Year and think of how you can become remarkable in the eyes of the clients who might hire you. 

 

What Makes You Unique?

Over the last month I have focused on the importance of being or creating something remarkable. We need this because we want clients, prospective clients, and people who can refer business to us to become evangelists for us. In the past it was easier to be remarkable. There were fewer lawyers and most businesses were owned locally. There were no firm websites, no email, and clients were not inundated with lawyers trying to get their business. Lawyers developed business by doing good work, being active in their community, and obtaining an AV Martindale Hubbell rating. 

Today it is far more difficult. The number of lawyers has mushroomed, law firms are bigger, clients have consolidated and moved, and clients are challenged to see differences between one lawyer or law firm and another. Over many years, I have encouraged lawyers I coach to focus on what makes them unique and what they can create that clients will find uniquely valuable. I owe my client development success to creating booklets, workshops and other materials that clients, potential clients, and people who referred business found to be remarkable. 

Christy is a young partner from Nashville I am coaching. She is married, has two children, and already brings in a significant amount of business. Christy actually helped me develop part of the story in my new book Rising Star. I am confident Christy will be even more successful as she goes forward. Why do I believe that? First, Christy has a burning desire to be the best long term health care litigator in the country. She works at it each and every day. Second, she focuses on her life priorities which are her family, church, and career. Third, she uses her time more wisely than just about any lawyer I know. Finally, as successful as she is, she is still open to coaching and has applied things we have talked about and experienced success as a result. 

There is something else that makes Christy unique and special. She sings gospel music with a Nashville sound that blows me away. If you want to hear the star I am coaching, click on the website for her church that is below. Then, click on November 19, Gospelaires. Even if you are not a fan of country music, I think you will see that not only can Christy sing country gospel, but she also lights up the room when she comes in. 

http://www.woodmontchristian.org/videos.htm 

 

Client Cross Servicing Process

Objective: 

To expand relationships with your existing clients and provide services you are not currently providing. 

Main Point: 

Selling will not work. Clients do not want to be sold. They want to buy, but only what they want and need. In order to get clients to buy other services, you must thoroughly understand their business, their perspective and their views of lawyers and of your firm. Here are some steps to follow: 



  1. Identify specific clients and client heads. 


  2. For each client research and describe their business. 


  3. For each client describe what you know about the client representative. 


  4. Identify the legal work being done for the client in the practice areas. 


  5. Put together a team to focus on finding ways to add value and serve the client in other areas. 


  6. Prepare a client service plan (not a marketing plan) for each client, including specific activities to better know the client, the client's business and the client representative. 


  7. Identify and prepare list of "joint projects" that could be done for a client not "cross-selling" but rather integrated services. 


  8. Identify something extraordinary and memorable to "give" the client from the other practice groups (newsletters, white papers, check lists, etc.). Keep in mind that if it is not extraordinary and memorable it will be ignored. 


  9. Conduct regularly scheduled team meeting to discuss what is going on with the client and their business. 


  10. If possible, set up meetings at no charge for us to learn more about the client's business. 


  11. Prepare a white paper on fully integrated services of the practice groups and how such fully integrated services would serve the needs of the clients. 



 

Becoming More Successful in 2007

As you may know, my wife, Nancy, started playing golf when she was about 40. I should not give her age now except to say she is younger than me. Currently her golf handicap hovers between 1 and 3. When we play golf together, she plays from the men's tees and typically shoots between 78 and 82. I can't remember ever shooting an 82, much less a 78. 

Why is Nancy so good? Sure, she is an athlete. But, more importantly Nancy really works at it. Most men golfers I know rarely practice. Nancy practices frequently and has a plan when she practices. While listening to her iPod, Nancy will practice bunker shots, or putting, or flop shots. Each time she practices, she focuses on certain shots. When I am in a bunker near the green, I am worried about either leaving the ball in the bunker, or putting it through a picture window of the home beyond the green. When Nancy is in a bunker, she is focused on where she wants the ball to land. Before entering the bunker, she will take two or three practice swings to get the feel of how she wants to hit the ball. 

So what does Nancy's golf have to do with us as lawyers? The principles are the same. If you want to become a great trial lawyer and you are not trying cases, you actually have to find ways to practice opening statements, or cross examination, or final arguments. When I was a young lawyer I read as many actual cross-examinations as I could get my hands on. Then, I would create a scene and outline how I would cross exam the witness. 

Client development skills can be learned the same way. If you want to learn how to network, go to events where you can practice. In fact, go to a networking event and approach strangers and introduce yourself. If you want to become a better public speaker, speak in public. Consider joining a Toastmasters International club, or starting your own speaking club. If you want to become a better writer, write and have someone review it and offer a critique. There are plenty of editors and senior lawyers who are retired, who would gladly critique your writing. 

What is your plan for getting better in 2007? 

 

Being in the Zone

Even if you are not a sports fan, you likely would enjoy watching Michael Jordan play in the NBA championship or Wayne Gretsky play in the Stanley Cup Championship. These two great athletes made it look effortless and were at the top of their game when it was needed by their team the most. I loved watching them because they were so focused on what they needed to accomplish. 

In the book "Michael Jordan Speaks" by Janet Lowe, Michael explains what it means to be in the zone on the court. "Once you get into the moment, you know you're there. Things start to move slowly, you start to see the court very well. You start reading what the defense is trying to do. And I saw that, I saw that moment." Wayne Gretzky was once asked the difference between a good hockey player and a great one. He reportedly answered: "A good hockey player plays where the puck is. A great hockey player plays where the puck is going to be." 

What then is the lawyer equivalent of being in the zone? I think first it means being in the moment. The best lawyers I know work when they are working and are focused on what they are doing. For many of us we are so very easily distracted by emails or someone coming in the office to chat about the weekend. 

What is the lawyer equivalent of playing to where the puck is going to be? I think it is anticipating our clients' needs before they have expressed them. We can really differentiate ourselves from other lawyers when we are looking ahead in that way. 

 

Andrea has Lost Her Amatuer Status

I spoke with Andrea the other day. She is a partner I am coaching to build her real estate practice. She is also a jock. Recently her firm sponsored a foursome in a charity golf tournament and Andrea's foursome finished on top and won the $5000 first prize. Each member of the foursome will receive $1000 and the team will contribute another $1000 to the charity. 

Andrea and I talked about how to follow up with the two potential clients who were in the foursome. I thought she should buy golf balls and have the firm name, the event and the word Champions printed on the golf balls. I also thought she might bring the foursome together for some sort of fun golf outing or dinner. It might even be fun to invite spouses and have a dinner at her house. 

 

Making 2007 Your Best Year Ever

Are you willing to go on a journey with me and see if it makes 2007 your best year ever? 

I contend that no matter how successful you have been in the past, 2007 can be your best year ever. I also contend that for most people, it is the small things that will make the biggest difference. If you are interested, I want you to answer the following questions about yourself. You can email your answers to me if you would like my thoughts. I will also give you my Top 10 Tips for Making 2007 Your Best Year Ever. 

Here are my questions: 

1. What are your hopes for your career in 2007

Create 3-5 goals that will lead you toward the hopes you have for 2007. 

2. What are your hopes for your career over the next five years? 

Create 3-5 goals that will lead you toward the hopes you have for your career over the next five years. 

3. What is the one thing you could do in 2007 that you have not done before, that would have the greatest impact on your career? 

Several years ago, I decided that the one thing for me was to use my time more wisely. I also decided that I needed to plan my time each week and write down what I planned to do. 

4. What is holding you back

In my case, I know I lack self discipline, and more than anything else, that was the most critical thing holding me back. I knew what I should do, but did not have the discipline to always do it. 

5. What are you willing to do to become more successful

I like the quote attributed to a wide variety of college football and basketball coaches. "Most people have the will to win, few have the will to prepare to win." 

Here are my Top 10 Tips: 



  1. Write down what you want to accomplish in 2007. 


  2. Prepare a Plan so you use your non-billable time wisely. I can provide you with templates to consider. 


  3. Decide on one area to learn that will enable you to be a more effective lawyer in your field. One year I decided to focus on communication to juries. I bought every book I could find on the subject, listened to every tape and read every article. 


  4. Read or listen to one book a month on success, client development or other topics that will make you more effective. If you send me an email, I would be happy to send you my list of books that will make the biggest difference in your career and life. More importantly than reading the books is actually implementing 2-3 things as a result of reading the books. 


  5. Use your time more effectively. Time is our most valuable resource. Whether we care to admit it or not, our challenge is not that we do not have enough time. Instead, our challenge is that we do not use the time we have effectively. Occasionally, I challenge myself to write down things I do - or things I should do that by not doing them - wastes my time


  6. Think of ways to apply the 80-20 rule. Let me give you examples so you can think about it. Twenty percent of the things we do creates eighty percent of our success. What is that twenty percent for you? Eighty percent of a typical lawyers business comes from twenty percent of his or her clients. Which of your clients generate eighty percent of your business? 


  7. Decide how much non-billable time you plan to spend developing your career and client base in 2007 and divide by 50. Each week give yourself a report card on whether you spent the number of planned hours and how well you spent it. 


  8. Get more face time with clients and prospective clients. One of the lawyers I coach has discovered that each and every time he meets with a client in person, he comes away with a new matter either right then or shortly thereafter. 


  9. Send me an email that tells me all I need to know about you to recommend that a potential client hire you. Why am I suggesting this? First, if you do not know why a client should hire you, the clients clearly won't know either. Second, this will cause you to think about your elevator speech. How many times have you met people who ask what you do? Telling them you are a litigator, or a corporate lawyer or a tax lawyer may be absolutely accurate, but it will not likely get you very far. 


  10. Some of you might think this idea is a little hokey, but try it anyway. Several times each day for a week, close your eyes and say to yourself as emphatically as you can: "I am the best and I love what I am doing." Psychologists, including sports psychologists have told us for years that affirmations and visualization can create peak performance. Our brains cannot distinguish between what we experience and what we vividly imagine. We are no greater on the outside than we think we are on the inside. Twenty years ago I read: Peak Performance: Mental Training Techniques of the World's Greatest Athletes by Charles A. Garfield and Hal Zina Bennett. I applied what the authors suggested to athletes to my law practice and I believe it works. 



There is something else I urge you to do in 2007. Spend more time with your family without feeling guilty. When you are with your family, be in the moment with them. Focus on them both externally and internally. Do not let your mind wonder. You can spend more time with your family, if you spend your billable and non-billable time more efficiently and more effectively. 

 

Try This Experiment

I receive many questions from lawyers asking how to follow up or make a contact without appearing to be too pushy. Here is something I have done: 

I want you to try an experiment for the next 30 days. Take 30 minutes each day and search for something to send 5 clients or contacts. You can find something in newspapers, magazines, books, and on-line. When you send the article or book include a hand-written note: "I hope you will find this valuable" or "I thought of you when I read this." Make sure the note is on paper with your contact information. I think that is better than attaching or enclosing a business card. 

 

How to Stand Out in Any Crowd

As you may know, I subscribe to a magazine "Selling Power." As you would expect, it is for salesmen and sales managers. Yet, each and every issue I find something of value to lawyers. It only costs $27.00 for one year (6 issues) and is well worth it. 

In the November/December issue the cover story is "How to Stand Out in Any Crowd." Seth Godin talks about marketing, change and work. I was fascinated by the article and plan to apply some of Godin's points myself. 

According to the article Seth Godin likes to give things away and has built his career on it. I have long advocated that lawyers find things of value to give away. Whenever I write an article, I am anxious to give it away. When Godin wrote his first book he offered a third of its contents online at no charge. He got 175,000 responses requesting the free third of the book. Most of the 175,000 who received the free third of the book clicked the link built into the page and bought it, making it a year long best seller. Guess what I am planning to do with the three books I have written. 

Later in the article, Godin talks about three kinds of people. I will put it in the context of clients: 

1. Clients who don't need the services you or your firm offer

2. Clients who need the services you or your firm offer, but are using another lawyer or firm. 

3. Clients who are ignoring you. 

Godin says you can't market directly to the second and third group. "Instead, have them come to you." How do you suppose you can get them to come to you? Godin suggests you have to create something "remarkable." Jennifer Keller did just that. She created the "Easy Guide" which is a compilation of labor and employment laws on laminated cards which an HR person can attach to his or her monitor. Jennifer has the clients in the second and third category coming to her. 

What remarkable thing can each of you create that will get clients in those groups coming to you? 

 

Your Firm Bio

Many lawyers do not realize the importance of their firm bio that appears on the firm webpage. That is certainly illustrated in the exchange of emails below between a practice group leader and an associate. 

Practice Group Leader: 

It appears that our system does not have a bio for you. If this is correct, please check into this and make arrangements for marketing to prepare one for you. 

Thanks. Practice Group Leader  

Associate: 

No, I don't have one. Please have marketing draft one up.  

Thanks. Associate  

Practice Group Leader:  

It would be helpful for you to contact marketing since I cannot provide the necessary information.  

Practice Group Leader  

Associate:  

I am swamped with billable work, so the bio will take a far rear backseat.  

Regards, Associate  

Practice Group Leader:  

I like to start the day with a little firm management and perhaps some humor if I can find it. I thought I would start early with this one since you seem to be a very busy young man. My email to you and a few others was sent as a courtesy in my role as Practice Group Leader of the XXX Group, a group to which you are administratively assigned. 

Your firm bio is one of the primary means by which others in the firm and outside the firm learn about your considerable talents and make decisions about referring work to you. It has proven to be very helpful to many of us

However, the decision to have one or not is yours and as they say: I have done all I need to because "I am not your mama". So if you find the need to have a bio, do it yourself

Have a great day. 

 

Some Thoughts on Work-Life Balance

Recently I had the opportunity to speak to the women lawyers in a medium sized firm. Prior to speaking to them, I asked them to give me 1-3 questions I could help answer for them. Many of the questions I received focused on work-life balance. 

My Thoughts on Work Life Balance 

There is no such thing as work-life balance and even if there were, pursing it would be incredibly boring. Instead of seeking work-life balance, we should instead be seeking a life that is based on our priorities. We should also keep in mind that our priorities change over time. When you are single, you may want to focus on work and having fun. When you are married with children, you will most likely focus on time with your family. 

There is no way to add more hours to your day. Other than the weekend when daylight savings time "falls back" to standard time, there are only 168 hours each week. The real question is how well we use those hours to achieve our priorities. Suppose you sleep 8 hours a night, or 56 a week. Suppose you bill 40 hours a week and you invest another 10 hours a week on your career development, client development and other firm activities. That leaves 62 waking hours of personal time for family, fitness, community, church, recreation, hobbies, commuting and other activities. That is really a significant amount of time. How you spend the 10 hours a week (or whatever number) of investment time will ultimately determine the quality of your life. How you spend the 62 hours (or whatever number) of family and personal time will ultimately determine the quality of your life and family relationships. 

 

Engage the Audience Before Your Presentation

Recently I was asked on a Thursday to make a presentation to the Dallas Young Lawyers Association Leadership Class at a luncheon the following Tuesday. Needless to say, I did not have much time to develop the presentation. I asked to meet with the organizers and I met with one of them late Friday afternoon, but I still wasn't sure how I could provide the greatest benefit to the class on Tuesday. On Monday morning I asked for a list of the 35 members of the class. When I received it, I sent each one an email asking for topics they wanted me to cover or questions they wanted me to answer. When I received responses, I replied and offered my thoughts on the topics each person mentioned. I learned later that one of the class members said: He was working the room before the room was assembled! Not bad... 

I hadn't really thought of it that way, but he was correct. Taking the time to send an email to each person and then replying to any emails I received in response, introduced me to the class members and let them know I cared about them. I have always approached my presentations to construction trade associations the same way. If I know who will be attending I like to reach out to each person and find out what is on his or her mind and what they would like to learn in the presentation. Then, I make sure I begin my presentation in a way that brings out what I have been told. 

Whenever we make presentations, the members of the audience are thinking: What is in this for me? To be successful both as a presenter and as a rain maker, our presentations must clearly address this question. I have found asking what attendees want to learn is a great way to make sure I will connect with the audience in a way that is meaningful to them. 

If you would like some specific examples of how I have begun presentations to connect with the audience, contact me.