Do you compare?
By Julie Fleming | September 2, 2015 | Published In Business Development Coaching for lawyers
Last week a client bemoaned the fact that his peers were all advancing more rapidly with business development than he was, that they all seemed more confident than he felt, and their opportunities were endless whereas he had to work hard for every opportunity he had. Ever had a day like that? If there’s data to support those feelings, it’s worth taking a look at what’s going on… But if you’re making judgments about your comparative success based on nothing more than feelings, you’re almost certainly not seeing reality, whether you’re selling yourself short or inflating your success.
Here’s the quote I shared with my client:
“The reason we struggle with insecurity is because we compare our behind-the-scenes with everyone else’s highlight reel.” Steven Furtick
This is true on social media; it’s equally true in the business world. Comparison can be valuable when it helps you to identify a route you hadn’t considered before or a strategy worth considering, but much of the time it’s demoralizing because most of us highlight success while concealing failure.
If you’re watching others and feeling that you don’t measure up, look to the data. Ask whether you know the background story. For example, was your colleague offered a highly coveted speaking opportunity on the basis of reputation alone, or did she network her way into the right group and then request a speaking role? Was her proposal turned down four times before it was finally accepted?
Don’t try to do it all at once.
By Julie Fleming | August 26, 2015 | Published In Business Development Coaching for lawyers
Two levels of activity can completely undermine your business development efforts: doing too much and doing too little. Think I just won the obvious award? Stick with me for a minute.
It’s no secret that doing too little business development activity means you won’t build the kind of practice you want without some kind of miraculous intervention. If you want word about you to filter out so potential clients come looking for you, you’d better help that word spread. And if you think you’re going to inherit a book from a retiring mentor, you’d better have a parallel plan since clients don’t always follow even the best-intentioned inheritance plans. If you sit and wait for clients to come to you, you may find yourself waiting for drips of business that will never quench your thirst.
But can you fail to build a book because you’re doing too much? You bet. Even if you’re a brand new solo practitioner without much billable work, your time and energy are limited. This is especially true for midlevel associates in larger firms: you have billable responsibilities, administrative responsibilities, professional development responsibilities, and you may well be busy personally as well, with a young family or supporting elderly relatives. And it’s true for every lawyer during certain phases of practice.
If you’re just starting to take on a particular business development activity (or to take on business development in general), you may be tempted to jump into the deep end and cram in as much work as you can that might lead to business. Unfortunately, that isn’t how business development works in most practices. Taking on too much at once is overwhelming and discouraging, and it’s more likely to lead to a crash-and-burn than to a brightly burning flame that will power your practice.
Taking on too much at one time is a sure recipe for disaster. You start out with great intentions, and maybe even clear plans, but everything falls apart with one little slip. (This is why challenges like a Whole30 often don’t work either: imperfection means failure.)
What the Tough Mudder can teach you about biz dev
By Julie Fleming | August 19, 2015 | Published In Business Development Coaching for lawyers
I recently talked with a friend who completed a Tough Mudder. For those of you who aren’t familiar, a Tough Mudder is a 10-12 mile obstacle race through a variety of obstacles (such as sprinting through a field of live wires) and, you guessed it, lots of mud. Aside from the obstacles, two aspects of Tough Mudder are legendary: the focus on teamwork (“no mudder left behind”) and on overcoming fears through the obstacles. And it’s definitely tough—or so I hear, since it isn’t exactly my cup of tea.
Here’s what my friend told me that made me think of the business development journey: “I came to appreciate the obstacles because every time I made it through one, I knew I was that much closer to the end. When I was in the middle of it, I couldn’t really tell how far I’d gone or how much I had left to the finish line, but the obstacles helped me know that I was actually making progress.” It’s a useful lesson.
Here’s what else the Tough Mudder can teach you about business development:
- Approach the race as a marathon, not as a sprint. Although the Tough Mudder is “just” 10-12 miles long, expecting to whip through it would be a huge mistake even if you run that distance every weekend. Likewise, business development will last for the rest of your private practice career, and you’ll run ragged if you behave as if it’s a goal to be conquered in the short term. Keep your eye on the long-term view even while working to overcome each immediate obstacle.
- Overcome your fears. I have yet to meet a lawyer who built a book without having to face difficult and uncomfortable situations. You need grit and consistency to power through those situations just as you do during the Tough Mudder to jump from a tall platform into ice-cold water and then run to climb a scaffold and slide down a pole through a ring of fire. (Doubt this? Just ask one of my European clients who refused to call a contact week after week until she finally relented… And secured work from that client right away.)
- Realize that you can’t do it alone. To succeed in building a successful practice, you’ll need help from mentors and colleagues who can give you suggestions and feedback, professional friends who can make introductions and open doors for you, and referral partners who can help you meet the right contacts and potential clients. It’s very difficult, if not impossible, to succeed alone—and you’d be wise to invest in your teammates’ success as they do in yours.
- Take the steps necessary to prepare. Training for the Tough Mudder might include cardio, weight lifting, and body weight exercises, along with finding out the best clothes to wear during the race and other “real life” tips. Preparing for business development may include designing your strategy and laying your business development plan, improving certain skills (networking skills, for example), learning about general principles of marketing, studying your target client’s likely concerns and goals, learning more about business principles, and so on. Whether it’s a Tough Mudder or business development, you can’t expect to go from zero to win without significant preparatory work.
- Have a clear objective in mind. In most races, your time is your measure of success; in Tough Mudder, success might be measured in terms of your teamwork or even by overcoming the one obstacle that terrified you. Your personal definition of success should govern your business development efforts as well. You’ll likely approach business development differently if you want to become equity partner at a large firm than you would if you want a more lifestyle-oriented practice. Knowing your “why” will let you be sure that you’re working to create the kind of success that matters to you.
- Decide that you will succeed. Whether it’s the Tough Mudder or building a clientele to support your practice, you will hit obstacles—literal and metaphorical. It won’t be easy. At times you’ll wonder why you started this journey and you’ll consider abandoning it. Only your decision to persevere will keep you from giving up. Decide early and don’t look back.
Whether you’re training for a Tough Mudder or (like me) can’t imagine taking on that challenge, absorbing these lessons will help you build a successful practice. What else would you add?
Large law firm partnership models are changing
By Julie Fleming | August 18, 2015 | Published In Hot Topics
Large law firm partnership models are changing.
An American Lawyer article reports that BakerHostetler (along with several others, including DLA Piper and Akin Gump) has shifted to an “all-equity” partnership model, leaving behind a two-tier partnership system. This doesn’t mean that all partners have full equity membership, however: it simply means that all partners have some equity, though a “significant number of partners are both firms . . . . still receive more than half their compensation in the form of fixed pay.
While the article (and a law firm consultant) recognizes that the shift gives all partners a stake in the firm that may eliminate an employee mentality among nonequity partners, this is the paragraph I found most interesting:
[Roger] Meltzer [co-chair of DLA Piper] also noted that DLA Piper raised more capital from the shift, with all partners required to make some contributions. “It creates more of an equity cushion,” said Meltzer, ho declined to specify how much capital was raised.
It’s no surprise that large firms continue to evaluate and tweak partnership models, but I’m not sure I’d be dancing just yet if I were a nonequity partner just granted a stake in the firm.
Project your power
By Julie Fleming | August 13, 2015 | Published In Business Development Coaching for lawyers
Leadership presence, which includes the ability to project power, is critical in any kind of interaction, whether you’re speaking with one person or to a crowd of 1000. Failing to exhibit the kind of power that demonstrates self-confidence may leave your audience uncertain about your skill, but overdoing a display of power may come across as arrogance, which is a turnoff for almost everyone.
Amy Cuddy’s presented her research on “power poses,” which demonstrates that adopting or even just visualizing a confident pose delivers self-assurance in one of the most viewed TED talks of all time. One of the fascinating aspects of that research is that taking a “power pose” can affect levels of testosterone and cortisol. In other words, this is not just a “fake it til you make it” shortcut: taking a powerful stand causes physiological effects that can change how you present yourself and thus how others perceive you.
Stanford professor Deborah Gruenfeld, who spent years studying the psychology of power, discovered that simply understanding the research is not enough to reap its rewards. She eventually teamed up with a theatre instructor to teach a Stanford Business School class called Acting With Power. Watch her micro lecture Playing High, Playing Low and Playing It Straight on YouTube, and you’ll pick up tips on how to project authority and approachability. It’s a worthy investment of time if you’ve ever felt a lack of confidence, if you’ve ever received feedback that you come across as tentative, or if you’ve ever worried that you’re coming on too strong.
Not getting answers to your biz dev emails?
By Julie Fleming | August 5, 2015 | Published In Hot Topics
Email can be a good way to reach out to new contacts (people you’ve met briefly or with whom you’d like to connect via LinkedIn, for example) or to reconnect with longer-time contacts, but you may get frustrated by slow or no responses.
It’s tempting to make email contacts meaty, to give all the detail we feel necessary to justify the contact and to elicit a response, but often the result is a big block of text that the respondent delays reading or answering.
If you’ve run into this problem, check out this solution (which I’ve illustrated in this email): http://five.sentenc.es
Although you may be unable to limit every email to five sentences or less (especially client communications), taking this challenge will prompt you to be brief, which makes your emails easier to digest and answer.
Why not give it a try with your emails this week?
One size never fits all.
By Julie Fleming | July 29, 2015 | Published In Business Development Coaching for lawyers
There’s no secret about which activities may be helpful for business development, right? Pick up any law practice management magazine, flip to one of the zillion practice-related website and blogs, or read marketing suggestions for other professions, and you’ll find all kinds of activities that work for landing new business.
The challenge can be finding which activities work for you. There’s no one-size-fits-all template for business development. When it comes to finding your best process, you must start with self-understanding. What are your skills and opportunities for attaining credible visibility? How do you best interact with people?
It is possible to enhance and even change your natural tendencies—if, for example, there are good indications that speaking would be a productive activity but you’re not a skilled speaker. However, you’re unlikely to succeed unless you first believe you can succeed. Here’s why:
How much should you market?
By Julie Fleming | July 22, 2015 | Published In Business Development Coaching for lawyers Hot Topics
There’s one question I’m asked over and over: How much time should I spend marketing? Depending on the situation, I may respond in terms of how many hours a week a lawyer should spend marketing at various stages of practice, in terms of the minimum amount of time a lawyer should invest in marketing where there isn’t enough time to keep a full schedule, or in terms of what current results indicate about future activity. All of those measures are valuable, but there’s really a deeper question that most lawyers forget to ask….
What activities count as marketing? There’s active marketing (finding opportunities to speak to potential clients or referral sources, for example) and passive marketing (such as writing a blog post or article and waiting for it to garner suitable attention to lead to an inquiry from a prospective client). You probably know the broad buckets of activities within each of those categories…
But there’s a better answer.
Next time you wonder whether you’re marketing enough, think about how you’re approaching the people you encounter and whether you need to market better, not just more.
Getting real about connections
By Julie Fleming | July 15, 2015 | Published In Business Development Coaching for lawyers
He spent the first 45 minutes typing on his phone.
My college friend Helen came to visit me recently, along with her partner of four years whom I’d never met. Tom pulled out his phone as soon as he sat down and kept it out for almost the whole evening. When we tried to draw him into conversation, he’d respond and then return to his typing, and when Helen prompted him to talk about his work, he pulled out his phone to show us some videos related to his job. Tom has a great smile and friendly eyes, but I didn’t get a feel for who he really is. Technology prevented the connection.
Now, you’d never spend time typing on your phone when you meet someone new for business development purposes, right? But think about these instances in which one might unintentionally let technology block a beneficial connection:
What’s really stopping you?
By Julie Fleming | July 8, 2015 | Published In Business Development Coaching for lawyers
You’ll find information on how to land new business anytime you pick up a law practice management magazine. You can’t avoid advice and resources about business development. And maybe that’s a good thing.
It’s what Seth Godin describes as “help and insight about getting to the core of the fear that is holding us back.”
Read this quick post, and then get honest with yourself about what fear is getting in your way. (Some common fears that I see are fear of seeming desperate or needy, fear of rejection, fear of disapproval, and fear of looking foolish. It’s worth noting that I have yet to see someone fail because of a fear of success.)
Need help with this? Let’s talk.
Want change? Think goal, not tactics
By Julie Fleming | July 1, 2015 | Published In Business Development Coaching for lawyers
What if you could make it easier to change your habits and meet your goals? That’s the promise of The Key to Lasting Changes: Think Goal, Not Tactic on the Harvard Business Review Blog. Elizabeth Grace Saunders. The post’s author, proposes three steps to help “identify tactics that will actually work for you and keep your focus on your big objectives:”
- Determine which goals you’ve been unable to meet despite your best efforts;
- Brainstorm other tactics you could use to achieve your goals; and
- Test one of your hypotheses.
I’ve been using these steps recently to change a long-standing but detrimental habit of using my email inbox as a tickler file. Using a new folder for items that require follow up and an If Then Then That recipe to create a reminder on my calendar, I’ve been able to clear those items from my inbox. Not only is my inbox cleaner (which feels good), but I’m better at follow-up. That’s a huge win.
What would you like to change? Give Saunder’s process a try. I’d love to know how it works for you.
Should you take a stand on social issues?
By Julie Fleming | June 24, 2015 | Published In Business Development Coaching for lawyers
Like so many people, I was rocked by last week’s shootings at the Emmanuel A.M.E. Church in Charleston, SC. (For those of you outside the US who may not have heard about the story, here’s an article that will fill you in.)
In 2012, I wrote a short article following the Sandy Hook Elementary School shootings, urging lawyers to act in whatever way they felt appropriate to address the issues. Nearly three years later, we’re still facing these issues, and others (especially concerning racism and how law enforcement interacts with various groups of people) are boiling.
Here’s the relevant excerpt from the 2012 article:
There’s been much discussion about what we as a society should do in terms of gun control, making treatment more available for the mentally ill, and protecting our children. This newsletter isn’t the forum for me to promote the solutions that seem most appropriate to me. The bottom line for me is, as expressed by Nelson Mandela, “We owe our children – the most vulnerable citizens in any society – a life free from violence and fear.”
Informal networking for pleasure and (maybe) profit
By Julie Fleming | June 17, 2015 | Published In Business Development Coaching for lawyers
Clients have been asking a lot of questions lately about networking. Whenever you have an opportunity to meet people, it’s a networking opportunity. If you expand your thinking beyond business networking, you’ll find that you can make useful connections just about anywhere. That means that you could bring back more than shells from your next beach vacation, if (and only if) you have a plan in place that will let you connect with people in a friendly way that opens the door to business conversation if appropriate. Here’s how you do that…
First, keep your eyes open for opportunity. Especially since so many people are on smartphones and tablets all the time, it’s easy to miss a good connection. And if you’re open to talking with others, you may find that reading a newspaper or magazine makes you more approachable than reading the same thing on a device. Because this is casual networking, don’t try to be strategic about the people with whom you’re talking. Unless you’re in a pre-selected group of people, you’ll find it difficult (if not impossible) to isolate someone who’s ideal for your business purposes.
Make your overture. Your opener doesn’t need to be special or memorable, fortunately. Try ordinary openers like, “First time at this resort?” “How’s the coffee here?” or even a simple greeting. Remember how you meet people when you’re just being friendly? Do that.
Ask questions in a curious (but not prying) way. Your goal in asking questions is to find a point of connection. That might be business, but more likely you’ll start with a personal connection, like a shared hometown, kids who are the same age, or a spouse who begged off whatever you’re doing to spend the day by the pool. A caveat here: don’t be the person who starts off by asking, “So, what do you do?” It doesn’t matter whether you’re at your child’s soccer game or at a resort in Fiji, that question is more likely to close conversation than to open it.
Keep this quote in mind:
At some point, work will probably come up naturally in the conversation. If not, there’s no harm in asking.
If you discover a potential business connection, share what you’ve found and suggest continuing the conversation at a later time. Share enough to pique curiosity (the nature of your mutual interest, how you might benefit each other, what you might be able to offer), and then suggest a later telephone conversation or meeting for business conversation. Although it will occasionally be appropriate to talk business in the moment, more often you’ll find too much other activity nearby and a lack of privacy. Here’s more on how to handle this stage of the conversation.
How committed are you?
By Julie Fleming | June 10, 2015 | Published In Business Development Coaching for lawyers
The topic of commitment has been coming up over and over in the last few weeks. What’s the first thing you think when you think of commitment in the context of your practice? Without commitment in three particular areas, success is unlikely.
Commitment to business development. To get consistent results in building your practice, you must be consistent with your business development efforts.
When I consult with a potential client who wants to secure more work, I always ask questions to uncover not just what business development activities they’ve tried, but how consistently they’ve tried them. That’s because when a practice is underperforming, consistency is always lacking.
- Calendar your plans and keep a checklist, divided into daily, weekly, monthly, and quarterly activity. This kind of reminder keeps you from leaving your activity up to chance. It also avoids allowing your activity to slip when some change in outside circumstances might undermine habits you’ve developed.
One of my former clients wrote articles for a publication every other month for several years, but when the journal that published those articles closed, he neglected to put writing for publication on his checklist, and guess what? He quit writing. He found a couple of journals that were eager to publish his articles and added writing to his quarterly task list so it wouldn’t slip through the cracks again, and his stalled list of publications began growing again. Checklists and schedules will help to keep activity consistent.
Legal Marketing: How to build business development commitment, consistency, and frequency
By Julie Fleming | June 3, 2015 | Published In Business Development Coaching for lawyers
I’ve often drawn the analogy between business development activity and going to the gym. Both require commitment, consistency, and frequent activity for optimum results. For both activities, success comes only when you step outside what’s comfortable and familiar. And building muscle is likewise spot-on for both.
This summer, I’ve been swimming laps almost every morning. While I was swimming last week, I thought of another similarity: consistency comes more easily when the activity is fun. I really enjoy swimming, but especially when I’m focusing on increasing the number of laps I can squeeze into my timed swim, it isn’t that much fun.
After I’d hit my goal of swimming at least five times a week, I bought a waterproof iPod, and now I listen to music while I swim… And that brings back the fun for me. I usually look forward to spending time outside, enjoying music, and getting in some activity. Sure, I still have those days when I really don’t want to get in the pool, but as soon as I get in and turn on some of my favorite music, that reluctance fades away. More often than not, my swim time passes quickly, and I’ve done extra laps a few times just because I’m enjoying it.
Even if you enjoy business development activities, I’m certain you hit days when you just don’t want to do it. Those days when you’re tired because of other things going on, when you’re discouraged because you aren’t seeing results, or you’re just not in the mood. And if you think of business development as a necessary evil, every day might be an “I don’t wanna” kind of day. (more…)
Achievable work/life balance? It’s possible.
By Julie Fleming | May 27, 2015 | Published In Business Development Coaching for lawyers
Last week I offered an idea on how to manage business development through upcoming hectic vacation times, and boy did that strike a chord! I received a bunch of responses asking for more suggestions. And so…
This week I’m reprinting a 2011 review of Total Leadership: Be a Better Leader, Have a Richer Life by Wharton professor Stewart Friedman. This book asserts that building an integrated life calls for finding activities that will benefit more than one domain of your life (work, home, community, and self) so that you can maximize the positive effects of each action. Instead of doing one thing to serve your practice and another to serve your family, maybe there’s a way to serve both at the same time—and perhaps even your community and your self as well. It’s the soundest approach I’ve seen to living a high-performance, satisfying professional and personal life. And doesn’t that sound more achievable than work/life balance?
Total Leadership: Be a Better Leader, Have a Richer Life
By Stewart D. Friedman
Spurred by conversations I’ve been having with clients recently, this month’s book review focuses on “work/life balance” or (as I prefer to call it) work/life integration. As I’ve previously written, self-management is a critical skill for leaders. That it’s also a challenge is reflected in the number of leaders who excel at work but have less satisfactory home lives, or those who prioritize “success” above health and suffer the consequences.
In Total Leadership: Be a Better Leader, Have a Richer Life, Stewart Friedman urges leaders to seek “four-way wins,” meaning high performance in the four domains of life: work, home, community, and self (mind, body, and spirit). Achieving these wins creates “total leadership,” which in turns creates sustainable change to benefit the leader and the most important people around him or her.
Legal Marketing: What’s today’s biz dev goal?
By Julie Fleming | May 20, 2015 | Published In Business Development Coaching for lawyers
In the northern hemisphere, we’re looking forward to summer break, while southern hemisphere dwellers are looking toward a winter break. Wherever geography may place you, at some point or points over the next couple of months, you’re probably going to be facing an even stronger than usual collision of work, personal commitments, and culture-driven expectations. “Spare” time, probably never plentiful, will become even more rare.
It’s easy to let business development take a back seat during this time (or when you’re especially busy otherwise), but instead of dropping back simply because you can’t squeeze in a lot of activity, set one simple goal a day. Get in touch with someone you’ve been meaning to contact, send a useful resource, put some time into turning your LinkedIn connections into real relationships.
Your task: for the next thirty days, select and accomplish one strategic business development action each day. If it doesn’t work for you, you can always go back to spasmodic action… But chances are that you’ll see significant benefit from this simple approach. And if you don’t know how to select the right step, check this post I wrote in 2011.
Legal Marketing: How do you handle silent rejection?
By Julie Fleming | May 13, 2015 | Published In Business Development Coaching for lawyers
It’s hard to hear “no” when you’re working to increase your visibility through speaking or writing or when you’ve asked a potential client for new business. But as difficult as it is, you probably hear “no” on a regular basis. (In fact, if you don’t get turned down at least every now and again, you’re probably playing it too safe and not pursuing enough opportunities.)
You’ve likely come up with some methods to handle the disappointment of the “no”…
But how do you handle it when you’ve made an overture and all you get back is silence? Do you assume rejection? Do you follow up, or follow up again, and how do you avoid becoming a pest? Do you take a new approach and see if that gets you further? Do you tuck tail and give up? Ugh—these are tough questions.
What if small talk fails?
By Julie Fleming | May 6, 2015 | Published In Business Development Coaching for lawyers
Relationships are at the heart of business development. That’s true regardless of the length of your sales cycle, meaning the typical amount of time required for a potential client to move from first encountering you to hiring you. It isn’t necessary to build a deep and personal relationship in all cases, but you do have to have enough of a relationship to allow your potential client or referral source to know and trust you.
Whether your potential client first finds you online or offline, one-on-one conversation is where a true connection may bloom. Most commonly, you’ll find that the process of building connection takes time. (That’s why follow-up is so critically important.)
You’re probably aware that small talk paves the way for follow-up contacts. Through small talk (conversation that meanders through a variety of topics at a relatively surface level), you learn more about your conversational partner. You discover mutual interests and experiences, and you start to build a common bond. Through follow-up, you develop that bond, and over time a relationship flourishes… And you’re off to other business development issues. (If small talk isn’t your strength, you’ll find plenty of resources online that can help you improve your skills and increase your comfort.
But what about those situations in which small talk fails? Perhaps small talk isn’t culturally accepted or, despite your best efforts, your small-talk skills aren’t creating an easy flow in conversation. In these instances, you’ll need to find ways in addition to small talk to establish and deepen connections. (more…)
Do you think about what you’re doing?
By Julie Fleming | April 29, 2015 | Published In Business Development Coaching for lawyers
How often do you think about what you’re doing? Probably more often than you should.
Consider this quote:
When it comes to business development (and practice in general), building good habits will help you to accomplish the tasks you want more consistently. For example, if you make it a habit to connect with a new contact on LinkedIn and to send a “nice to meet you” note, then to update your contact management system and calendar a keep-in-touch schedule, you’ll never let a great new connection slip through your fingers. If you routinely enter your time at the end of each day, you’ll never have to spend an entire morning (or more) to recreate your records at the end of the month.
What’s your agenda?
By Julie Fleming | April 22, 2015 | Published In Business Development Coaching for lawyers
One of my favorite questions is, “What’s your agenda?” I’ve noticed, however, that we tend not to ask that question of ourselves often enough.
Setting an agenda is a classic time management strategy. If you’re looking to make meetings shorter and more productive, circulate an agenda in advance and expect everyone to come prepared. If you want to make your day more productive, set your own agenda. Of course other issues may arise in the course of the meeting or the day, but if you set your agenda first, you’ll at least know what you intended to accomplish and you won’t lose track of necessary tasks.
Knowing your agenda is critical for networking. Meeting new people requires you to have a sorting agenda in place: do you want to meet lawyers, bankers, or parents? Are you interested in officers in closely-held businesses, or would you prefer to meet officers in public corporations? Knowing whom you want to meet will help you to identify the best groups to investigate and to target the right people for follow-up, which is where the networking magic happens, if at all.
Having an agenda is the difference between effective follow-up meetings and purposeless coffee dates that accomplish nothing. If you have some idea of what you’d like to discuss during a follow-up meeting, you’ll be able to tailor your conversation to be sure that you ask the right questions or offer the right information. It’s easy to wing it for follow-up meetings, but taking a few minutes to think about what you want from the meeting will make you much more effective.
Share your best ideas with your best clients.
By Julie Fleming | April 15, 2015 | Published In Business Development Coaching for lawyers
When do you share your best ideas? BTI Consulting, a group known for its deep research in client satisfaction and preferences, reports that:
“[j]ust over 2/3 of clients tell us the best new ideas they see coming from law firms happen during an RFP process. Somewhere among the sea of bland boilerplate submissions lies one scintillating idea, suggestion or nugget. One firm invested the time and energy to simply blow their potential client away.”
Being the firm that came up with an amazing nugget is great, but as the BTI article continues, “why wait until an RFP to strut your stuff?” RFPs may be a necessary part of business, but preserving—and perhaps expanding—client relationships is critical to a prosperous practice. (The article is directed to large firms, but the principles adhere to small firms as well.)
Business development trades in promises.
By Julie Fleming | April 8, 2015 | Published In Business Development Coaching for lawyers
Sales. Selling. Sales pitch. How do those words come across to you? Positive, negative, or no charge at all? Studies show that a significant number of people have some bad impression about selling, though most people have no negative association with buying. (See Daniel Pink’s To Sell Is Human for more on this.)
But if you’re to grow your practice, you have to be able to secure new work, and that requires sales skills. I know, you didn’t go to law school to sell stuff (nor did I)… And yet, if you’re uncomfortable in a sales conversation, your potential client will perceive that discomfort and may think you’re uncomfortable with the matter or the client, or even that you’re trying to hide something.
I’m always on the lookout for alternative ways of looking at sales, because you must master your comfort with the idea of sales before you can master the skill itself. And I found a new perspective in a recent article that you cannot afford to miss.
Plans are useless, but…
By Julie Fleming | April 1, 2015 | Published In Business Development Coaching for lawyers
I see two huge mistakes among lawyers eager to build a book of business:
- the urge to jump into action without designing a plan, and
- the tendency to plan and revise and plan some more without ever moving to action.
Keep Your Friends Close!
By Julie Fleming | March 25, 2015 | Published In Business Development Coaching for lawyers
Surprise! Today’s newsletter is a pop quiz. Who are your best referral sources? List the top 10 right now. If you are a more junior lawyer in a law firm and don’t yet have your own clients, list the senior lawyers for whom you do the most work.
How easy did you find it to make this list? This information should be at the tips of your fingers. If you don’t know who your top referral sources are, your activity this week is to find out.
How often do you talk with the people who refer business to you? One of my clients recently realized that his top three referral sources send him seven to ten substantial matters a year, resulting in several hundred thousand dollars of business. That’s great news! But he also discovered a significant problem: as he’d become busier, he spent less time maintaining the connections that had helped to build those referral relationships.
Do you have repeat business or loyal clients?
By Julie Fleming | March 18, 2015 | Published In Business Development Coaching for lawyers
I have a quote for your consideration today:
Progress or excuses?
By Julie Fleming | March 11, 2015 | Published In Business Development Coaching for lawyers
One simple question for you today: are you making progress toward your business development goals… Or are you making excuses?
Here’s the tricky part: progress doesn’t necessarily require massive action, and action doesn’t necessarily equate to progress
Client service = Value creation
By Julie Fleming | March 4, 2015 | Published In Business Development Coaching for lawyers
A key focus of your practice must be client service, not just to retain current clients (though that’s critical) or to expand those relationships (though that’s desirable) but also to create a positive experience for your clients, one that may help to build your reputation.
Client service creates client experience, and client experience creates value for your clients. As you build value for your clients, you will also build the value of your practice. It’s a self-reinforcing cycle. I’ve written extensively on client service and value creation (see here, for example, and here and here), but sometimes you need a quick checkup as from this summary article, The Ten Commandments of Customer Service. Almost all of the “commandments” are relevant, but a few deserve a highlight.
1. “Know who is boss.You are in business to service customer needs and you can only do that if you know what your customers want.” Though I must add that in practice, the client is not necessarily the boss. Sometimes your role as counselor (in egregious circumstances, your ethical duties as well) will require you to challenge a client’s request. That requires finesse, but when done appropriately it’s a beneficial point of distinction for you.
Are you reactionary or responsible?
By Julie Fleming | February 25, 2015 | Published In Business Development Coaching for lawyers
After I finished writing last week’s article on the relationship between the generative power of language and your business development activity, I found several other articles discussing a similar topic. I highly recommend you check Michael Hyatt’s 3 Ways You’re Giving Up Power with Your Words: How the Way You Speak Can Sabotage Your Success. Hyatt’s discussion of how words like “I’ll try” give us an automatic escape from whatever you say you want to do:
“When we agree to a commitment by saying, “I’ll try” or “I’ll give it my best shot,” we’re saying the opposite. At least that’s what people usually hear.
The problem is that it not only undermines our credibility, it also lowers the chance we’ll make good on the commitment because it’s a subtle denial of our own agency.”
Take an entrepreneurial approach to your practice.
By Julie Fleming | February 18, 2015 | Published In Business Development Coaching for lawyers
One of the keys to building a successful law practice is adopting an entrepreneurial approach, regardless of your practice setting. In other words, whether you’re a sole practitioner or the newest hire in a gigantic firm (or anywhere in between), you must recognize that you “own” your practice, and you must act accordingly. That means:
- You take responsibility for building your book of business. You actively work to avoid relying on doing or inheriting work for someone else’s client
- You take responsibility for your career advancement. You determine what additional skills and experience you need to grow as a practitioner and you make it your business to acquire that.
- You take responsibility for the experience that your clients have with you. You decide (perhaps in concert with others on your team, if appropriate) how quickly you respond to client inquiries, how and when you proactively provide updates about client matters, to what degree you lead and collaborate with clients, and so on. You consistently look for ways to build value for your clients.
- You take responsibility for making necessary adjustments based on changing circumstances. You watch for trends in law, in business, and in the economy, and you work to adapt your practice to navigate those trends and to help your clients do the same.
- You take responsibility for your satisfaction in practice. You know that there’s no reason and no value to staying in a practice or a job you dislike. You understand that you won’t love every moment of your work. You stay attentive to be sure the positive moments significantly outweigh the negative, and if you find that untrue, you make the necessary changes.
It isn’t what you said, it’s how you said it.
By Julie Fleming | February 11, 2015 | Published In Business Development Coaching for lawyers Hot Topics
I confess: I’m one of the thousands and thousands of people who are thrilled that Netflix is finally streaming Friends. The early seasons were especially clever, taking all kinds of language out of context for comedic effect. (Stick with me, I do have a business development point here!) In one episode, Chandler accuses Joey of becoming too feminine thanks to the influence of his new female roommate, which makes Joey pout. Chandler asks what he said wrong, and Joey answers, “It isn’t what you said, it’s how you said it.” (And thousands groaned, having heard exactly that charge somewhere along the line from a significant other.)
Somewhere through life experience, we’ve all learned the lesson that language can make a neutral concept unpleasant or aggressive. As a middle school teacher put it, “Say what you mean. Mean what you say. But don’t say it mean.” Language has power, so we know to choose words carefully to avoid tainting a message with unintended connotations.
How often do you pay attention to the language you use to describe business development?
Over the weekend, I led a workshop for a small group of lawyers who’ve been tapped as high-potential leaders within their firm. I started the workshop, as I often do, by asking what feels uncomfortable about business development, and one answer guided a large part of our conversation:
I don’t like having to sell myself.
Craft a more persuasive message
By Julie Fleming | February 4, 2015 | Published In Business Development Coaching for lawyers
Regardless of your area of practice, you almost certainly spend a big chunk of your time persuading someone to do something. In addition to persuading a decision maker (a court or opposing party, perhaps), during the course of a day you probably attempt to persuade colleagues about a plan of action (or a destination for lunch), administrators about research or other assistance, and so on. Great. Let’s assume that persuasion is among your top skills.
I’ve observed that the skill sometimes falls by the wayside, however, when it comes to business development. I recently talked with a client (a successful litigator) who told me how difficult he finds it to strike the right balance in talking with a prospective client. How much is too much, how little is too little, and what should the content be?
I ran across a nice article this week that will help: How Doctors (or Anyone) Can Craft a More Persuasive Message. The article centers on the distinction between the message and the messenger, which is certainly critical, but it also offers three simple factors that you can use to form a more persuasive message. (more…)
Should you join the ABA?
By Julie Fleming | January 28, 2015 | Published In Business Development Coaching for lawyers
The ABA is offering a free trial membership, including membership in one substantive Section, if you join by January 31. Whether you’re looking to develop your substantive skills, to add another activity to your bio sketch, or to build new relationships, the ABA offers tremendous benefit. I’ve been active since I was in law school, holding a variety of leadership positions, and it’s been an unequivocally good experience. If you aren’t a member, check out the offer. (And if you’re wondering, no, there’s no benefit to me if you join.)
If you’re wondering why bar association membership might be beneficial for you and how to go about getting the maximum benefit, check out this blog post from 2008. It’s one of my most popular articles.
Finally, if ABA membership isn’t right for you, consider whether another group might be. Perhaps a bar association or industry group heavily populated by lawyers that focuses on your practice area (AIPLA, for example) would be a better match.
Bribe your way to success
By Julie Fleming | January 21, 2015 | Published In Business Development Coaching for lawyers
Clients often tell me that they don’t feel motivated to do business development work. Although I understand on one level, it surprises me every time simply because I don’t believe that any successful person relies on motivation to succeed.
Your 2015 marketing must-do
By Julie Fleming | January 14, 2015 | Published In Business Development Coaching for lawyers
By now, you’ve probably accepted the reality that you must market your practice, and that you must do so consistently. But the bulk of your time goes into practicing law rather than marketing your practice, so you need to use your time as effectively as possible. You can’t afford to waste time.
And that leads to the “must do” marketing activity for 2015:
I don’t really like watching videos, and I certainly don’t like shooting or sharing videos of me. But the statistics are hard to ignore. Video is important and will become even more so over time. Ignore the product demonstration benefits (since lawyers don’t really do that), but if nothing else, consider this: when you have videos available, your potential clients and referrals sources get to “meet” you before you ever speak. It allows people to get a sense of who you are, how you talk, whether you’re approachable, and so much more that can never be conveyed in text.
Avoiding 2015’s top obstacle
By Julie Fleming | January 7, 2015 | Published In Business Development Coaching for lawyers
A client recently shared his worry about taking on new marketing approaches, which included an effort to become credibly visible in a variety of marketing channels rather than centering all of his efforts on a single marketing avenue as he had in the past. Nothing especially shocking, but my client (risk-averse, like so many lawyers) was almost paralyzed.
A recent Seth Godin blog post casts light on that client’s situation by untangling risk and uncertainty:
Uncertainty is not the same as risk… Uncertainty implies a range of possible outcomes. But a range of results, all uncertain, does not mean you are exposing yourself to risk. (Emphasis added.)
If you’ve ever found yourself hesitating on doing something new (and who hasn’t), read Godin’s full post. I suspect that you’ll come away with a different view of risk, one that will help you to avoid standing still, which is (as usual) this year’s top obstacle.
Make a new year’s decision.
By Julie Fleming | December 31, 2014 | Published In Hot Topics
Happy New Year’s Eve!
If you haven’t already done so, I invite you to make a decision (not a resolution) about how you will engage in and with business development activity going forward. Your consistent commitment makes the difference between a decision and a garden-variety resolution (which, statistically speaking, has a 25% chance of being broken within the first week and only a 46% chance of being maintained for more than six months).
By Julie Fleming | December 24, 2014 | Published In Business Development Coaching for lawyers
It’s the season of celebration: Christmas almost here, Hanukkah just ending, and other special days about. Whatever you celebrate, and even if you aren’t celebrating anything, I wish you a magical season.
(Wishing for a biz dev read? Here’s one of my most popular articles in 2014.)
Year in review: what worked?
By Julie Fleming | December 17, 2014 | Published In Business Development Coaching for lawyers
Please continue to stay tuned for an announcement on the rescheduled Build a Rock Solid Book of Business webinar.
In just two weeks, 2014 will be over and done. You can still accomplish a lot if you choose, even with the intervening holidays, but there’s one must-do task to set yourself up for a strong 2015: your year in review.
Just about every successful person I know or know of considers the year-end review a critical piece of preparing for the upcoming year. There’s no single way to conduct this review, though you can get a flavor of the process through Chris Guillebeau’s Annual Review and his suggestions on how you can perform the same process.
When it comes to marketing and business development, you can streamline the process by asking three simple questions.
- What should I stop doing? What marketing initiatives flopped? What did you dislike doing? Which activities delivered results that weren’t proportional to the time (and perhaps money) investment required? These are activities you should stop doing.Just a word to the wise here: be sure that you’ve given an activity enough consistent effort to judge it fairly. If you just started working within an organization in October and you’ve only attended one meeting, you probably don’t have sufficient data to make a determination.
- What should I start doing? This is where you’ll revisit your business development plan. Which activities fit your marketing identity and are well calculated to reach your ideal client? Most likely, you should start implementing some subset of those activities.
- What should I continue doing? In other words, what worked well? Consider results in terms of building your brand, raising your profile in the marketplace, building valuable relationships, and landing new business.
News you can use
By Julie Fleming | December 10, 2014 | Published In Business Development Coaching for lawyers
Thursday’s webinar Build a Rock Solid Book of Business has been postponed due to a family member’s hospitalization. I’ll send information on the new date as soon as it’s set. (And if you missed the announcement but would like to register, you may do so here .)
Without further ado, some articles and ideas you can use this week:
1. If you work in a firm and struggle to get around to business development activity thanks to the pile of billable work on your desk, read this quote and then internalize it:
“The biggest mistake that you can make is to believe that you are working for somebody else. Job security is gone. The driving force of a career must come from the individual. Remember: Jobs are owned by the company, you own your career!” Earl Nightingale
2. If you think that doing good work on time (you know, just like most of your competitors) is enough to create value, try this exercise to uncover reasons for clients to choose you.
3. Especially pertinent for the holiday season, when socializing is at its peak: 5 Steps to Building Great Business Relationships .
4. As you’re working on your business development plan for 2015, consider the interrelationship between goals, strategy, and tactics . Get them mixed up, and you’ll waste a lot of time.
5. When you just need a laugh: Foo Fighters Fight Foo For You!
Finally, are you committed to growing your book of business but not sure where to start? I’ve set aside a few consultation times for next week. Schedule a time for us to get acquainted and explore whether I might be able to help you.
Don’t miss this no-fee webinar!
By Julie Fleming | December 3, 2014 | Published In Business Development Coaching for lawyers Nine Reasons You're Losing Business
Do you ever wonder why the plan that a colleague used to land business just doesn’t seem to work for you?
Are you tired of facing a choice between doing billable work (so you have receivables today) and doing business development work (so you have receivables tomorrow)?
Have you ever had the feeling that there’s a secret that you could use to build a successful practice, if only you knew what it was? And a fear that other lawyers know that secret, but you don’t?
Do you ever worry that your marketing or business development activity comes across as pushy or obnoxious—or, worse yet, desperate?
If you answered yes to any of these questions, here’s the good news: it doesn’t have to be that way.
Over the last few weeks I’ve shared the 9 Ways You’re Losing Business—And What to Do About It. Last week, I shared a “big picture” schematic that shows you exactly how to determine you most effective marketing activity. Join me next week for a complimentary webinar, when I’ll show you exactly how to….
Build a Rock Solid Book of BusinessThat Brings You More Impact, Influence, and Income
I’ll show you how to:
- Develop marketing that’s an ideal fit for you, your practice, and your clients so you never again feel inauthentic or pushy when marketing your practice
- Become credibly visible in your market, so you become known to your potential clients and referral sources
- Create a consistent experience for your clients so that they know exactly what to expect during the course of the engagement
- Build relationships that leads to business (directly or by referral)
- Create value for your clients above and beyond the basic expectations for an engagement
- Identify the word that no client wants to hear and replace it with the word that will connect with them
Use this link to register to attend the webinar or to receive an invitation to an encore broadcast.
I’ll look forward to “seeing” you at next week’s webinar!
Nine Ways You’re Losing Business: The Big Picture
By Julie Fleming | November 26, 2014 | Published In Business Development Client development Nine Reasons You're Losing Business
Over the last 10 weeks, I’ve serialized the article Nine Ways You’re Losing Business—and What to Do About It. To recap, the nine ways you’re losing business are:
- You aren’t creating value for your clients.
- You don’t really see your clients.
- You’re indistinguishable from other lawyers.
- You don’t invest in your practice.
- You don’t know how to say no.
- You’re invisible.
- You “don’t have time.”
- You’re marketing using someone else’s plan.
- You’re renting your practice, not owning it.
I shared suggestions on how to address each of these problems in the respective article parts, but there’s a bigger answer. Effective business development lives at the intersection of four factors:
- Your practitioner brand (who you are, as demonstrated in the way you approach your practice and your clients, and who you are in terms of marketing)
- Who your client is (in terms of demographics, psychographics, and more)
- What your client needs (substantively and from the relationship with you)
- How you create value for your client
Here’s the question for you: how frequently are you operating in that sweet spot?
Nine Ways You’re Losing Business (part 10)
By Julie Fleming | November 19, 2014 | Published In Business Development Coaching for lawyers Nine Reasons You're Losing Business
Welcome to part 10 of a 10-part series, Nine Ways You’re Losing Business—and What to Do About It.
Next week, I’ll summarize the entire series and show you some next steps so that you can go into 2015 from a position of strength instead of trying to play catch-up.
Reason No. 9: You’re renting your practice, not owning it.
Are you renting your practice? I’m not asking whether you’re renting office space. And I’m not asking whether you’re an associate or junior in practice. This question is about your attitude and your approach to your practice. Are you building your practice based on what you want your practice to be, or are you “paying your dues”? Compromising? Accepting what isn’t ideal but might be good enough for now? Waiting until something changes?
If you aren’t actively and strategically growing your practice on a consistent basis, you are renting your practice. Even if you’re a sole practitioner, renting your practice means you have a job, not a career. As we learned during the recession, lawyers can lose their jobs when firms fail or as a stopgap measure designed to avoid failure—or even to increase profit.
“Career” non-equity partners (meaning those who cannot or will not advance to the point of attaining equity partnership, as distinguished from “transitional” non-equity partners who are working to become equity partners) are at special risk. These lawyers typically have strong skills but relatively high salaries and relatively small books of business, meaning that they represent a drag on the firm if work dries up and they can’t bring in enough new work to support or significantly defray their expense.
Nine Ways You’re Losing Business (part 9)
By Julie Fleming | November 12, 2014 | Published In Blog Business Development Coaching for lawyers Nine Reasons You're Losing Business
Welcome to part 9 of a 10-part series, Nine Ways You’re Losing Business—and What to Do About It
Reason No. 8: You’re marketing your practice using someone else’s plan.
Law schools rarely teach students how to market (or manage) a law practice. So most lawyers learn by reading articles, attending training, and—most commonly—following the example set by a successful mentor. However, every person brings different skills, assets, and attitudes to both marketing and practice.
If you’re using a plan created by someone who’s significantly different from you, even a plan that’s been highly successful for that person won’t be successful for you. Every person brings a unique set of skills and assets to be used in marketing as well as preferences that must be accommodated, at least to some extent. In addition, every ideal client profile will be slightly different. No two plans will be identical, and even remarkably similar plans will probably be executed in distinct ways.
I once worked with Sarah, a lawyer who had built a thriving practice, and I thought I’d follow her lead so I could get the same results. Unlike me, Sarah was a social butterfly. She entertained frequently and met contacts for a meal or coffee most every day. She seemed to know everyone: when we went out to lunch, I felt as if we were having lunch with the whole restaurant because it seemed that she spoke to almost everyone there. Sarah was well known in the community, she met many potential clients who subsequently hired her, and she had a steady flow of referrals.
I tried to model Sarah’s networking activity. I laid great plans, but I dreaded executing them. Unlike Sarah, I’m an introvert, and the thought of that much socializing was simply exhausting. I made an effort, but it was too easy to get sidetracked with work (pressing or otherwise) because I didn’t enjoy that volume of activity, and so I didn’t get anything remotely close to Sarah’s results. Sarah’s plan worked for her, but it wasn’t a fit for me, and it wasn’t as effective as the plan I created to incorporate my own personality, preferences, and skills.
Nine Ways You’re Losing Business (part 8)
By Julie Fleming | November 5, 2014 | Published In Blog
Welcome to part 8 of a 10-part series, Nine Ways You’re Losing Business—and What to Do About It.
Reason No. 7: You “don’t have time.”
Time. That great limiter for every practice. No one has time enough for everything We know this. And yet, some days, doesn’t it feel like you could summarize your task list by writing simply, “EVERYTHING”? You have billable work, admin work, plus a personal life, and you want to add more on top of that?
If you don’t make time to complete business development activities and to create value for your clients, you’re losing business.
The “more” you have to add to your task list includes activity designed to raise your profile in the marketplace, client acquisition, and creating value for your clients above and beyond the billable work you do for them. You might group all of this as business development activity, since it’s designed to bring in and satisfy your clientele. That seems like a tall order, and in some ways it is, but two operating principles can simplify it a bit.
First, you have to find a way to marry your business development work with your billable work. When the two are divorced, as they generally are, you’ll have the sense that you can do only one of those activities, and the billable work will win. That’s how the feast/famine cycle gets started.
Nine Ways You’re Losing Business (part 7)
By Julie Fleming | October 29, 2014 | Published In Blog Business Development Coaching for lawyers Nine Reasons You're Losing Business
Welcome to part 7 of a 10-part series, Nine Ways You’re Losing Business—and What to Do About It. To view the previous posts in this series, click on the category above titled Nine Reasons You’re Losing Business.
Reason No. 6 You’re invisible.
How do people find you? Are you visible on your website, in publications (offline and online), as a speaker named in conference materials, at networking meetings, in organizations relevant to your practice, in community organizations, and/or on social media?
In today’s economy, if you aren’t credibly visible in multiple channels, you’re losing business. Invisible lawyers (I call them the anguished invisible) don’t get as many clients. If you’re invisible, you won’t advance in your firm or your community. You won’t advance in the profession, and you’ll tend to bemoan your bad fortune in marketing and in practice. What you won’t realize is that the root of your troubles lies in your status as a best kept secret. That’s no way to live, and it’s certainly no way to build a viable practice.
To be credibly visible means that you appear in a variety of channels in a way that’s relevant to your practice. In other words, you can be found:
- Speaking about your practice area or related topics at conferences;
- Teaching about your practice area or related topics;
- Publishing articles, blog posts, books, book chapters, etc. about your practice area or related topics;
- Engaging on social media and sharing references or resources (your own or others’) relevant to your practice area;
- Curating content about your practice area or related topics;
- Working within an organization that has some nexus with your practice area or the kinds of clients you represent; or
- Serving in a leadership role in an organization that has some nexus with your practice area or the kinds of clients you represent.
Must you be active in all of these channels? No. You have to select the channels that fit your marketing identity and are reasonable calculated to reach your ideal clients and referral sources.
Nine Ways You’re Losing Business (part 6)
By Julie Fleming | October 22, 2014 | Published In Blog Business Development Coaching for lawyers Nine Reasons You're Losing Business
Welcome to part 6 of a 10-part series, Nine Ways You’re Losing Business—and What to Do About It. To view the previous posts in this series, click on the category above titled Nine Reasons You’re Losing Business.
Reason No. 5 You’re Losing Business:
You don’t know how to say no.
If you don’t have firm guidelines that help you determine which opportunities to accept and which to decline, you’re losing business. That’s true on two levels.
1. Saying yes to one opportunity always means, as a matter of inarguable fact, saying no to something else. Accepting Client A means that you may not have bandwidth available when Client D comes along (or that, if you accept Client D, that time pressures may reduce the quality of your work product or client service). Taking on a leadership role with one organization means that, at least for the time being, you won’t be able to seek a leadership position with another. And choosing to write three articles that will appear before your ideal clients may mean that you’ll have to give up a few hours of sleep.
Choosing to grab one opportunity and let another go for now may be a wise decision or a foolish one. Only by being clear on your objectives can you know which is which. For instance, if you’re accepting a leadership position in a group that’s populated by your ideal clients or referral sources, even giving up a similar opportunity may make sense—unless activity with the second group would deliver an equivalent result with less of a time commitment.
That’s why it’s so important to create a business development plan and to track your activity against it on a regular basis. Your plan will let you weigh an opportunity against your objectives as well as against other opportunities, known and unknown. If you accept an opportunity without due consideration or just because it seems like a good idea and you don’t have anything else planned runs a high risk of getting you sidetracked.
Nine Ways You’re Losing Business (part 5)
By Julie Fleming | October 15, 2014 | Published In Blog Business Development Coaching for lawyers Nine Reasons You're Losing Business
Welcome to part 5 of a 10-part series, Nine Ways You’re Losing Business—and What to Do About It. To view the previous posts in this series, click on the category above titled Nine Reasons You’re Losing Business.
Reason No. 4 You’re Losing Business:
You don’t invest in your practice.
When I was growing up, I loved a Kingston Trio song called Desert Pete, which taught me the concept of priming a water pump, or using a precious resource (water in this case) to produce more of it. The song’s narrator describes his reluctance to pour water into the pump when he’s so thirsty, but taking that leap of faith pays off.Unsuccessful lawyers resist investing time and money into business development; successful lawyers understand that it takes money to make money and that a practice can never grow without a significant investment of both time and money. If you don’t get this lesson—if you’re tight-fisted with time and money even when using it well would lead to more and better business—you’re losing business. (more…)
Nine Ways You’re Losing Business (part 4)
By Julie Fleming | October 8, 2014 | Published In Blog Business Development Coaching for lawyers Nine Reasons You're Losing Business
Welcome to part 4 of a 10-part series, Nine Ways You’re Losing Business—and What to Do About It. To view the previous posts in this series, click on the category above titled “Nine Reasons You’re Losing Business“.
Reason No. 3 You’re Losing Business:
You’re indistinguishable from other lawyers.
Very often, clients view one lawyer as essentially indistinguishable from another in the same area of practice. Especially for legally unsophisticated clients, a lawyer is a lawyer is a lawyer, and as long as she can handle the matter for the client and she “looks” ok—decent website, decent biographical sketch, decent office and staff—the assumption is that the lawyer will be adequate to meet the need. Even for more sophisticated clients who regularly hire lawyers, it can be difficult to find meaningful distinctions between competitors.
You have a way of approaching your practice and your clients that is partly innate and partly developed over the course of your practice. I call this your Attorney Avatar. I’ve identified six Attorney Avatars that describe practitioners: the Personality, the Partner, the Prophet, the Guru, the Guide, and the Gun. Each carries unique attributes and strengths and defines certain areas that will require attention to build a strong practice.
When you understand who you are as a practitioner, you can develop your attributes and characteristics to create a specific and systemized experience that you create for clients and potential clients. Of course, you must marry your clients’ needs with your own approach to practice, but when you keep both in mind you’ll create an experience that is unique to you because it’s driven by your attitudes and beliefs about what makes for a good practice and a good practitioner.
Nine Ways You’re Losing Business (part 3)
By Julie Fleming | October 1, 2014 | Published In Blog Business Development Coaching for lawyers Nine Reasons You're Losing Business
Welcome to part 3 of a 10-part series, Nine Ways You’re Losing Business—and What to Do About It. To view the previous posts in this series, click on the category above titled “Nine Reasons You’re Losing Business“.
Reason No. 2 You’re Losing Business: You don’t really see your clients.
Sure, you see your clients. You have meetings with them, you talk with them by telephone or videoconference. But do you really see your clients? Too many firms and lawyers view their clients as one-dimensional objects of practice. Client numbers are assigned, and the client comes to assume that number as an identity.
You don’t ever intend that to happen, but the press of business can make it hard for you to keep up with clients individually … And that’s why you must have a system in place for making sure that you recognize what’s happening with and for your clients.
This is a problem that’s endemic to rainmakers who are seeking to grow a book of business above all else. You court a potential client. You’re interested, highly responsive, you make an effort to learn about your potential client’s interests, to engage that person in business and personal conversation, to be your most appealing self. And then as soon as you get the matter, that deeply personalized attention drops off because you’re in service mode (which often equates to maintenance mode) while you’re off chasing another client.