Archive for category: Blog

Last week, I attended a business seminar focused on hiring and managing employees. I was surprised that the program started by asking us attendees to identify our business vision and what we stand for. I was even more surprised to find how difficult that was to do!

You may have heard the distinction between working in your business as opposed to working on your business, popularized by Michael Gerber’s The E-Myth. The former is what you do to earn money, and the latter is what you do to design and build your business.

Lawyers, like other business owners, tend to spend your days working in your business: seeing clients, writing documents for client services, having meetings about client projects, and so on. And that’s good and important work, without which the business that is your practice would cease to exist.

Marketing lives and thrives, however, when you’re working on your business. That’s when you come up with a new way to talk about what you do and identify an under-served client sector that needs your services. That’s when you come up with a great idea for an article, you write that article, and you consider who might help you land a speaking opportunity to develop further and share what you wrote in the article.

So, here’s today’s question: how much time are you spending on your practice? And is the time you’re spending effective?

Effectiveness is driven by not just the degree to which you’re able to raise your professional profile and the business you bring in, but also by the number of smart ideas you have and implement. As Seth Godin writes, “Pretty good ideas are easy. The guts and persistence and talent to create, ship and stick it out are what’s hard.”

Take some time today to work on your business. If you don’t know where to start, start with asking what is your vision for your practice. Consider your practice area, your sub-niche within that area, the clients with whom you work, how you serve those clients, and your practice setting, for starters.

Overthinking can ruin your plans. One of the biggest mistakes I see lawyers make is coming up with a good, solid plan and then discarding it before ever giving it a shot. Overthinking takes the oomph out of a strategy, and there’s no better way to short-circuit than to let fear take over and reverse a decision.

This week’s quote is right on point.

Inaction breeds doubt and fear. Action breeds confidence and courage. If you want to conquer fear, don’t sit at home and think about it. Go out and get busy. 

 Dale Carnegie

There you have it. Go out and get busy!

“Pressure is what you feel when you don’t know what you are doing.”
– Peyton Manning

This quote stopped me in my tracks. My first inclination was to disagree, because I sometimes feel pressure because of a deadline or because of the importance of some activity, even though I know what I’m doing.  Digging a bit deeper, though, I think Manning has a point.

When it comes to business development, the lawyers most under pressure are those who don’t have a cohesive plan, who aren’t implementing their plan consistently, or who haven’t fully committed to one or more activities that are likely to help them secure work.  Although they know what they’re doing on certain levels, there’s a disconnect between intellectual knowing and buckling down to do the work. If you know that you should request an on-site meeting with a client, for example, and you expect that you might well land more business or receive a referral or even deepen a valuable relationship, but you don’t ask for the meeting, you’re going to feel pressure.

In contrast, if you have a plan that you’re implementing consistently, though you may feel tension until you see results from your plan, that tension is different in nature. When you know what you’re doing, both in terms of the specific activities and the timing, you also know that you can shift your plan as needed to tweak your results.

You know that you have something that’s fundamentally workable. You’ve done your homework and you’ve prepared yourself and your plan.

Do you feel pressure about business development? If you do, take a few minutes today to get to the source of that pressure. You’ll probably find that it’s one of these issues:

• You don’t know what you’re doing (you don’t have a plan or you don’t know how to implement some aspect of your plan)
• You don’t know how to make time to implement your plan consistently (so you never have an opportunity to reach momentum)
• You don’t know how to perform one or more activities incorporated in your plan (and so you haven’t even started)
• You’re terribly uncomfortable about some aspect of your plan (you aren’t confident that you can engage in business development activity without harming relationships… or your ego)
• You need to bring in new business now and you don’t yet know that your plan will work (you haven’t implemented your plan and you’re focusing on the need for business rather than on your ability to meet that need)

Which of these issues underlies the pressure you’re feeling?  Once you’ve identified the problem, you’re that much closer to solving it. If you aren’t sure where to start, please schedule a complimentary consultation so we can get acquainted and mutually decide whether I can help.

My first legal job was serving as a clerk for the Hon. J. Owen Forrester of the United States District Court for the Northern District of Georgia. I knew I wanted to be a litigator, and so working for a trial judge was my idea of the perfect job. Sure enough, I learned lessons that have lasted the test of time.

Judge Forrester died on July 1, and while attending his funeral, I asked a number of his other clerks the most important lesson he taught them. Interestingly, every person alluded to exactly the same lesson:

To be effective, solve the root problem rather
than spending time on peripheral, non-dispositive issues.

The application is clear in litigation: if you can dispose of (or win) a case based on jurisdiction or standing, very often you won’t have to address more contentious matters. You’ve heard the saying bad facts make bad law, and applying this lesson offers a way around that problem.

Today, I apply this lesson in consulting with clients about business development through planning and strategy. Without a cohesive, strategic plan, no tactics can be ultimately successful. When I begin consulting with a client, I always start with the plan, and sometimes that even leads to a deeper root issue (like what kind of practice you want to build) that must be resolved before we can create a viable strategy.

Judge Forrester taught me many other lessons critical for business and business development, including the importance of integrity and compassion; the necessity to offer more than reason alone when crafting an argument; and how to research a controlling decision back to its wellspring to understand it.  Most importantly, the Judge demonstrated his respect for every person who entered his courtroom—and the willingness to withdraw that respect if it was abused. I draw on these lessons in my professional and personal life, and they serve as the support for all of the work I do with clients.

A mentor is irreplaceable, and I (and many others) will miss the Judge terribly. But I know that he would be gratified to know that his lessons will live on and will be handed down.

What lessons have you learned from your mentors? And what lessons are you teaching those who look to you?