3 Tips for No Cost Legal Marketing and Rainmaking
If you're a successful lawyer, chance are you've spent a lot of money on a legal marketing plan - and you've seen results.
But what about solo attorneys or lawyers who are just starting out and don't have a budget for formal marketing services?
The answer?
Market your practice for FREE!
Here are three TRADITIONAL and NO COST ways to start marketing and RAINMAKING!
1. Start networking.
Networking is an essential part of FREE MARKETING. Take advantage of your bar association membership, attend conferences and CLE meetings, or join a non-profit or social organization. Participate in those event and meet people! Whomever you meet just may be your next client or referral source.
You can also build relationships by introducing your clients to each other, and by sending referrals to them.
2. Prepare a pitch.
Every lawyer should have their own carefully planned and crafted pitch. The pitch should grab someone's attention and say a lot in relatively few words. Remember, though, you're not selling something. Don't tout how great your services are. Rather, describe what you do, and show passion for it.
Include an introduction, emphasize the benefits you provide or solutions you offer, and showcase your uniqueness or how you are different from the competition. Write and rewrite your speech, sharpening its focus and eliminating unnecessary words and legal jargon. Consider including a compelling "hook" or intriguing aspect that will engage the listener, prompt him or her to ask questions, and keep the conversation going.
Generally, your speech should not be longer than 30 to 60 seconds. Be warm, friendly, confident, and enthusiastic. And, be sure to know when to wrap up if your listener's attention is waning. You can end by asking for a business card.
3. Give your office a makeover.
Your office and reception area speak volumes about you and the service that your firm provides. What impression of you does your office give your clients?
Sit in your office and look at the surroundings. Is your...
- office neat and tidy?
- desk full of clutter?
- office personalized with photos, artifacts, or items that reflect your hobbies or interests?
- office warm and inviting?
Take the time to make improvements in your office so that clients - and colleagues - feel comfortable in the environment. You want them coming back - often!
You don't have to spend thousand of dollars to market your practice. But you do have to be diligent about it. Market your practice each and every day - if even only for ten minutes. And don't stop even if business is good!
Good marketing does pay off, even if you haven't spent a dime!
Adapted from article Practical and No Cost Marketing and Rainmaking by Dan Pinnington.
More resources from Top Lawyer Coach:
13 "Sure Fire" Questions for Networking
Leverage Your Bar Membership for Marketing
3 Facts about Marketing You Need to Know
5 Ways to BOOST Legal Marketing at Conferences
No lawyer is immune to difficult client relationships. Some are severe and some are, well, just an annoyance.
The key, though, to dealing with difficult clients is to learn how to work with them. And, you can start by being CLEAR from the get go!
Here are five ways you can avert disastrous disagreements.
1. Establish your role.
Difficult clients are sometimes totally unwilling to make decisions about their legal issues and want the lawyer to do it for them. Do not do it! Let some other influential person in their life help them with the decision. Your job is to help the client understand the choices. It's the client’s job to decide which course of action to follow.
2. Document everything!
Document everything you possibly can, including phone calls, voice-mail messages and e-mail messages and store them in a permanent record file. Also, be sure to confirm instructions - both the client's and your own - in writing. Doing this will help keep a difficult client from turning on you and starting a disagreement.
Make it a habit to at least record the following:
- The client’s name.
- The file name.
- Who the contact was with.
- The date of the contact.
- The nature of the contact (phone call, meeting, voice mail, e-mail or the like).
- How long the contact took.
- The details of who said what, including what you said.
- Any instructions given during the contact.
3. Stay calm and be patient.
No one says that dealing with difficult clients is easy. But you will need to be calm and very clear with them about everything. The more information you give in writing—and as early in the representation as possible—the less likely there will be misunderstandings.
Also, explain what they should expect regarding their interactions with you and your staff. Be sure they understand whom to deal with on which issues—for example, whom to call to get certain types of information, and when they need to speak directly to you. Many difficult clients want to deal only with the lawyer at every turn, which is expensive and not very efficient.
4. Fill your staff in.
Usually staff can spot a difficult client a mile away. The staff, however, may not be so savvy in dealing with that client. They need to know the risks of interacting with difficult clients, so they can behave in ways that minimize those risks, especially in terms of documenting contacts, instructions or information. Make sure they deal with the client the same way you do, using an extra dose of patience.
On a side note, trust your staff and believe them when they describe the client’s behavior. Deal directly and promptly with the client concerning any inappropriate treatment, to ensure that the client understands what the staff ’s role is in the representation and, more importantly, to ensure that the behavior is not repeated. No client is more important than the people who work for you!
5. Manage expectations from the start.
Some clients’ expectations are outside the realm of the services you can provide - or achieve. Have a discussion with clients, as early as possible, to identify what their expectations are in retaining a lawyer to deal with this particular issue.
If the client has service expectations that are impossible to meet, be clear from the outset that you cannot provide that kind of service. If the client has expectations that are unrealistic or very expensive, be clear about whether you can meet that expectation, or what alternative will be provided.
Billing and payment are also important factors. Difficult clients are often unhappy about fees, so be sure to establish mutual expectations in that regard. It’s important to bill clients with high service expectations frequently and regularly, and to provide as much detail as possible, so they can understand the cost of those expectations.
The good news is that difficult attorney- client relationships can be managed well! But, they must be managed from the outset.
Stay sane by being clear and concise from the start!
Adapted from article How to Handle Difficult Clients by Justice Carole Curtis.
More resources from Top Lawyer Coach:
3 Steps to Keep Clients Coming Back for More
Get Business Insight from Your Clients
Successful Rainmakers Nurture their Clients
You know the old saying that common courtesy goes a long way?
Well, it's true - especially when it comes to finding a legal job.
Think about this: When was the last time you wrote a handwritten thank you note or even a thank-you email to a prospective employer?
If you can't answer the question - you're not alone. Many legal recruiters sadly report that out of the thousands of applications they get, only a handful of people will actually take the time to send a thank you note for their assistance in the job search process.
Today, sending a thank you gives job applicants a COMPETITIVE ADVANTAGE. It is so rare that manners differentiate an applicant from the rest of the group. Furthermore, many partners say that manners practiced inside a firm reveal a lot about how an associate might be treating clients.
Still not convinced about the benefits of manners? Here's what else a simple thank you can do for you.
- Strengthens relationships with clients and colleagues.
- Shows that you value appreciation.
- Motivates others around you to engage in similar behavior.
- Puts your professionalism in a positive light.
Timing is important. When you say thank you, do it within 48 hours of receiving assistance. And, if you're late, take the time to still send a note. It's better to say thank you than to say nothing at all!
Thank-you notes via email are adequate, but handwritten cards STAND OUT! They show that you are warm, personal and sincere. And, more importantly, they show that you actually took the time to sit down and hand-write a letter and stick it in the mailbox.
If you're in the legal job market, or thinking about entering it, don't underestimate the power of saying thank you. Even though finding a job is generally based on experience and performance, how an applicant interacts with others is never overlooked.
Manners do make a difference to your success!
Office gossip. It's as common as a cup of coffee. And, almost everyone of us has taken part in it at some point or another.
Some people would argue that workplace gossip is an excellent bonding opportunity; a chance for co-workers to come together on a casual level to discuss, well, gossip.
Whether it's cruel and catty or just plain benign, the effects of gossip in any form are almost always NEGATIVE!
That said, if you can't resist sharing the news about a colleague's latest gaff or escapade, here are some things to keep in mind about gossiping at work.
1. Weigh the consequences.
Ask yourself if what you're saying can hurt someone's career?
If a colleague has committed a serious violation of company policy, then it may be better to go to HR or talk to a partner than to talk about it with your coworkers.
2. Choose your discussions wisely.
Let's face the facts. A zero-tolerance gossip policy is just unrealistic. Everyone is bound to share a little gossip now and then, but the key is to choose what you discuss wisely. Keep your topics light and upbeat.
Be sure to also keep in mind that if you want to get promoted, you need to be seen as trustworthy. If you can't keep your coworkers' secrets, then can you keep company secrets?
3. Assume your gossip will spread like wildfire.
Very few people can keep a secret, and, once those words are out of your mouth, you can't take them back. Even worse, those words might change as they are passed from person to person, and you might not recognize what you said once it gets back to you.
4. Don't put it in writing!
Do not spread gossip via email. And, more importantly, if you are upset at a co-worker, no matter how legitimate the reason, do not vent over e-mail or instant messenger. Smart firms monitor all correspondence, and you don't want a partner coming to you with a printed e-mail containing ugly words.
Of course, if you're in doubt about gossiping at the office - AVOID IT!
Gossip is never helpful. It's never flattering. And, it never reflects well on you.
Take the high road and keep it professional at work!
Take a good long look at your practice group in your firm. What kind of reputation does it have? How friendly are you toward other members in the group? How is work delegated?
You could be bringing yourself down - and the firm - with a DYSFUNCTIONAL PRACTICE GROUP.
Negative groups breed gossip, bad reputations, and wasted resources. Not only that, they reflect poorly on the firm!
If you're questioning the influence of your own practice group, here are some characteristics to watch out for.
1. Lack of camaraderie.
Dysfunctional groups have no social fabric. The lawyers are not friends, they rarely socialize as a group, and they have difficulty integrating new people.
A strong social fabric is critical because it builds commitment and trust within the group and it strengthens the group’s culture. The fact is, groups that work hard and play hard have a better sense that membership in the group is worth something. Functional groups are more collaborative, creative and often more profitable.
2. High attrition rates.
Excessive terminations - both planned and unplanned - should signal that the group has poor mentoring and training resources. Pay particularly close attention to unplanned attrition of certain demographic groups (women, minorities, ect.) which can be evidence of partners who play favorites and who don't give everyone in the group equal opportunities to succeed.
3. Low profitability.
Here's where a dysfunctional group becomes a drain: low profitability. Negative groups often cling to one or two top-line successes and bask in the victory. Meanwhile, they will struggle to continue their successful streak. Furthermore, dysfunctional practice group members will use their competitive victories as a threat when it comes time to negotiate compensation or contracts. They will either threaten to walk, or use their top-line numbers to make sure any new rules implemented by the firm don't apply to them.
Take a close look some key performance indicators. For example:
- Percentage of partner hours will tell you if partners are delegating to associates and paralegals.
- Billed value of hours on a file will be an indicator of pressure on rates.
- Partners with poor work habits will attract high costs that are often not specifically tracked and allocated to them.
There's no question that a dysfunctional practice group can bring danger to a firm's reputation. The key is to learn when you're a part of one, or steer clear of one you're about to join. It's just not worth it.
Adapted from article The Dangers of Dysfunctional Practice Groups by Karen MacKay.
]]>Re: 10 Job Hunting Tip to Help You Get Your Foot in the Door
"I want you to know, that I really enjoy this and every list of tips that you have posted in the past. It happens that I have a very important job interview tomorrow, and browsing trough your web always calms me."
Are you an active member of your local bar association?
If not, then it's time to GET INVOLVED!
A bar association can provide a wealth of opportunities for you to make meaningful connections and build your practice!
Here are five ways to get more out of your bar association membership.
1. Join a section to get referrals.
Most large bar associations are divided into sections representing the various practice areas or topics of interest for lawyers.
Once you join, you can take full advantage of the the section's email listserv or discussion board, and subscribe to newsletters. Other benefits include:
- Making connections with people who do the same kind of work.
- Building a referral source network.
- Raising your reputation by becoming a leader. You can join the section council and eventually become chair.
2. Go to the Annual Meeting.
Put cost and distance aside and make time to go your bar's annual meeting. It will be the place you are going to find the highest concentration of powerful rainmakers in your state.
Go to the meeting and socialize. Collect and hand out business cards. CONNECT!
3. Volunteer for pro bono projects.
Think of a pro bono project as a team building exercise for the bar association. It takes people from very different practices, locations, and experience levels and throws them into a shared exercise where most of the normal rules do not apply. You may find yourself helping the managing partners of a 1,000-lawyer firm with something that is simple to you, but brand new and difficult to them. Those kinds of interactions foster strong and lasting relationships.
4. Sign up for the lawyer referral service.
If your bar has a lawyer referral service, take full advantage of it! It is a cost-effective way to generate potential clients.
5. Utilize the practice management advisor or the mentor program.
Many bar associations have a professional on staff called a practice management advisor (PMA). Typically, a PMA is a former practicing attorney or law firm staff member who offers FREE consultation on issues of law practice management. Others have mentoring programs. If your bar association offers a PMA or a mentor, take the time to meet that person and find out how he/she can help you in your practice.
When it comes to making the most of your bar association membership, this is just the tip of the iceberg.
Don't let your dues go to waste! Make every penny count by reaching out and taking advantage of all the business building opportunities your association provides. It may just be the most cost effective way to build your practice!
Adapted from article Ten Tip for Making Your Bar Association Dues Work for You by Erik Mazzone.
Attorneys are not immune to legal trouble themselves.
Sure, they may devote their careers to upholding the law, but one miscommunication or management error can put any lawyer at risk for a malpractice claim.
And, the results of a malpractice suit can be devastating. Firms go belly up. Attorneys lose their jobs.
But, perhaps the biggest hurdle lawyers face, is not knowing they're at risk for malpractice at all!
Here are some tips to help you and your firm avoid a legal malpractice claim.
1. Have a rock solid written retainer.
The document should clearly identify who the client is, what the terms of your engagement are, and what you are retained to do.
2. Get payment up front.
At the time you are retained, get payment that will cover all initial work that needs to be done on the matter. Replenish retainer funds before they are exhausted. Set up your accounting system to remind you when the amount in trust is getting low.
IMPORTANT: If ethically possible, stop working on the file if the retainer is not replenished. Working on credit greatly increases the likelihood you will not get paid for your work.
3. Discuss expectations.
Clearly communicate to your clients the available courses of action and possible outcomes, all implications of any decisions, how long things will take, and the expected fees and disbursements involved.
4. Document as much as you can.
You want to record advice or instructions that involve significant issues or outcomes, and major client decisions. Recorded communications help confirm what was said or done for the client should you ever need to look back to explain why or what work was done.
Always keep in mind that claims can arise long after the work is completed.
5. Meet deadlines.
Set realistic deadlines for completing tasks and delivering things to clients. Under-promising and over-delivering by getting work done earlier than promised will make clients very happy.
Don’t leave things to the very last minute, as unexpected events beyond your control can prevent things from happening as required in the contract.
6. Ask for feedback.
Don't wait until the file is closed to ask the client how you did. Ask clients for feedback as the matter progresses. Talk to major clients at least once a year, and do this off the clock!
7. Mind your manners.
Be civil and professional - even when you're dealing with a difficult client. Also, avoid annoying behavior like failing to return calls or e-mails, long periods of inactivity, and surprising a client with bad news or a large bill.
Remember, your reputation will precede you.
8. Send over a final report.
A final report will confirm what work was done, and the successes you obtained for the client.
In all reality, having a happy client is your best protection against a legal malpractice claim.
Serve your clients and serve them well and you'll, no doubt, have a fruitful - malpractice-free - career.
Adapted from article 12 Tips that will Help You Avoid a Legal Malpractice Claim by Dan Pinnington.
If clutter and "to do" reminders are invading your work space, it's time to GET ORGANIZED. And the best way to impose order, the experts say, is by creating a very simple CHECKLIST.
Yes, you read that right.
I'm not talking about the newest computer software program or mobile app. I'm talking about sitting down with a pen and paper and WRITING A CHECKLIST.
In his book The Checklist Manifesto, Dr. Atul Gawande identifies two kinds of errors: errors of ignorance, which we make when we don’t know enough to do a job properly, and errors of ineptitude, which occur when we know how to do something but still manage to botch the job. While checklists can't make up for lack of knowledge, they CAN help us perform better at the office. Checklists provide us with clear steps on how to execute tasks.
So, how can you use checklists to improve your law practice? Here are some ideas provided by Laura Calloway in her article, Improving Your Performance with Checklists.
1. Choose an area of your practice that you would like to improve.
It can be anything from client intake to document review. A great place to start is to look back at a matter that you didn’t handle as well as you would have liked. Pick one area at a time to concentrate on.
2. Determine key steps.
Don’t list everything that can be done, just the most important elements and how the work of each team member must fit together. Ask yourself, what things must be done before you can move on to the next step? Focus particularly on elements that might be overlooked if things get hectic.
3. Stop and check your progress.
You will need to pause in the middle of your checklist to allow yourself time to go back and confirm that you've met each step. For example, Calloway says, "... a good pause point in an intake checklist would be after you’ve done your conflict of interest check and some preliminary investigation but before you’ve signed a fee agreement with the potential client."
4. Anticipate problems.
Think through all the things that could go wrong, or have gone wrong in the past. Then, develop a list of potential solutions to each problem. These potential steps will become your "backup" checklist to be pulled out in the event something goes awry.
5. Share the checklist.
If you're working with a team of attorneys, your checklist is not yours alone. It belongs to the team and should be shared appropriately. Be sure to revise it based on their input.
Sure, making a checklist will take a little extra work. But, it will be well worth it even for seasoned multitaskers who, like you and I, may drop the ball sometimes.
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When you think about social media, your child's Facebook or MySpace account probably comes to mind.
These days, however, social media are a lot more than just status updates and virtual games. They are MARKETING TOOLS!
Social media marketing is hot right now. Law firms are using it to connect with colleagues, potential clients, and to promote their companies.
If your firm doesn't have a social media presence yet, here's some advice for connecting to your market.
1. Understand the difference between personal and professional networking.
Remember, there are times when you'll be using social networking sites for business - not pleasure. Keep your posts professional and focus on topics potential clients will pick up on. Also, be sure to show a little personality in your posts. You want to appear likeable because most clients steer clear of anyone too one-dimensional or boring.
2. Interact on the social networks.
One of the simplest ways to interact online is to engage in conversations with potential clients using the status update features on Facebook and LinkedIn. Use these platforms to engage with others, maintain professional and personal relationships and promote your practice and accomplishments.
You can post:
- your firm’s most recent blog posts.
- occasional updates about your professional activities and accomplishments.
- links to interesting news stories relevant to your areas of practice.
- comments on your connections’ recent activities.
By interacting and providing useful and relevant information, you are able to keep your law firm on your potential clients’ and referrers’ “radar.”
Another way to connect with potential clients and referrers is through LinkedIn Groups. First, join local and regional groups that are likely to have potential clients as members. Then, interact with other group members, and get to know them and learn about their business concerns. Finally, consider moving the online relationship to an offline one by suggesting a business lunch.
3. Join the chatter on Twitter.
There is a lot going on over at Twitter - especially for those attorneys who want to build a national client base.
The key to Twitter success—or success with any social media platform, for that matter—is to set aside a small block of time each day to participate. When you do interact, be genuine, honest, kind and generous.
Social media experts offer this guide for tweeting:
- 50% of tweets should include links to articles, blogs posts, and other online content. This percentage should also include "retweets," or reposts from other users.
- 30% of tweets should be replies to other users' tweets. This is your chance to ENGAGE your followers.
- 10% of tweets should consist of self-promotion, including your firm's blog posts and information about your professional activities and accomplishments.
- The final 10% of tweets can focus on personal interest and hobbies. Doing this will humanize you, making you more interesting to your followers and potential clients.
Needless to say social media have a lot to offer you and your firm.
Get your feet wet first on LinkedIn and Facebook, then take the plunge on Twitter. In the end, you'll want to have an effective online presence and, perhaps, an edge in generating new business.
Adapted from article Marketing Your Practice Today: How to Use Social Media to Network and Build Relationships by Carolyn Elefant and Nicole Black.
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