Archive for category: Coaching for lawyers

A few years ago, I had to drive to an important business meeting in an unfamiliar city.  Because this was before I had GPS, I printed out directions before leaving my office, so I had a good idea of where I was going.  The sun was beaming down and my “pump me up” playlist was blaring, and I was feeling really good.

But then I hit an unanticipated obstacle:  a road closed due to construction.  I didn’t know the area and the detour wasn’t well-marked.  Before long, I had no idea how to get from here to there.  I knew which roads I needed to find, but looking at the map was useless because I didn’t know where I was.  So frustrating!

When I talk with lawyers about business development, this story feels all too familiar.  So often, lawyers have a sense of what they’d like to accomplish (the destination) and even how to get there (the directions), but after hitting an obstacle–sometimes even despite a lack of obstacles–what had seemed clear seems confusing.

If you want to succeed in business development, you must:

• Know where you’re starting. One of my favorite cautions is, “Don’t mistake luck for skill.”  If you’ve had success in landing clients, make sure you know why and how to replicate that.  If it’s sheer luck, you have to find a way to shift that luck into something you can repeat and transform into skill.  What’s going well?  What’s broken?  What questions do you have, and what resources do you need?I created the Law Practice Profitability Audit to simplify this step.  Take the Audit here.

• Know how you’re going to get from where you are now to where you want to be.  In other words, you need a plan.  You need to be able to describe your ideal clients and referral sources, and you must know how you can reach those people and businesses.  What specific actions will you take to get to your goal?
• Know the most effective ways to accomplish the tasks on your list.  This is why it’s important to read books and get training on business development topics.  You have to master the skills such as effective networking, speaking and writing that builds your reputation and gets you clients, and asking for business.
• Take action consistently on your plans.  What you know is important, but what you do is what will make you succeed.  It is not sufficient to take action occasionally or at random times; you must act consistently and persistently.
• Track your results.  There’s a concept (attributed to Lord Kelvin, among others) that what is measured can be improved.  Without knowing whether an activity is producing results for you, it’s impossible to know whether you should expand it, keep to the status quo, or discontinue it.  While data may be difficult lto gather (especially in high value, low volume practices tend to have a longer “sales cycle”), it’s important that you have at least a qualitative sense of how successful your activity is at moving you closer to your business development goals.

When you have all of these aspects of successful business development in place, you will be able to adjust your plans when you encounter an obstacle.  Equally importantly, you will know how to take advantage of opportunities that present themselves, and you will consistently move toward your rainmaker goals.

What more do you need to succeed, based on this checklist? 

The statement “I’ve got your back” is one of the most powerful business development messages there is.  When you have someone capable and attentive on your side to offer assistance and cheer you on, you’re likely to be more willing to undertake new, difficult, or risky-feeling activity.

Consider this:  a child learning to walk or to ride a bicycle will often look to a parent to be sure that someone is there to encourage them if they waiver.  We applaud speakers and those receiving awards as a way of saying, “Good job!”  And we’ve probably all called a friend for support after being rejected by a potential client or date, or a job opportunity.  Just about everybody appreciates encouragement and support.

There’s another side to “I’ve got your back”, too:  someone capable who’s in the trenches with you, ready to help.  And that’s where “I’ve got your back” goes from a source of feel good emotional support to a do-good, hands-on promise.  That’s also where it becomes a powerful business development message.

Think about your client’s perspective.  Whether your clients are legally sophisticated large companies or individuals who have never worked with a lawyer or legal problem before, every client wants to know they’re in capable hands.

More importantly, clients want to experience being in capable hands.  That means, for example:

• Having a lawyer explain the heart and the context of the legal matter, to an extent that feels comfortable to each particular client, and knowing that the lawyer fully understands and appreciates the relevant law and its impact on the client.
• Having a lawyer who’s proactive in flagging new issues and opportunities
• Getting calls and emails promptly returned by the lawyer or a knowledgeable staff member
• Knowing the status of the matter, including the reason for delays or quiet periods in a representation
• Being billed clearly and appropriately, in accord with expectations
• Receiving emotionally intelligent communications, whether that’s congratulations or an explanation of what went wrong and why (this is the feel-good side in a business context)

When you convey that you’ve “got a client’s back” through your actions, you’re laying the groundwork for great client service.  You’re building a relationship that’s characterized by respect and support, in the context of legal skill.  That service not only keeps your current clients happy but also creates the potential for repeat business or referrals.

You might choose to say, “I’ve got your back” (or more businesslike words that convey the same message), but your actions must back up your words.  If not, your statement will backfire:  your actions will demonstrate that you don’t have the client’s back and, almost worse, that you either don’t realize that fact or you’re willing to lie about it.  (This, I believe, is one root of many lawyer jokes and the usual low standing of lawyers on lists of trustworthy professions.)

How can you demonstrate and perhaps say that you’ve got your clients’ back?

From your own perspective, working with someone who’s “got your back” as you undertake business development activity (which may be unfamiliar and feel risky, at least at first) can be a key factor in your success.  It’s the flip side of the points above, substituting marketing for legal knowledge and skill.  When you have great support, you get a cheering squad, a listening ear, a brainstorming partner, a source for new ideas and insight, needed resources, and more.

Here are a few ideas on how you can get the support you need:

• Join forces with one or two colleagues who are also working to grow their practices
• Join a rainmaker group (or create your own)
• Use social media for accountability and support
• Hire a consultant or coach

If you’d like to join a group of colleagues, check out Chapter 1 of The Reluctant Rainmaker (pages 26-30 in the print edition) for specific suggestions of how to find or create the right group.  And if you’re looking to hire a consultant or coach, let’s talk and see if we’re the right fit.

“Creativity, as has been said, consists largely of rearranging what we know in order to find out what we do not know.  Hence, to think creatively, we must be able to look afresh at what we normally take for granted.”
~George Kneller

 

“It’s easy to come up with new ideas; the hard part is letting go of what worked for you two years ago, but will soon be out of date.”
~Roger von Oech

 

“Companies have to nurture [creativity and motivation]–and have to do it by building a compassionate yet performance-driven corporate culture.  In the knowledge economy the traditional soft people side of our business has become the new hard side.”
~Gay Mitchell, Executive VP, HR Royal Bank

 

“Where all think alike there is little danger of innovation.”
~Edward Abbey, Desert Solitaire 

New behaviors, especially those that play out in public for others to see, can be difficult.  We lawyers especially, who tend to fall toward the perfectionist side of things, perceived a high risk in trying something new.  What if we fail?  What if we look stupid?  What if we really mess up?

Last Sunday, I took on a new role in my church.  Despite having observed others perform this role, I was really nervous:  I’d be in front of the whole congregation, taking on a highly visible part of the service.  In preparation, I read the handbook for performing this role, searched online for other guidance, drafted and revised the words I’d say, and mentally walked through every part I’d play in the service over and over.

I noticed three things about my preparation:

1. I could envision failure more easily than success.
   I imagined tripping and falling on the altar stairs.  I imagined dropping the microphone and books and trays.  And I even came up with my response should those things happen:  flash a winsome smile, chuckle, and say “Well, at least I got THAT over.”
2. I spent more time preparing than I did acting.  I invested close to three hours reading and working on the comments I’d make.  I even typed out the comments and then copied them by hand onto an index card!  And all told, I probably spent 15 minutes performing my role.
3. While the preparation I did by myself was helpful, I got the most benefit from the few minutes I spent talking with others who could tell me what to do.  The handbook, while helpful, included some directions that we didn’t use, and certain steps weren’t clear to me.  So I grabbed someone who’s served in this role for more than ten years and asked for help–and she straightened me out right away.

The other thing I noticed is that I hear these same observations from my clients when they’re talking about business development.  Reluctant rainmakers (those who would really prefer to build a book of business just by being a good lawyer, not engaging in specific business development activity) are especially inclined to spend as much time in gearing up for activity as doing it, and much of that time may be spent in fruitless worry.  We typically don’t call it that, of course:  we may call it planning or brainstorming or waiting until the time is right.

The antidote to this paralysis by analysis is action.  Action is the only antidote.  In my church analogy, I started to feel more competent in my anticipated role when I talked with someone who could answer my questions, not when I raed books or visualized my part in the service.  And having performed that role once, even thought I didn’t do things as well as I would have liked, I know what it feels like, where my specific challenges are, and what I need to do to improve.

With business development tasks, action may feel high-risk because of the possible consequences if it goes wrong.  The truth, however, is that (barring exceptional circumstances) a misstep can usually be corrected, and in most cases, a small amount of preparation will avert disaster.  In other words, don’t go into a meeting cold, don’t attend an organization’s meeting without knowing what the group is about and who’s in leadership, and don’t call an important contact without having some sort of plan.

Most of us hold back too long on rainmaker activity; few rush in without forethought.

Here’s the take-home

Where are you stalling in your business development plan?

• If you’re stuck in planning where to start, get outside help from a mentor, a colleague, or a marketing professional.  It can be difficult to begin with the 30,000-foot view that is an overall strategy, and outside help can be instrumental.
• If you’ve been putting off an activity because the time isn’t right, ask what will make for a “right time”.  Sometimes the delay is legitimate.  If you can’t pick out specific circumstances that you’re waiting for, you’re probably just delaying.  Examples of appropriate delay include waiting for a contact to return from vacation before you make a call or waiting until there’s a vote on specific legislation before releasing a white paper about how to respond to the new rules.  Fruitless delay occurs, for example, when you’re waiting to get “more information” without being clear on what information you need or how to get it.
• If you’ve been delaying an activity because you don’t know how it will play out, ask what you can afford to lose rather than what you might gain.  Good planning can’t remove all risk.  If you’re considering an action that might blow a relationship, you’re right to be cautious.  If you’re holding off on getting your profile up on LinkedIn because you’re not sure how best to describe your practice and experience, you have almost nothing to lose.  (For a review on this, see Little Bets by Peter Sims, and my review of the book.)
• If you’re waiting for your schedule to free up, act immediately.  One of the most challenging aspects of business development is doing the work even when you’re busy with client work.  Failing to do that, however, risks getting into the feast/famine cycle.  Almost worse, for mid-level and senior associates and service partners, you run the risk of believing that everything is going okay with your career, when the truth is that today’s economy demands that every private practice lawyer must at least contribute to business development.

Action is required for business development success.  We’re still early in 2013:  get your year in gear by acting today.

This month’s quotations suggest how to get focused, follow priorities, and get things done…

Clarity affords focus.
~Thomas Leonard

 

Take time to deliberate; but when the time for action arrives, stop thinking and go in.
~Attributed to Andrew Jackson, Napoleon Bonaparte, and others.

 

“The Principle of Priority states (a) you must know the difference between what is urgent and what is important, and (b) you must do what’s important first.”
~Steven Pressfield, The War of Art:  Break Through the Blocks & Win Your Inner Creative Battles

 

He, who every morning plans the transactions of the day, and follows that plan, carries a thread that will guide him through a labyrinth of the most busy life.
~Victor Hugo