Archive for year: 2019

You’ve probably heard it before: it’s much easier to source new business from an existing client than from a non-client. 

You may also know that many clients judge their experience based largely on the day-to-day interactions between you – how well you serve the client, in other words.  Studies show that clients unhappy with the service they receive will not necessarily share that displeasure with you unless it becomes so pronounced that they’re ready to discontinue the relationship and hire someone else instead.  That’s the wrong time to learn that your client is dissatisfied: it’s usually too late to correct the problem and save the relationship.

Last week’s travel reinforced each of those points and, by analogy, provided some insight into what goes right and what can go wrong with client relationships.

Thanks to all the travel I do, I’m a platinum member with Delta.  Some months ago, I had to fly another airline between LA and San Francisco, and it was an eye-opening experience.  It was all about customer service:

• When I checked in, the agent asked how I was and looked at me while I answered.  The agent chatted with me as he quickly and accurately checked me in and printed my ticket.  He answered my several questions with humor and good information.  This is, unfortunately, not a common experience for me while traveling.
• Boarding was fast and easy, the seats were comfortable, and the flight was on time despite a late take-off.
• The flight attendant was pleasant and helpful.
• My luggage arrived, and it did so quickly.  (Unfortunately, I now mentally bid farewell to my belongings when I have to check a bag, having had two bags delayed for days and one permanently lost.)

Both airlines have always met the key objective of getting me to my ticketed destination safely.   I like Delta (at least, I’m not terribly dissatisfied with Delta) and yet my short trip with Virgin America made me ready to consider choosing to fly with them when I have that option.  And I noticed the differences highlighted above when I next flew on Delta.  It would be a stretch to say I’m now a customer by convenience rather than loyalty, but it would be completely accurate to say that if the circumstances were right, I could be wooed away by another airline.

Could your clients be wooed away?  Have you recently reviewed your client service standards (with help from your staff, if appropriate) to be sure that your clients receive what they need from you?  A few common areas to consider:

• How quickly do you return telephone calls and answer emails?
• Do your clients know the people in your business with whom they may need to talk?  An introduction can help clients feel comfortable talking with others; without one, they may feel foisted off or that they aren’t important enough to talk with you directly.
• Do you make clients welcome and comfortable when they visit your office?
• Do you communicate with the frequency and in the mode your clients prefer?

These are just a few examples of areas to consider when you’re evaluating your client service.  This week, take a fresh look at opportunities to serve your clients more effectively.  You might even consider asking a few clients how satisfied they are.  (Use an open-ended question like, “Janice, I’d like to make it as easy as possible for you to work with us.  Is there anything I or my staff could do to provide you with better service?”)  Don’t assume that your clients would let you know if they were dissatisfied.

Acknowledge all of the feedback you receive from clients.  While you may be unable to incorporate every suggestion, failing to acknowledge your clients’ responses may deal a fatal blow to your relationship.  And if you can’t incorporate a suggestion, consider explaining why and making an alternative proposal to meet the client’s concern.

This is a true story.  Trial had finally started.  Richard listened patiently as Nathan gave his opening statement.  When he finished, Nathan sat down at his counsel table.  When Richard stood to offer his opening, Nathan crooked his finger to beckon Richard over.  Motioning Richard to lean down, Nathan turned his body so they were face-to-face just inches apart, but neither the judge nor the jury could see Nathan’s lips.  Grinning broadly, Nathan whispered “&%$@ you,” then leaned back in his chair – leaving the court and the jury with the impression that they’d just shared a friendly, collegial exchange.  Richard, seething throughout his opening, never quite found his rhythm.

Lawyers who are or aspire to be leaders must learn to self-manage.  The skill of self-management includes essentially anything that promotes the one’s best self: the habits that create sufficient energy, emotional resilience, and mental focus.  Especially when stressed or under pressure, it’s easy to let some aspects of self-management slide.  For example, some attorneys I know offer a blanket apology to staff and colleagues — something like, “I’m feeling stressed, so please excuse me if I blow up or yell at you or throw things, ok?”  I don’t recommend that approach; it’s better than nothing, I suppose, but it’s actually announcing that bad behavior is coming, apparently largely unchecked.

Lawyers are all too often faced with galling statements, actions, arguments, and behavior.  As the opening vignette shows, sometimes the irritation is extreme.  Some lawyers’ litigation tactics includes making an effort to find their opponents’ hot buttons: push the button and out pops an ugly, crazy person – not someone a jury would respect or believe. (Same goes for witnesses, too.)

So how can you handle it when faced with provocation that would make the Buddha quiver with rage?  I suggest six steps that can help you maintain your focus and avoid an unconscious reaction.  These steps are simple, but they may be difficult to apply in the heat of the moment.  The more you practice them, however, the closer they’ll come to habit.

1. Keep your attention on the motivation behind the provocation. Is the person who’s enraging you doing it intentionally, or is it a by-product of words or behavior that he likely thinks perfectly appropriate? If it’s the former, don’t give him the satisfaction of knowing he succeeded. If it’s the latter, consider whether displaying annoyance would stop the behavior or simply let your opponent know that he’s found a soft spot.

2. Breathe. This is great advice for just about any charged situation, but it’s especially good for dealing with anger. Faced with provocation, you can react (which implies knee-jerk emotional feedback made without any reflection) or you can respond (which implies feedback that follows a pause and analysis/reflection to determine the best way to address the situation). Almost without exception, responding creates better results than reacting will, and breathing offers a chance for your to collect yourself and respond. There’s no reason why you can’t fall silent for a few seconds (even though the time may feel interminable to you and your opponent) while you work through your options.

3. Speak softly. Most of us tend to raise our voices when we speak in anger. Therefore, it’s disarming to do the opposite and to speak more quietly. The effect is to appear reasonable and controlled (especially helpful if your opponent is ranting and raving and appearing to be out of control) and to force your opponent to listen carefully to hear what you have to say. I am informed that in Japanese culture, when two parties are arguing, the one who raises her voice first loses. It’s a difficult tactic for many of us to master, but if you can speak softly in the face of provocation, you will stand a much better chance of controlling your anger.

4. Vent. Express your anger in some forum that poses no risk of exposing it. Writing can be helpful, but especially if you write an angry response to an email, be sure that you don’t accidentally send it!

5. Exercise. That’s physical venting. When feasible, it’s a great idea to get up and take a walk instead of marinating in a situation that makes you angry.

6. Selective, intentional release of anger. Sometimes, it’s absolutely appropriate to respond to provocation by expressing your anger at the person whose behavior has triggered it. But consider the consequences of such an expression. Will you disrupt a relationship? Do you stand to lose ground? Will your expressed anger cause the person to react in a way that will cause you even more trouble? And when you do choose to display anger, consider doing so through your words only but continuing to speak in a low, even tone of voice. That will reinforce the gravity of your words.

And, despite our best efforts at these tactics, all of us lose our tempers sometimes. When that happens, don’t be afraid to apologize and admit to being human.

I’ve been doing a tremendous amount of business development coaching recently, and I often tell my clients that rainmaking is all about relationships.  I also tell clients that good relationships, personal or professional, should be nurtured – even that low-level employee of a corporate client may prove to be a valuable contact one day.  This past weekend confirmed that for me.

Clients sometimes question why I suggest maintaining friendships from college and law school, and the weekend offers the explanation.  I hosted a reunion for six of my closest friends from college last weekend.  Although we stay in touch by email and conference calls, we rarely see each other face-to-face.  I was struck by a realization as I looked around at my friends: we’ve come a long way since college.

Of the 6 of us, I’m the only lawyer.  Two are in high-level corporate positions, working with multiple law firms and (coincidentally) dealing with issues that were at the core of my interest when I was in practice.  And three of the women’s husbands (who are invited for co-ed get-togethers) are in corporate positions as well, responsible for hiring or coordinating efforts with lawyers for some aspects of the business.

The other three women are teachers, and each is also active in the community in some way.  One is a community actor and director who serves on several theatre boards in her city, another holds offices in various groups that her sons have joined, and the third is a leader in more community groups than I can count.  These women are well-connected.

In the years since college, we have all advanced in responsibility.  Through long history together, these friends (and their husbands) know, like, and trust me, as I do each of them.  If I were still in practice, these connections would be ripe for business development – not because I would “use” my friends to bring in clients, but because my friends would feel confident in hiring me (or others I recommend) and referring others to me.  (And here’s proof: a special “welcome” to the lawyers who have recently subscribed to this newsletter at the suggestion of one of my college friends – you know who you are!)  The reverse is, of course, true as well.

Multiple referrals have passed among us over the years, and anytime one of us needs to meet someone for business purposes, working through this extended network almost always gets results.  If any of us had judged whether these would be professionally fruitful relationships twenty years ago, the answer would probably have been no.  We were either poor graduate students or eager but hungry young teachers, hardly ready to refer business to anyone except perhaps a great restaurant.  Circumstances have certainly changed over time.  But my friends’ basic attributes have not: they’re sharp, nice, trustworthy, and service-oriented.  Those attributes have led them to success in a variety of businesses and relationships, and our connections are now fruitful professionally as well as personally.

This is only one example of how contacts grow.  The same is true of former colleagues, junior employees of corporate clients, and so on.  Regardless of where or how you meet, maintain connections with people you like and trust.  You cannot possibly know where life will take you and your contacts or how (or whether) connections will shift over time, but solid relationships often yield business or other useful resources.

A client recently told me that he wished he’d learned years ago to keep in touch with clients and friends at his peer level.  As you advance in experience and responsibility, so will your contacts.  In our mobile society, today’s low-level employee at one company may be tomorrow’s vice president at a competitor.

Coaching challenge: Think about good contacts (those whom you know, like, and trust) with whom you have not talked recently.  Pick up the phone today and reconnect with a few, or perhaps issue an invitation for lunch or coffee.  Nurture these relationships and you will likely find that they pay dividends over time.

I burn my candle at both ends
It will not last the night.
But ah my foes and oh my friends
It gives a lovely light.

Edna St. Vincent Millay

What do you think when you read this?  If you’re like many lawyers, you felt a flutter of recognition — perhaps just before you recoiled at the idea that, perhaps, your candle won’t “last the night.”  It’s just the weak who can’t burn and burn and burn, right?

Sustainability isn’t an exciting word, and most of us don’t see it as something to aim for.  After all, we tend to want bigger and better and more, not homeostasis.  What does it mean, though, to have a “sustainable practice”?

According to Merriam-Webster, “to sustain” means (among other things) “to supply with sustenance: nourish” and “to keep up, prolong.”   And sustainable means, of course, “capable of being sustained” or “of or relating to a lifestyle involving the use of sustainable methods.”

How do you nourish your practice?  How does your lifestyle support you in keeping up and prolonging your ability to work effectively?  My clients have experimented with many different approaches, and the list that follows recounts some of the most successful.

1. Discover what’s meaningful to you and focus your attention and practice on that. If it’s client service, you will draw a strength and energy from serving your clients that someone who’s in practice because of the intellectual stimulation won’t experience.  Connecting to what matters to you illuminates your purpose.  Having a purpose nourishes your practice.
2. Delegate.  If you can identify aspects of practice that you personally don’t have to fulfill, you’ll increase your energy by passing it along to someone who can handle it.  If you find yourself thinking that you’ll spend less time doing it (whatever it is) than teaching someone else to do it, consider whether you’ll save time over the long run if you turn it over, even if it requires an investment of time now.
3. Connect.  If you enjoy socializing, make sure you have a group of lawyers you join for lunch or drinks or a volleyball game on a regular basis.  You’ll increase social contact, have a group of colleagues to use as sounding boards, build a resource for giving and getting referrals, and more.  You can even do this online, but consider whether you’d get more out of interacting with flesh and blood colleagues.
4. Notice how your body feels when you have adequate sleep, nutrition, and exercise.  Just notice.  If noticing convinces you that you feel better and have more energy, do something with that knowledge – noticing alone won’t change anything.
5. Develop discipline.  You can put a schedule in place that will support you.  Plan time when you put your calls on hold and get concentrated work done.  Set time aside for meeting with your support staff, the lawyers you supervise, and those who supervise you.
6. Take time for outside interests.  Hike, read, act, whatever… But don’t allow yourself to be one-dimensional.
7. Do you live on adrenaline and caffeine?  If so, chances are that you’re running from crisis to crisis.  Ask yourself whether there’s a way to limit the crunches to times when there’s really a crisis.  What feels good about putting out fires?  Spending some time resolving this will provide support for making changes that leave you working on a non-emergency basis, which facilitates having more energy.  Adrenaline and caffeine are great, but they’re hardly the key to a sustainable practice or life.

Set aside time to check your progress on these and other habits that support you and your practice.  Because it’s easy to get sucked into a hectic schedule (with your candle burning not only at both ends but in the middle, too), arrange a relationship that will hold you accountable to whatever adjustments you may decide to make.  Consider whether coaching might be the appropriate relationship.