4 Steps to Growing Your Leadership Presence

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When you talk, you want others to listen, right? Whether it’s a now-or-never event (making a key point in an oral argument, for instance) or one in a long stream of communications (talking with a colleague about some aspect of a representation), getting your point across and making an advance in what you’re doing is probably at the top of your list every time you open your mouth.

How you present yourself, how you communicate, how you listen, how you connect, and how you respond to the feedback you receive creates leadership presence. Think about stage presence, that indefinable “something” that makes magic as soon as an actor steps onto a stage.  Leadership presence is the business version of stage presence.

Leadership presence can be cultivated. Belle Linda Halpern and Kathe Lubar of The Ariel Group wrote a book titled Leadership Presence, in which they outline the PRES model. To develop your own presence, consider these aspects:

P – Being Present. Being “present” means being fully focused on what’s going on in the time and space you’re occupying so that you’re able to respond to whatever happens, however unexpected it may be.

R – Reaching Out. Leaders must listen to others and build authentic relationships. Emotional intelligence plays a significant role in reaching out to others in a genuine and effective way.

E – Expressiveness.  Use your words, your body language, and the tone and rate of your speech to express your message, and ensure that each of these routes for communication is congruent with the others. We’ve probably all seen someone who shakes his head in a “no” gesture while saying, “What a great idea,” or an office leader who stands in front of a group to announce an “exciting new initiative with lots of opportunities for us to do well,” while her body is slumped and her voice is halting and quiet. Harness the power of communication and express your message clearly.

S – Self-knowing. Effective leaders tend to be self-aware, authentic regardless of situation or circumstance, and guided by core values and priorities. Bill George uses the analogy of “True North” in his book of the same title. A leader who knows her “True North” and acts accordingly will exhibit a stronger presence than one who shifts based on context.

Practice using “PRES” when you speak over the next few days or weeks. Notice how you feel and how others respond to you.  Notice where you feel comfortable and where perhaps you need additional practice. And notice, most importantly, the effect your presence has on your leadership.

Weekly Rainmaker Activity 10/19/09

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Today’s rainmaker activity is a quick one.

You are on LinkedIn, right?  If not, your activity is obvious: get your profile up right away.  LinkedIn has over 38 million users, most of whom are professionals of some sort, and because of the site’s popularity, there’s a decent chance that your LinkedIn profile could land at or near the top of the search results for your name.  If you aren’t on LinkedIn yet, go.  Now.  Get at least a bare bones profile so you have a presence on LinkedIn, and do it now.

Assuming you are already  a member of LinkedIn, what do you do with it?  Have your requested or offered recommendations?  Have you joined groups — to listen, if not to participate?  Do you update your status with a note about something you’re working on?  Do you regularly seek to increase your network?  Do you connect people who should know each other?

If the answer to all of these questions is no, choose one task and implement it today.  Your activity need not take long at all, but it will be a step in the right direction.

Weekly Rainmaker Activity 10/12/09

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One-on-one meetings with individuals offers one of the best opportunities for business development, and attending organizational meetings and networking opportunities gives you the chance to meet a lot of people in a short time.  That’s ideal — if you’re meeting the right people.

How can you identify the right organizations for your purposes?  First, refresh your recollection of your ideal clients and referral sources, and then check the strategy that you’ve devised for meeting those people.  Chances are good that your plan will include a specific description of the people you want to meet.  Do (or better yet, delegate) a bit of research to find the groups that those people might attend.

If your business development plan does not provide clear guidance as to where you should network to find your ideal clients and referral sources, answer the following questions to help specify the best groups for you to attend.

  • What are the common features of my ideal clients and referral sources?
  • What are their common interests?
  • What business circumstances concern them?
  • What kind of educational opportunities might they seek?
  • What are their professions likely to be?
  • Will they likely attend national or local meetings?

These questions will help you to focus on where you might be able to find the kind of people with whom you should be networking.

You might also consider working backward based on substantive area of practice.  For example, if you are an estate planner, think about where large numbers of people who might hire estate planners or refer clients to estate planners would congregate.

This week’s activity: take another look at the organizations whose meetings you’re attending.  Is the fit good?  Are you meeting enough of the right people?  If not, run through this exercise and locate a few more groups to investigate.

Do you have the right rainmaking mix?

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Before engaging in any rainmaking activity, you must determine the investment to payoff ratio.  Simply put, what results will your investment of time and energy buy you?  Is there another activity that likely has a better yield?  Your goal is to determine whether a given activity is likely to move you closer to your rainmaking goals in proportion to its expense in time, energy, and money, recognizing that your estimate is only an estimate.

Although each business development plan is unique, the most successful plans tend to have a distribution of high, medium, and low investment/result ratios.  High-yield activities tend to indicate low-hanging fruit, meaning opportunities that will likely result in new business reasonably certainly and reasonably quickly.  Medium-yield activities are more uncertain and take longer to show good results, and low-yield activities tend to be experimental or subject to removal from your list.

Some general guidelines are useful here:

  • Activities with clients are the most valuable activities you can do.  The more you can do to develop a client relationship, the more likely you are to retain that client’s business and to receive more business and referrals from that client.
  • Activities with “warm contacts” (those with whom you already have some relationship) have a higher yield than activities with strangers.  Developing relationships with others and enhancing the “know, like, and trust” factors is almost always more valuable than one-time meetings with complete strangers.
  • Writing and speaking tend to be time-intensive activities with low immediate payoff.  If you are looking to generate business quickly, writing and speaking rank as a low-yield activity.  If, however, your goal is to enhance your credentials, writing and speaking can be high-yield activities.
  • One-to-one activity generally has a higher value yield than one-to-many.
  • But group participation is more valuable if you hold a leadership position.  If you hold a leadership role in an organization, you will become known to more people more quickly than you will if you meet other one-on-one.
  • Sometimes an activity’s value cannot be measured in purely financial terms.  For example, a client may request that you speak at a conference, and doing so would be a favor to that client.  While you are unlikely to see any financial value directly traced to delivering the favor and the presentation, the client’s gratitude may be equally valuable.

Look at your business development plan and begin making an estimate of the investment/result value of each activity that you have planned to incorporate.  If you’re not certain how to estimate that value, no worries.  The Reluctant Rainmaker includes a chapter that will teach you how to track your activities so you can make an estimate of the dollar-value of each hour you spend.  Learn more and purchase The Reluctant Rainmaker by visiting TheReluctantRainmaker.com.

Weekly Rainmaker Activity 10/05/09

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One of the comments to last week’s WRA post about checking written materials for client-centric language requested an example of a “good” paragraph and a “bad” paragraph.  Because of my travel schedule, I knew I wouldn’t be able to respond until today, so today’s WRA offers the requested examples.

Please note: these examples are drawn from my own imagination – written while sitting, to be completely transparent, without Internet access at the San Francisco airport.

A “good” paragraph might look something like this:

“As a small business owner, you know that your employees are critical to your business.  What they know and do (and what they don’t do) can make a substantial difference in your bottom line.  Especially if you have previous experience in a larger company, you are probably aware of the value of documents like employee manuals and specific employee policies that speak to the rights and responsibilities of yourself and your employees.  And if you’ve ever had a problem from an employee who claimed that you discriminated against him or her in a hiring, promotion, or termination decision, you know that such claims can pose a threat even to the most solid companies’ operation, pulling time, money, and attention away from your business operations.

At Smith, Jones, and Richards, we understand your concerns and provide the full range of employment law solutions to small businesses.”

A “bad” paragraph speaking to the same area of law:

“The attorneys of Smith, Jones, and Richards have extensive experience in drafting employee manuals and associated documentation, as well as in defending employers against discrimination claims.  Our approach is to deliver the same services to small businesses that other firms offer big businesses, but we do so at a reasonable fee and with an understanding of small business concerns.  The partners of Smith, Jones, and Richards have a total of over seventy-five years in practice and are graduates of the nation’s top law schools.  Our lawyers have been recognized in merit-based directories such as Super Lawyers, Best Lawyers of America, Who’s Who in American Law, and Who’s Who in the World.  You’re in capable hands with Smith, Jones, and Richards.”

Do you see the difference between these two examples?  While the basic operating principle is the same in both (serving the employment law needs of small businesses), the first paragraph discusses those needs from the clients’ point of view.  The second simply references the clients’ point of view but focuses on the firm’s and its lawyers’ credentials.  Credentials are important, but clients are often pulled toward a lawyer who demonstrates an understanding of their concerns and has credentials that indicate competence as opposed to one who “markets” on credentials alone.

So, with these examples, take another look at the written marketing material you selected last week.  Is it written from a client-centric point of view?  If not, spend some time revising it.

If you’re uncertain about the point of view or about how to make client-centric revisions, we should talk.  You can also find more information in Chapters 4 and 6 of The Reluctant Rainmaker (also available on Amazon.com).

Resources

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I’m always delighted to find a new resource that makes my life easier, and so this week I’m offering you a few of my favorites.  I’ve used each of these myself, and I hope at least one will prove handy for you.

  1. Mozy.com online computer back-up system:  A couple of years ago, I suffered through three hard drive crashes in about 6 months.  I try to back up my files to an external hard drive regularly, but sometimes I slip up and forget.  Mozy.com is an inexpensive Internet-based backup system that operates automatically.  When my Outlook file got corrupted a few months ago and I somehow had neglected to back up those files to the external drive, Mozy rescued me from disaster.  I think of it as cheap insurance.  Be sure to consider implications before backing up privileged information.
  2. Basecamp:  Getting the “to do” list out of my head is critical.  It’s easy to forget something important otherwise, and it’s a waste to devote valuable attention to trying to remember “must do” items.  Basecamp is an easy, web-based solution that will allow you to access your lists anywhere, and you can share your list with others (perhaps an assistant) if you so choose.
  3. HIghtail:  When you need to send large files, Hightail is an easy solution.  You can choose from several service levels, including a free option that offers only basic function and more advanced levels that offer password protection, tracking, and more.  Again, be sure to consider whether to send privileged information in this way.
  4. Online relaxation and meditation timer:  Practice can be stressful, and sometimes a short break can make all the difference – not just in your stress level, but also in your productivity.  “My Free Guided Meditation” allows you to set a timer for 1 to 60 minutes, accompanied (if you like) with a selection of relaxing music.  It’s an easy way to design a quick, time-limited break.
  5. Healthy meals, cooked for you.  Too busy to cook, and sick of the same-old, same-old options?  Look into prepared foods for pick-up or delivery.  In Atlanta, I like Fresh’n’Fit, which offers a 1200- or 2000-calorie option for neighborhood pick-up or overnight delivery.  Similar services are available in most metro areas — for instance, I’ve heard wonderful comments about Seattle Sutton, though I’ve never tried that service.  (Try a Google search on “healthy meal delivery service” and your city to see what’s available.)  Though these options aren’t inexpensive, it’s a much better alternative to night after night of greasy take-out.

Weekly Rainmaker Activity 9/28/09

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What written marketing materials do you have?  Examples include a website, a one-page description of your practice, a newsletter, articles, and so on.  For this week’s activity, choose one item for review.  (Although I would generally include a biographical sketch as written marketing material, exclude it for this week’s purposes.)

As you read your marketing material, how much is written from your perspective (generally indicated by lots of “I” and “we” statements), and how much is written from your client’s perspective?  Although your potential clients will be interested in your qualifications and experience, they will be primarily interested in whether you are someone who could meet their needs.  (Don’t allow yourself to imagine that legal sophisticated potential clients are different here.  They aren’t.)

In other words, potential clients won’t care about all of those “I” statements until they have a sense that you understand their concerns, that you know where they’re coming from, and that you are someone who serves clients like them.  It’s important, then, that your materials speak to your potential client and not at her.  How you accomplish this will vary somewhat depending on your area of practice.  In general, though, you’ll want to describe the concerns your ideal client is facing, the decisions at hand, the problem he’s confronting, the doubts or worries she may have.  Then you’ll describe how you assist someone in that position, preferably with examples based on past experience.

Review the material you’ve chosen through the “speaking at”/”speaking to” filter.  If you find many more “I” and “we” statements than statements designed to speak to your ideal client’s situation, it’s time to revise what you’ve written.

If you’re uncertain whether your written marketing materials speak to your ideal clients, perhaps we should talk.  Please send an email to schedule a complimentary consultation, during which we’ll explore the challenges you’re confronting and the solutions that may be available.

Weekly Rainmaker Activity 9/21/09

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Pop quiz: Who are your best referral sources?  List the top 10 of each 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.

Were you able to make the list?  This information should be at the tips of your fingers at any moment.  If you don’t know who these people are, your activity this week is to find out.

Assuming you know who your top clients and referral sources are, the next question is:

How often are you in contact with them?  One of my clients recently realized that his top referral sources send him at least 5 substantial matters a year, resulting in several hundred thousand dollars of business.  And then he realized that as he’d become busier, he moved away from the close contacts that had helped to build those referral relationships.  Yes, he sent business to them as well and he attended mettings with them frequently, but he couldn’t remember the last time he’d had lunch or played golf one-on-one with these people.

Relationships, like anything else, are always in motion.  Are yours growing closer or more distant?  If you don’t stay in good contact with others, the relationships will grow weaker and you may find that the support that you enjoyed is transferred to others who are more attentive.  There are no bad motives in play, but absence in business rarely makes the heart grow fonder.

Take a few minutes now to set times to check with the people who think enough of you to send you work.  Make it a point to reconnect and to find out what’s going on with them.  At the same time, express your appreciation for their referrals.  And then lay your plans so you can be sure to check in with them at least quarterly.

On Procrastination

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Wednesday’s post Top Ten Tips to Overcome Overwhelm apparently hit a nerve with more than a few readers!  In comments sent directly to me by email, procrastination was identified as the top challenge for many of you.  In response, I’d like to offer you a video — which may be enabling procrastination, but it’s a chuckle and provokes awareness, so I’ll let that slide.

Top 10 Tips to Overcome Overwhelm

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Overwhelm can tank a day faster than just about anything else.  When you have more email than you can handle, an out-of-control task list, and phone calls that just won’t stop, it’s almost impossible to operate effectively.  Even if you manage to limp along, you may find that you’re distracted and that things are falling through the cracks.  Over the years, I’ve honed in on a variety of methods to beat overwhelm, and these are the top 10, based on my own experience and client feedback:

  1. Move.  Overwhelm tends to cause paralysis, and the fastest fix is a quick burst of activity.  Walk around the block or your office floor, dance for 30 seconds (close the door!), or do 10 jumping jacks.
    Get your blood pumping.
  2. Lift your mood.  Overwhelm brings a heavy energy.  Use music, fresh flowers, aromas, or whatever works for you to get a lift.  I keep a bottle of orange essential oil at my desk because I find that a drop or two perks me up almost instantly.
  3. Focus intently for a short time.  After my computer and telephone, my most-used piece of equipment is a digital timer.  When I feel stuck, I’ll set the timer for 45 minutes and power through that time, knowing that I can take a break as soon as the timer beeps.  I also compete against myself using the timer to see how quickly I can sort through papers or complete other dreaded tasks.  The timer gets me going, and I usually keep going (thanks to momentum) after the alarm sounds.  Here’s the one I use.
  4. Clean it up.  Clutter reduces productivity and creates overwhelm.  If your desk is messy, set aside 15 minutes to clear it off, even if that means stacking papers and moving them to the floor.  If your email in-box is so full that you feel anxious when you open it, set aside an hour to tame it.  (Don’t know how to accomplish that in an hour?  Help is coming soon.)
  5. Call in the reinforcements.  Find the right help for your source of overwhelm.  Perhaps your assistant can help you clear your desk, or a colleague may be able to give you feedback to help cut through the mental clutter.  When you feel overwhelmed, it’s hard to see outside the bubble of stress.  Get some help.
  6. Dump it.  One common source of overwhelm is the mental task list.  When you’re juggling “must do” items in your head, fighting to remember all of them, you’re pulling energy away from productive activity to simple memory maintenance.  Do a brain dump and get the tasks on paper and free up your mind for more useful work.
  7. Get out of the office and do something else.  Admittedly, you can’t always implement this tip, but it can be very effective.  Have you ever noticed how often brilliant ideas strick while you’re in the shower, running, walking the dog, or doing other activities unrelated to work?  When the body is working and the mind is free to wander, creativity flourishes.
  8. Access a different part of your brain.  One litigator I know uses art to focus himself before a trial.  Art allows him to pull back from the logical, analytical side of his brain and bring forward the emotional and creative parts.  What can you do to bring another part of your skills to the table?
  9. Mind map.  If you’re searching for an elusive link between facts or trying to form a creative argument, try using a mind map.  Get a clean piece of paper, draw a circle in the middle of the page and label it with the problem or circumstance you’re contemplating.  Think about related subjects, actions you could take, and people who might be helpful in addressing the issue, and draw lines and branches to represent the ideas that come up.  If you’re really stuck you may find a mind map more useful than an ordinary list.  Click here for a video on this technique.
  10. If you’ve tried several of these approaches unsuccessfully, you may be exhausted.  Think of your energy as a pitcher of water.  If you pour and pour and pour without replenishment, the pitcher will empty and nothing you try (except adding more water) will allow it to pour more.  If a quick break or quick spurt of energy doesn’t refresh you, your pitcher may be dangerously close to empty.  Identifying that spot and taking action is a critical professional competency.

If you’re feeling overwhelmed in your practice and uncertain acout how to turn things around, perhaps we should talk.  Whether you’re trapped in the day-to-day minutiae of a subprime practice management approach or looking to improve your practice as a whole, working one-on-one with my Practice Acceleration System™ will help you to make quick, measurable progress toward your objectives.  Click here to arrange your complimentary 30-minute consultation.