Strategic content marketing and web analytics for law firms

This is part four of a four-part article.  For complete article, see link below.

“Web analytics programs are capable of generating a vast amount of information,” said Casey.  “There are far too many metrics for users to process and interpret.  Measurement tools are only useful when there is something specific to measure.

 

“The challenge is not to get more data, which can needlessly complicate your decision-making,” said Casey, “but to get better data.  Be strategic.  What is the purpose of this online content campaign (within the context of our business goals), and which select measurements will indicate progress towards achieving this goal?”

 

Let’s go back to that article on patent reform.  You post it on your website.  You reference it in your blog.  You e-mail it to clients, potential clients, referral sources and media sources.  You post it (with links back to your site) on a variety of social media sites and content syndication sites.

 

On your website, analytics will let you know who visited the page and how they got there.  In addition, you will discover if they stayed a while, read the article and downloaded a copy.

 

“If no one comes or if visitors take a quick look and ‘bounce,’ you know that there is something wrong with the content,” said Casey.  “The subject is not newsworthy.  The headline or keywords need work.  The article is too long or too short.  It is too dense and needs shorter lines and subheads, to encourage skimming.  It is too casual or too filled with legal jargon.  In other words, it needs work.”

 

An e-mail analytics program will let you know who opens the e-mail and clicks on the link.  Other analytics programs will indicate how your article fares in the blogosphere or is shared or re-tweeted on social media and content syndication sites. 

The information generated by web analytics is a valuable tool to help lawyers and law firms plan -- and continuously improve -- their content and their online content distribution campaigns.

Content marketing and web analytics: The yin and yang of any successful law firm marketing campaign

Web analytics for law firms

This is part three of a four-part article.  For complete article, see link below.

“Not only does the Internet facilitate the wide distribution of content,” said Casey, “it also allows lawyers and law firms to closely track distribution – to know how many visitors click on the content; how much time they spend reading, listening or viewing the content; and where (your website, search or some other site) they found the content.”

 

Web analytics is a process for collecting visitor or consumer data, analyzing those data and generating reports on the overall performance of these different channels.  It extends well beyond your website into virtually every online channel your law firm might be using.

 

“In the early days, web analytics programs focused on the simple measurement of activity on a law firm’s web site,” said Casey.  “Today, a good law firm website still contains useful information about the firm and its services, but the site functions more like an interactive hub to which all of the firm’s online content distribution efforts are tied.”

 

In addition, most social media sites have their own built-in analytics programs that can be accessed for more details about activity on your accounts on those sites.

 

The popular Google Analytics program is free and yields information about site visitors, including number of visitors (unique, new and repeat), page views, repeat rate, visit length, page view length, page view per visit, bounce rate (those who leave quickly from a given page), entry pages (where visitors enter you site), exit pages (where visitors leave your site) and referral sources (direct traffic, search engines and other referral sites).

 

Among other things, Google Analytics can chart data over time, compare data month-by-month or year-by-year, and internally compare different sets of results.

 

“Other commercial web analytics programs allow the site administrator to ‘dig deeper’ into the data,” said Casey.  “Most analytics programs will record detailed information at the user level, allowing administrators to track the number of times a given user came to the site, which pages he or she viewed and, in some cases, the location from which that user is connecting.”

 

“At Tenrec, we combine basic Google Analytics with a program called Urchin (essentially, Google’s commercial analytics product) to obtain different levels of results for our clients,” said Casey.  “There are many programs out there.  The one you select should be determined by how you plan to use the results.”

 

It is important to remember that no performance metric is inherently bad or good.  A limited number of the right kind of people visiting your content and reaching out to your firm is a better result than hundreds of visitors who take no action.

Content marketing and web analytics: The yin and yang of any successful law firm marketing campaign

Online content marketing for law firms

This is part two of a four-part article.  For a link to the complete article, see below.

Online content marketing involves publishing content (like the article on patent law) on your law firm’s website (including mobile website version), client extranet sites or blogs.  It involves the e-mailing of your article (or newsletter) to clients, potential clients, referral sources and media sources.

 

“An integrated online marketing program is an essential part of a law firm’s marketing program,” said Casey.  “Content marketing involves distribution of your content using popular social media sites (like LinkedIn, Facebook, Twitter and YouTube) as well as successful content syndication sites (like JD Supra, LegalOnRamp and Scribd).”

 

Each time your keyword-rich patent law article is published on one of these sites, it is indexed by Google and other search engines – enhancing results for searches on terms like your name, your law firm’s name, your geographic area and the relevant subject area.

 

“The term ‘content’ applies to almost any kind of material your firm is publishing,” said Casey.  “It applies to documents like press releases, experience descriptions, attorney biographies (profiles), client alerts, blog post, white papers, email campaigns and e-books on legal subjects.

 

“Content also includes non-written files, like an online ad campaign, courtroom graphics, a PowerPoint deck, or photos of an open house or employee charity event,” said Casey.  “It includes online surveys along with survey results.  And it definitely includes audio or video recordings of a presentation, a seminar or a webinar.”

 

All types of reputation-demonstrating content can be posted not only on your own website, but also to a wide range of (mostly free) social media and content syndication sites.  Once posted, this informative content is available 24/7 and around the world.

Content marketing and web analytics: The yin and yang of any successful law firm marketing campaign

Content marketing and web analytics: The yin and yang of any successful law firm marketing campaign

Good content has always been one of the best ways for a lawyer to establish and maintain a professional reputation.  In the hands of potential clients, good content demonstrates your understanding of the law and your ability to do what you claim to do.

 

Let’s say you write an excellent article on the recently signed patent reform act.

 

Prior to the Internet, your options for distribution of that article would be limited.  You could submit it to print publishers who could decide whether or not to publish it and how to edit it.  By the time it appeared on a client’s desk, it might be three months out of date.

 

In addition, you could snail mail a copy of your article with a cover letter directly to your list of clients, potential clients and referral sources.  You could include it in the firm’s print newsletter. You could mail it to reporters covering the patent law beat and hope that they give you a call next time they are writing a story on that topic.

 

And that was about it.  You really had no way of knowing what happened to that hard copy – if the publication was read or if the envelope or newsletter was even opened.

 

Today, thanks to the Internet, the options for distributing a well-written and informative article (and all kinds of content) to a wide range of interested parties are vastly expanded.  So, too, are the options for finding out if the article was opened, was read and prompted further action on the part of the reader.

 

“In the Internet age, online content marketing is the best way for lawyers and law firms to establish their reputations and attract new business,” said Per Casey.  “And web traffic analysis is the best way for lawyers and law firms to measure the success of a content marketing campaign and move forward based on that information.  Content marketing and web analytics are inseparable parts of the same strategic process.”

 

Casey discussed strategic content marketing and web analytics at the monthly educational program of the Rocky Mountain Chapter of the Legal Marketing Association, held Oct. 11 at Fogo de Chao Restaurant in Lower Downtown Denver.

 

Casey is founder of Tenrec, a web technology consulting firm that focuses on the legal industry.  Over the years, he has collaborated with dozens of well-known law firms on successful web technology projects.  Casey also serves as member-at-large on the LMA International Board of Directors and as co-chair of the LMA Technology Committee.

 

This is part one of a four-part article.  For the entire article, see:

 

Content marketing and web analytics: The yin and yang of any successful law firm marketing campaign.

Law firms: How to encourage employee engagement

Good internal communication is one of the best ways to move employees out of the middle and into the “high engagement” zone.

 

“Internal communication is evolving,” said Wegscheid, “with the balance shifting from a model weighted by formality and control towards a model that facilitates employee engagement. Few organizations fall squarely into one of these four models.”

 

The inner circle model has the highest level of formality/control and the lowest level of employee engagement.  Executives confer behind closed doors with no employee input.  Information travels through formal channels from the top down to managers, who tell employees what to do – but not why.  “Most, but not all, organizations have moved beyond this model,” said Wegscheid.

 

The cascade model is still quite controlled, but has a little more employment engagement.  Decisions are made at the top and information flows from the top down, but managers are expected to share some information with their teams.

 

In the dialogue model, decisions and information still flow from the top – but are often accompanied by an invitation to ask questions.  Feedback is limited to topics raised by leadership.  The process is formal, but two-way, with the goal of making sure employees understand the information that was communicated.

 

“Most organizations, including law firms, currently operate at the cascade level and perhaps at the dialogue level,” said Wegscheid.

 

The community model combines the highest levels of employee engagement with informality and freedom of expression.  “This model shares a mindset with social media,” said Wegscheid.  “Knowledge is not controlled at the top, but contributed by and commented on by all participants in a network.  Everyone has something to contribute.”

 

In the community model, leadership is still needed but messages can be initiated by anyone, encouraging the free flow of information throughout an organization.  In this model, individuals feel comfortable sharing expertise and learning from each other, which results in spontaneous collaboration by employees at all levels to solve a problem, rather than formal teams composed only of executives.  Employees as well as owners feel invested in the results.

 

“Because of sensitive information, proprietary relationships and a billable hour model that does not reward efficiency, the community model can be challenging for law firms,” said Wegscheid.  “However, there are elements of this model that can be incorporated.

 

Engaged employees are those who understand and believe in a law firm’s message.  This message can be created at the top and then delivered formally to employees (a low-engagement model).  Conversely, it can be created collaboratively (with facilitation by firm leaders) and made part of an ongoing conversation among employees (a high-engagement model).  Or it can be somewhere in between.

 

“The important thing,” said Wegscheid, “is to understand the value of employee engagement and actively consider which steps your firm can take to improve it – and consequently improve the firm’s bottom line.”

 

This is part three of a three-part article.  For the entire article, see Truly engaged employees lead to highly successful law firms.

Law firms: The value of engaged employees

Modern research organizations use rigorous science to assess levels of employee engagement and link engagement to performance.

 

In 2009, Hewitt discovered that businesses with highly engaged employees have total shareholder return 19 percent higher than firms with average engagement.

 

According to a study of a large professional services firm by the Hay Group, the firm’s five most-engaged regional offices generated 43 percent more revenue per consultant (think lawyer) than the firm’s five least-engaged offices.

 

“According to Colorado Bar Association statistics,” said Wegscheid, “the average attorney has $446,500 in billable per year.  A 43 percent increase adds an additional $191,995 to this amount, for a total of $638,495 per lawyer.  That translates into $1.9 million extra for a firm of 10 attorneys, $3.8 million for 20 attorneys and $5.8 million for 30 attorneys.  This is a lot of money.”

 

Research clearly demonstrates that the more engaged your employees, the better your revenue, productivity, earnings, shareholder returns, employee retention and customer loyalty.

 

According to Gallup, about 16 percent of employees at any business are actively disengaged.  “Some call these people ‘CAVE dwellers,’ for ‘consistently against virtually everything,’” said Wegscheid.  “They will actively try to destroy your organization.

“An additional 29 percent truly believe in your business and are actively engaged in making it succeed,” said Wegscheid.  “That leaves the majority of your employees -- approximately 55 percent -- who are neither disengaged nor engaged.  Smart businesses focus on transforming these ‘neutrals’ into highly engaged employees.”

 

This is part two of a three-part article.  For entire article, see Truly engaged employees lead to highly successful law firms.

Truly engaged employees lead to highly successful law firms

A truly engaged employee is one who believes so strongly in an organization that he or she invests discretionary effort in its success.  In other words, a truly engaged employee is someone who regularly goes above and beyond his or her job description.

 

What does this mean in a law firm?  While equity partners (and those on the track to become equity partners) are best thought of as owners rather than employees, everyone else should be considered an employee.

 

The engaged non-equity track associate involved in document review will notice and point out an interesting new detail.  The non-engaged counterpart could ignore this detail, because it might make the job more difficult.

 

The engaged paralegal or legal assistant will cheerfully work evenings and weekends as a courtroom date draws near.  The non-engaged employee will complain and sulk.

 

The engaged mail room person will deliver a registered letter to a lawyer as soon as it arrives, allowing for timely consideration and response.  The non-engaged employee will wait until the next scheduled delivery cycle.

 

And finally, the engaged marketing director/manager/support person will devote extra time and effort to creating a truly customized client proposal, rather than simply answering RFP questions with the usual non-specific content.

 

In addition, employee engagement is not limited to the workplace.  An engaged employee will rave about his or her law firm outside the office as well -- whether to neighbors on the sidewalk, fellow parents at a soccer game, or someone they meet at book club or a cocktail party.

 

When you consider these examples, it is easy to see how truly engaged employees can propel law firms from run-of-the-mill to highly successful.  “Defining and communicating the unique story or message at the heart of your law firm is essential to employee engagement,” said Laura Wegscheid.

 

Wegscheid discussed why law firms should enhance employee engagement in order to improve morale, operations and the bottom line.  This presentation to the Rocky Mountain Chapter of the Legal Marketing Association (www.legalmarketing.org/rockymountain) took place Sept. 13 at Fogo de Chao Restaurant in Lower Downtown Denver.

Wegscheid is a senior consultant with Cast Communication Design (www.castcommunicationdesign.com), an internal communications consulting firm focused on helping businesses engage and align their employees.

 

This is part one of a three-part article.  For the entire article, see Truly engaged employees lead to highly successful law firms.

LMA Conference Synopsis: Driving growth and profitability

The Legal Marketing Association provides guidance on marketing, business development and communications within the legal profession.  This article summarizes a presentation by Betsi Roach, executive director of the LMA, on important themes that emerged at the 25th annual LMA Conference held last month, as well as recent LMA developments.  This excerpt covers the first of four conference tracks:  Driving growth and profitability.  This is part two of a six-part article.  For a link to the entire article, see below.

 

 

“One major theme of the conference was the continuing evolution of law firms from a purely marketing culture to a sales culture,” said Roach.  “This involves a reallocation of personnel and resources, an emphasis on niche marketing, the creation of industry and client-focused teams, the development of sophisticated and customized proposals, and the gathering and use of competitive market intelligence.”

 

As part of this process, successful firms are providing business development training and coaching to help select lawyers grow their books of business.  “After all, lawyers are not only the ‘product,’ but also the ones who have to close the actual ‘sale,’” said Roach.

 

Another session covered the strategy and tactics behind successful written and face-to-face client pitches, including pitch team composition and leadership, elements of the process (strategy, staffing, pricing, submissions and presentations), debriefing, and using what was learned to improve future effectiveness.

 

A session on law firm economics devoted considerable attention to the delivery of legal services less expensively in a highly competitive environment – especially through better pricing and better processes. “Increasingly, law firms across the country understand the need to operate like businesses,” said Roach.   Finally, technology was discussed as a robust way to deliver premium content to high-value targets throughout the sales cycle.

For the full article:  LMA Conference Synopsis and Update

Take (back) your time: Quieting workspace "noise"

In order to be focused and productive, most lawyers and other legal professionals need to take back their time -- setting aside a certain amount of quiet time within their "noisy" electronic, interpersonal and physical environments.  The following serialized article is a synopsis of a presentation by Paul Burton, developer of the QuietSpacing productivity method.

Final installment of a six-part article:

 

A constant source of “noise” is the workplace environment itself -- both physical and interpersonal.  “Research shows that, even when we think we are focused on one task, our brain is constantly distracted by the unconscious processing of the stimuli that fall within our peripheral vision,” said Burton.

 

“Your designated workspace should be completely clear of everything except the one task you are working on,” said Burton.  “If your desk is cluttered, move to a completely empty ‘work table’ – either in your own office or, if you find it hard to focus in your own office, in sequestered space elsewhere -- like a meeting room or a ‘guest office’ set aside for visiting clients.”

 

One simple tactic is to locate your dedicated work area in such a way that you are facing away from any door (which should be partially or completely closed) or window in your office.  “If you are not tempted to lift your eyes to see who is walking by or tune your ears to listen to passing conversations, you will have better focus,” said Burton.  “If those walking by do not make eye contact and see your friendly smile, they will be less likely to stop by and interrupt.”

 

Burton recommends that lawyers and other legal professional establish core ‘working hours’ when they are not to be interrupted and more flexible ‘office hours’ when interruptions are allowed.  “Let your staff and colleagues know that you appreciate ‘batched’ questions all at once, rather than serial, multiple interruptions,” said Burton.

 

“Noise” is a necessary part of any modern workplace.  Do not be enslaved by it.  Quiet this noise and become more productive as a legal professional by taking control of your electronic devices, tasks, schedule, meetings and workplace environment.

For full article:  Take (back) your time!  How legal professionals can control "noise" and be more productive in the workplace

Take (back) your time: Quieting calendar and meeting "noise"

In order to be focused and productive, most lawyers and other legal professionals need to take back their time -- setting aside a certain amount of quiet time within their "noisy" electronic, interpersonal and physical environments.  The following serialized article is a synopsis of a presentation by Paul Burton, developer of the QuietSpacing productivity method.

Parts four and five of a six-part article:"

Quieting calendar “noise”

 

Mismanagement of the hours in your workday leads to a loss of control over your productive time – especially when faced with the inevitable and unpredictable train wrecks that are part of any practice.  “You can only control what you schedule,” said Burton.  “The rest of your day just happens to you.

 

“Each day, calendar four hours to deal with the tasks you have scheduled for that day,” said Burton.  “Review and lay them out at the start of the day, before checking your emails (which can throw you off track).  Survey and measure progress on ‘all you command’ again at mid-day and at the end of the day.”

 

“Also, schedule short breaks throughout the day in which you do something unrelated to work -- to clear and re-boot your brain for the next task,” said Burton.

 

 

Quieting meeting “noise”

 

Meetings are a common cause of interruption to a workday.  The secret is to control the time devoted to meetings – rather than letting it control you.

 

“If you are in charge of a meeting, reduce the time you think that you will need by 25 percent,” said Burton.  “Distribute all materials ahead of time so that attendees do not have to read them during the meeting.  Do not just rattle on with the meeting content.  Ask questions and elicit answers from attendees, so that they will remember what happened in the meeting and also need to ask fewer time-consuming questions.”

 

Schedule enough time between meetings to allow for time overruns and to provide time after the meeting to capture and manage what happened in the meeting.  “If meetings start on the hour, schedule them for 45 minutes rather than the entire hour,” said Burton.

 

For full article:  Take (back) your time!  How legal professioals can control "noise" and be more productive in the workplace

 

Take (back) your time: Quieting task "noise"

In order to be focused and productive, most lawyers and other legal professionals need to take back their time -- setting aside a certain amount of quiet time within their "noisy" electronic, interpersonal and physical environments.  The following serialized article is a synopsis of a presentation by Paul Burton, developer of the QuietSpacing productivity method.

Part three of a six-part article:

Multitasking – so common in today’s workplace – is the bane of the productive professional.  “The same task can take twice as long when you are being constantly interrupted,” said Burton.

 

“Juggling too many ‘to do’ tasks in our minds is yet another kind of ‘noise,’” said Burton.  “Conduct regular ‘core dumps’ – preferably by intelligent use of the tools available in Outlook – that allow you to comfortably focus on one task at a time – without the constant nagging fear that you are forgetting something.”

 

The core of QuietSpacing®, in fact, is a structured system to organize a vast quantity of work inputs in this way.

 

“Prioritize your tasks by specific due-date (not ‘asap’), identify the tasks assigned for a given day, and focus all of your attention on those tasks (‘all you command’) for the duration of the allotted time,” said Burton.  “When you have finished the substantive portion of your day, select and complete ‘just one more thing’.  You will be amazed at how much you accomplish over time.”

 

Another simple but useful tool is to have just one screen open on your computer at a time.  Multiple screens or monitors introduce ‘noise’ that disrupts your focus and productivity.

For full article:  Take (back) your time!  How legal professioals can control "noise" and be more productive in the workplace.

Take (back) your time: Quieting electronic "noise"

In order to be focused and productive, most lawyers and other legal professionals need to take back their time -- setting aside a certain amount of quiet time within their "noisy" electrnic, interpersonal and physical environments.  The following serialized article is a synopsis of a presentation by Paul Burton, developer of the QuietSpacing productivity method.

 

Part two of a six-part article:

 

The electronic office has brought many benefits to the practice of law, but has irrevocably changed its pace and its “noise” level.  Thanks to the Internet, we are on call 24 hours a day, seven days a week and 365 days a year – at our desks or on the move.

 

The few seconds it takes to respond to each distracting ping or vibration of an electronic device may not seem like much, but when you multiply it by the average of 100 emails a working person gets each day – and then add in social media and other alerts – it adds up.

 

“The trick is to learn how to leverage email as an important tool without becoming enslaved to it,” said Burton.  “Turn off the distracting ‘ping’ and then set a certain time – perhaps once an hour, or as often as you see fit – to scan and process your emails in a batch.  Do the same with your telephone ringer.

 

“In the days before email, you wouldn’t make a separate trip to the mailbox for each piece of mail,” said Burton.  “You would bring in the whole batch and process it at the same time.  The same rule should apply to your emails.  Batch-processing a task is much more productive than serial processing it.”

 

Other tools to avoid email distraction include:

 

Restrict each email you send to one subject, which allows it to be filed appropriately by the receiver for easy retrieval and reference.

 

Make your subject lines as specific as possible, so that the receiver knows what the email is about – and where to file it.  Never leave them blank or vague.

 

Minimize the use of the ‘reply all’ function, in order to decrease the burden on your colleagues’ inboxes (and time) and your firm’s hardware.

 

Learn how to drag emails into your appointments and tasks functions (in Microsoft Outlook), where it will be copied into the “comment” area for that appointment or task.

For the full article:  Take (back) your time!  How legal professionals can control "noise" and be more productive in the workplace

Take (back) your time! How legal pros can control "noise" and be more productive in the workplace

In order to be focused and productive, most lawyers and other legal professionals need to take back their time -- setting aside a certain amount of quiet time within their "noisy" electronic, interpersonal and physical environments.  The following serialized article is a synopsis of a presentation by Paul Burton, developer of the QuietSpacing productivity method.

Introduction to a six-part article:

There are only so many hours in a workday.  We like to think that we are in control of our time during those hours -- but most of us, in fact, are not.  Slowly but surely, we have ceded control of our time to “noise” in our workplace environment.

 

Every interruption at work – the pinging an electronic device, the juggling of multiple demands, the time spent chatting with a friendly colleague – takes focus from the task at hand.  You feel busy -- but you’re not getting much done.  You are confusing activity with productivity.

 

In order to be focused and productive, most lawyers and other legal professionals need to take back their time – setting aside a certain amount of quiet time within their “noisy” electronic, interpersonal and physical environments.

 

“By following a few simple steps to control routine interruptions, you can gain six extra minutes of productivity each day – or three full work days each year,” said Paul Burton.  “This saves not only measurable time – but also immeasurable focus.”

 

Paul Burton is a lawyer and a nationally recognized expert on workplace productivity.  He developed the QuietSpacing® productivity method and is author of QuietSpacing:  Conquering E-mail, Mastering Work Loads & Achieving Balance.   He regularly speaks, trains and coaches on this subject, and also blogs at www.quietspacing.com.

 

Burton discussed productivity before the monthly educational meeting of the Rocky Mountain Chapter of the Legal Marketing Association (www.legalmarketing.org/rockymountain), held Jan.11 at the Four Seasons Hotel in downtown Denver.

 

For full article:  Take (back) your time!  How legal professionals can control "noise" and be more productive in the workplace

Managing partners: Miscellaneous comments from managing partners

The following is part three of a three-part article, based on a managing partner panel presentation in Denver.

Alternative fee arrangements --   The jury is still out.  In an hourly fee arrangement, there is no “upside” for the client.  Clients want to discuss arrangements that benefit both parties – up front but also during the course of a representation.  Emphasize effectiveness and efficiency over billable hours.

 

Associates – Associates are a mixed bag.  On the one hand, they are more focused on themselves, their families and their lives outside the office.  They are more likely to attend networking events that are age-appropriate.  On the other hand, they are more likely than their older colleagues to be interested in and support the “business” side of a law firm – and the marketing endeavors that are part of running any good business.

 

Budgets -- Clients must live within their departmental budgets.  When we blow our budget, they blow their budget.  As a result, clients want predictability.  Unfortunately, lawyers are lousy at budgeting.  Project and budget management is the “next big focus of improvement” between clients and law firms.

 

Client service interviews – CSIs are absolutely the best way to find out what your clients want in the areas of skill and service – and then give it to them.  We have been unbelievably impressed.  “We’ve done more than 100 CSIs over the past few years with our law firm clients.  Watch out, because now we are starting in on YOUR clients!”

 

Future – More mergers, bigger law firms, more global law firms.

 

Priorities – Marketing and business development priorities are a moving target.  You can meet weekly or monthly to measure progress and priority, but there is always going to be a crisis or special need (one lawyer who is feeling slighted) that wreaks havoc with your calendar.  The trick is to solve this problem and get back on track as soon as possible.

 

 

Sales – Local law firms are not seeing a “sales” function separate from marketing and business development.  “The lawyer/client relationship is still relationship-based.  It is very difficult to artificially insert a third party into that relationship process.”

 

Social media – Panelists use and see the potential, but feel “over-socialized.”

 

In summary, legal marketers can lighten the load for managing partners by devising a focused, strategic marketing plan; building and maintaining a firm-wide image; skillfully obtaining firm-wide buy-in for marketing initiatives; and putting plans into action in a way that makes each lawyer at the firm feel like your most important client.

For the full article:  Managing partners appreciate strategic role of marketing department

Managing partners: Marketing less tactical, more strategic

The following is part two of a three-part article, based on a managing partner panel presentation in Denver:

 

In this economic climate, elevating the role of marketing and business development from reactive afterthought to proactive strategic weapon is essential.  The successful marketing professional will generate good ideas based on the marketplace and advocate for these ideas at the management and practice group level.  “Don’t come to me or these decision-making bodies with a list of problems,” said Finegan.  “Come to us with solutions.”

 

“Marketing played an important role in our strategic planning and execution during the economic downturn,” said Lund.  “Over the years, we had gotten soft about how we used our resources.  When these resources became limited, marketing helped us focus on (and compete strongly within) our core practices.  During troubled times, it is important to think of marketing not as an expendable cost center – but as an enhancement.”

 

“Hogan Lovells is a global law firms with 2,500 lawyers located in  branch offices around the world,” said Finegan.  “Just one-quarter of these offices are located in the United States.  In Denver, our marketing staff helps us focus on what we do best – and then ‘sell’ these unique services to Hogan Lovells’ offices and their clients around the world.  We have made ourselves successful as an ‘exporting colony’ that is much beloved by the ‘mother country’ in Washington, D.C.

 

“We market internally to our 44 offices as well as externally to the world of clients in need of our unique services – like energy law,” said Finegan.  “Our energy expertise is a hot commodity not only in Colorado, but also in Beijing and other energy markets.  At a recent retreat attended by 600 firm lawyers from around the world, marketers at the Denver office created a placemat for each place that listed our energy lawyers.”

 

 

“Lindquist & Vennum is a 180-attorney law firm headquartered in Minneapolis,” said Stasiak.  “Our Denver practice has 21 lawyers and focuses primarily on commercial litigation, construction, insolvency and restructuring.  As partner in charge of the Denver office, I rely on Minneapolis for marketing support on an as-needed basis.

 

“Too many lawyers can’t see the value in marketing because they do not understand legal marketing,” said Stasiak.  “It is up to you to enlighten them.  Come to us proactively with a recent newsworthy development in our area of the law – along with a plan for a useful seminar on that development we can present to our clients.  Execute the seminar flawlessly.  Now, you’ve concretely demonstrated the value of the marketing department to your internal lawyer/clients.”

 

For the full article:  Managing partners appreciate strategic role of marketing department

Managing partners appreciate strategic role of marketing department

The following is part one of a three-part article, based on a managing partner panel presentation in Denver:

 

 

A law firm or law office managing partner wears many hats.  Some managing partners are able to dedicate themselves full time to leading the law firm, but many others fulfill management responsibilities on a part-time basis while also representing clients.

 

Anything that a marketing professional can do to decrease the load that rests on the shoulders of these busy individuals is greatly appreciated.

 

The Great Recession of the past few years has greatly affected not only the relationship between lawyers and clients, but also the relationship between managing partners and law firm marketers.

 

With law firm operating budgets under the knife, short-sighted law firms have cut marketing staff and programs.  Savvy law firms, on the other hand, have taken this opportunity to re-energize their strategic marketing function.

 

“Industry-wide, we saw a drop in demand of 24 percent in the fourth quarter of 2008,” said Kenneth Lund, managing partner of Denver-based Holme Roberts & Owen (www.hro.com).  “In that kind of environment, you are not able to raise rates to make up the difference.  By responding quickly, we stabilized the firm and focused on our core practices and market demand -- and aggressive marketing activity to meet that demand.”

 

“Usually, when the economy suffers, businesses become more contentious and we see a rise in litigation,” said Cole Finegan, managing partner of Hogan Lovells’ (www.hoganlovells.com) Denver and Boulder offices.

 

“This time, the economic devastation was so complete that clients pulled back everywhere,” said Finegan.  “On the bright side, we are starting to see a pick-up in corporate work.  Cautious clients who have been sitting on their cash are once again looking for deals.  We also anticipate growth in regulatory work surrounding the growing field of alternative energy.”

 

“Our firm saw little change in the amount of litigation,” said Tiffanie Stasiak, partner in charge of the Denver office of Lindquist & Vennum (www.lindquist.com) and chair of the firm’s construction litigation group, “but we did see a change is what the litigation was about, and how it was resolved.  When we met with our clients, after the economy turned, our rate structure became very relevant.”

 

“In the area of litigation,” said Lund, “our clients are pushing back not only on rates, but also on how we plan to manage their cases.  They want to see a much shorter case lifecycle – with early evaluation, rapid resolution and reduced fees.”

 

This panel of law firm and law office managing partners discussed the economy and what they expect from their marketing departments at the monthly educational program of the Rocky Mountain Chapter of the Legal Marketing Association (www.legalmarketing.org/rockymountain), held Nov. 9 at the Ritz-Carlton Hotel in downtown Denver.

 

The panel was moderated by Lisa Simon, chief marketing officer at Brownstein Hyatt Farber Schreck (www.bhfs.com).

 

 

For the full article:  Managing partners appreciate strategic role of marketing department

 

Dress to impress: Use your wardrobe to inspire confidence, enhance what you say

Before we even open our mouths to speak to a new acquaintance, that person has already formed a positive or negative impression of us – based simply upon our appearance.  Even the best of oral statements might not counter a negative first impression.

 

Research shows that positive or negative impressions are created by what we say (our actual words -- 7 percent), how we say it (our tone and enthusiasm -- 38 percent) and how we appear (our dress, body language and grooming -- 55 percent).

 

“Verbal communication is important, but non-verbal communication is huge,” said Dana Lynch.  “Lawyers often spend a lot of time planning what they are going to say in the boardroom, the courtroom or at the networking event.  To make the best impression, they should devote at least as much attention to how they appear.”

 

Dana Lynch is a certified image consultant with Elements of Image (www.elementsofimage.com).  She spoke on “How to take the stress out of getting dressed” as part of the July program of the Rocky Mountain Chapter of the Legal Marketing Association, held July 13 at Primebar in downtown Denver.

 

Lynch shared her top five recommendations for dressing to impress:

 

Wear tailored suits and jackets.  “Jackets are your friends,” said Lynch.  “A well-tailored suit or jacket makes both men and women appear psychologically ‘bigger’ and more impressive at first glance.  Suits and jackets do not need to be old-fashioned and boring.  There are many modern and interesting cuts and fabrics out there.

 

“The research is conclusive,” said Lynch.  “People in suits are perceived as more credible, authoritative, knowledgeable, influential, persuasive and stable than those dressed less formally.  Aren’t these all qualities clients are looking for in a lawyer?”

 

Don’t show too much skin.  “The eye is drawn to contrast and skin often contrasts with the fabric being worn,” said Lynch.  “You do not want those you are meeting with to be distracted by skin showing on other parts of the body.  You want that contrast to be your face and the focus to be on your facial expression.

 

“This is especially true for women professionals,” said Lynch.  “Do not wear sleeveless tops.  Do not hint at or show cleavage.  Do not wear short skirts.  Take a clue from men.  Do they show up at the office in tank tops – or even short-sleeved shirts?  Don’t disadvantage yourself in the professional ‘power game’ by showing too much skin.”

 

Do wear hosiery.  “This is a natural extension of the ‘don’t show too much skin’ guideline, said Lynch.  “Study after study shows that women with bare legs are perceived as less authoritative, less credible and less successful than women wearing hose.  Men wear stockings to the office and to court; so should women.”

 

Avoid open-toed shoes.  “People really notice shoes,” said Lynch.  “Make sure that your shoes are good quality and in great condition.  Men’s shoes should have hard soles -- not black rubber, which can really ruin the look of a suit.  For women, closed-toe pumps are classic.  In the summer, you can stretch the boundaries with a ‘peep’ toe or sling-back.

 

“Believe it or not, many people are distracted by toes,” said Lynch.  “Avoid open-toe shoes.  You want nothing to distract from your message.  Of course, you should avoid sandals and flip-flops in the office.  They are much too casual.”

 

Draw attention to your face.  “Choose shirts and accessories that direct attention to your face,” said Lynch.  “Men wear neckties for exactly this purpose.  Women can wear scarves or necklaces.  Earrings should be posts or hoops of an appropriate weight.  You want colleagues to be focused on your face and words – not distracted by your earrings swinging or your large bangle bracelet clanging on the table.”

 

Lynch also suggested paying close attention to impeccable fit, pants length (neither too short nor too long) and consistency of image from day to day.  Do not follow trends blindly.  Use ‘trendy’ items to judiciously update a classic wardrobe – and to enhance your personal style.

 

“Finally, hold up your head, look people in the eye and smile,” said Lynch.  “The three elements of image are dress, grooming and body language – and a smile is an important part of body language.”

 

As a certified image consultant, Lynch helps professionals create an external image that reflects and enhances their internal capabilities.  She helps her clients define their personal style based on personal preferences, body type and professional requirements.  She audits her clients’ wardrobes to determine what works and what does not.  She develops shopping lists to “fill in the gaps” and acts as a personal shopper.

 

After Lynch’s presentation, managers from the men’s and women’s fashion departments at Nordstrom in Cherry Creek predicted trends for the fall season – illustrated with outfits that they brought from the store.

 

“For men, we are featuring two-button suits with flat-front pants,” said Matthew West.  “You would be hard-pressed to find a three-button jacket or pleated pants anywhere – even though they set the standard ten years ago.  Lapels and neckwear are also thinner.  If you have these pieces in your wardrobe and want to keep wearing them, take them to a good tailor and have them taken in.”

 

“Women will find suits this fall in many different shades of grey – as an alternative to black,” said Marin Dornseif.  “Brown has been missing from our racks for quite a while.  Many of these tailored suits feature subtle feminine touches – like a hint of lace at collar or hem.  Also, under these jackets, professional women will wear softer tops with more ‘forgiving’ cap or flutter sleeves.”

 

Impressions are made by what we say, how we say it and how we look.  Make sure that they way you are dressed supports – rather than detracts from – what you will say.

Hildebrandt interprets impact of economic crisis on legal industry

The recent economic crisis has had a significant impact on everyone -- including most law firms.  The following article summarizes a presentation made Nov. 10 by Kristin Stark of Hildebrandt International to the Rocky Mountain Chapter of the Legal Marketing Association.  In this presentation, Stark presents and interprets  third-quarter 2009 Hildebrant Peer Monitor index results.  She also specifically addresses the impact that the economy has had on the marketing function at most law firms.

Hildebrandt interprets impact of economic crisis on legal industry (download)

Diversity Scorecard: New formula yields startlingly different results

Each year, The Minority Law Journal publishes a "Diversity Scorecard" -- a ranking of how large law firms are doing in their efforts to diversity the legal profession.  In the past, rankings have been based on the percentage of minority lawyers at a firm.  This year, in results that were published today, a new formula gives additional weight to minority lawyers who have actually reached partnership rank.

"This number is a truer gauge, we believe, of what kind of progress a firm is making in hiring lawyers of color at every level, with an emphasis on those at the most senior levels."  Diversity Scorecard 2009.

The law firm that ranked first in 2008 dropped to No. 20 in 2009, and five firms lost their top 20 status altogether -- including one that dropped from No. 6 to No. 57.  On the other hand, seven new firms ascended to the top 20 -- including one that rose from No. 47 to No. 4.  Quite a shake-up.

This excellent article also mentions that the relative numbers of African American, Asian American and Hispanic lawyers remained essentially flat -- and discusses some of the reasons why.  The Minority Law Journal is published by Incisive Media.

Making partner or not: Is it in, up or over in the 21st Century?

Up until about 20 years ago, the Cravath-model partnership track reigned supreme at most law firms  Today, mainly because of increased competition, the tide has shifted away from longevity and other historical factors involved in partnership.  In this June 2007 article, which appeared as the cover story in the ABA Law Practice magazine, Janet Ellen Raasch presents an overview of the modern law firm partnership track.

Making partner or not:  Is it in, up or over in the 21st Century?

Putting relaxation back into firm retreats: Loosening up the lawyer mind

Progressive law firms are making their annual retreats more engaging and productive through creative use of relaxation -- to foster collaboration, strategic thinking and problem-sovling skills.  In this January 2006 article, which appeared in the ABA Law Practice magazine, Janet Ellen Raasch interviews a wide range of law firms experts on their creative retreat tactics.

Putting relaxation back into firm retreats:  Loosening up the lawyer mind (jpg)

Virtual desktop: Google now delivers free office software over the Internet

In recent years, Google has built upon its international network of data centers to supplement its search offerings with a wide range of online (rather than desktop) software applications.  Most significantly for lawyers and law firms, Google in 2006 introduced a package of free online enterprise software application -- meant to compete with Microsoft Office -- called Google Apps.  In this January 2008 article, commissioned by the Canadian Bar Association, Janet Ellen Raasch discussed this new platform.

Virtual desktop:  Google now delivers free office software over the Internet

Law firm satellite office: Passive orbiters or strategic tools?

Thanks to two extremely influential changes -- the cross-provincial practice of law and advances in technology -- the best law firm satellite offices have evolved to become essential strategic tools for many modern law practices throughout Canada.  In this April 2007 article, commissioned by the Canadian Bar Association, Janet Ellen Raasch interviews a number of Canadian law firms that have achieved success with satellite offices.

Law firm satellite offices:  Passive orbiters or strategic tools?

Office is office and trust is trust -- and never the twain shall meet

When you get a big check from a client or a third party, the Colorado Supreme Court has strict rules governing where this money is deposited, how it is paid out and what happens to the interest.  In this April 2008 article, Alexander Rothrock of Burns Figa and Will PC discusses recent changes made to the Colorado Rules of Professional Conduct Rule 1.15 -- which governs trust accounts -- and the implications of these changes on Colorado law firms.

Office is office and trust is trust -- and never the twain shall meet

Beyond diversity: Inclusion in the legal workforce

The business climate of the 21st Century is increasingly diverse.  In order to succeed in this environment, law firms must take active steps to mirror the business culture of the present and the future -- not rest blindly in the culture of the past.  In this March 2008 article, U.S. Magistrate Judge Kristen L. Mix discusses diversity in the legal profession and the work of the Colorado Campaign for Inclusive Excellence.

Beyond diversity:  Inclusion in the legal workforce

Effective law firm administration depends upon connecting with others

One of the key responsibilities of a legal administrator is the need to interact effectively as a leader with lawyers and staff -- one-on-one or in groups -- in order to get things done.  In addition, legal administrators need to build and maintain networks of people they can rely on for support in their professional and personal lives.  This March 2008 article summarizes presentations made by Sarah Michel of Perfecting Connecting at the two-day annual retreat of the Mile High Chapter of the Association of Legal Administrators, held at The Historic Stanley Hotel in Estes Park, Colorado.

Effective law firm administration depends upon connecting with others

 

Law firm administrators: Maximize your morale to achieve personal and workplace success

The daily responsibility for balancing th eneeds of attorneys and staff in a modern law office can put even the best legal administrator in a stressful position.  In this January 2008 article, consultant and author Julie Alexander discusses maximizing personal and workplace morale.

Law firm administrators:  Maximize your morale to achieve personal and workplace success

An accountant's view: Financial trends that affect law firms

With the approach of tax season, law firm administrators are eager to understand how the latest developments will affect their firms.  These developments can be structural, like choice of entity, or strategic, like the use of key performance indicators.  In this November 2007 article, accountants Paul Egan, Lori Gibson, Sean McBride and Shawn Windle of Ehrhardt Keefe Steiner & Hottman discuss trends for the 2008 tax season.

An accountant's view:  Financial trends that affect law firms

Law firm dress code: External restriction or internal guide?

The subject of law firm dress codes is guaranteed to get an animated response from any legal administrator.  If you demonstrate to your staff and lawyers how their personal business style is closely linked with their ongoing career success, they will start to pay attention.  In this October 2007 article, wardrobe consultant Doug Paris of Paris Wardrobe & Design discusses the subject of law firm dress codes.

Law firm dress code:  External restriction or internal guide?

Use feedback and coaching to help law firm employees thrive

Seventy percent of employees believe that they could improve their performance and results in the workplace -- if only they had effective feedback and coaching.  The "coaching conversation" is a structured process by which an employer helps an employee set better goals and take specific steops to reach his or her full potential.  In this August 2007 article, Morag Barrett of Broomfield-based Skye Associates discusses the use of her five-step coaching model by law firms.

Use feedback and coaching to help law firm employees thrive

Hearts and brains: First aid in the workplace can preserve this valuable law firm resource

The most common cause of death or disability in the case of heart attack, stroke or choking that takes place on a law firm's premises is a loss of oxygen to the heart, the brain and other vital organs.  Action in the first minutes of an emergency can be critical.  In this August 2007 article, Gabe Romer and Jody Drajem -- paramedics with Denver Health Paramedic Division -- discuss basic lifesaving techniques.

Hearts and brains:  First aid in the workplace can preserve this valuable law firm resource

OARC recommends that law firms keep files no longer than seven years

The files associated with a legal matter can easily take up an entire shelf -- or more -- in a lawyer's office.  What happens to all of this paper once the case is closed?  Although some larger firms are moving towards electronic storage of their documents, most paper is still warehoused off-site -- often indefinitely.  In this July 2007 article, Nancy Cohen of the Colorado Supreme Court Office of Attorney Regulation Counsel discusses document retention and destruction policies and procedures in Colorado.

OARC recommends that law firms keep files no longer than seven years

Control cost of health insurance using consumer-driven health care and wellness programs

Employers in the United States -- including law firms -- spent 87 percent more on health benefits for their employees in 2006 than they did in 2006.  What's more, the amount that they are currently paying will most likely double over the next seven to ten years.  In this May 2007 article, David Lezitz, Jeff Kolker and Melanie Barnard of GCG Financial discuss how law firms can control the cost of health insurance.

Control cost of health insurance using consumer-driven health car and wellness programs

When upgrading your firm's technology, focus on needs -- not wants

Technology is integral to the practice of law in the 21st Century.  Law-firm administrators are responsible for making sure that the firm's lawyers and staff have the technology tools they need in order to provide quality service to clients.  In the March 2007 article, Phil Shuey of law office management consulting group Shuey Robinson discusses how to make acquisition of new technology a needs-based business decision.

When upgrading your firm's technology, focus on needs -- not wants

Feeling stalled in your career or in your life? No one can stop you -- but you

Almost always, legal administrators start out highly optimistic about their careers -- and about achieving their peak potential.  Over time, however, even the best of legal administrators can run out of steam.  In this article, based on the February 2007 annual two-day retreat of the Mile High Chapter of the Association of Legal Administrators, Walter Bond of Minnespolis-based Walter Bond Seminars -- a former NBA player -- discusses continuous professional improvement.

Feeling stalled in your career or in your life?  No one can stop you --but you!

Conflict resolution at law firms: Take the ball into your own hands

Conflict is no stranger to a law firm.  In fact, much of what a lawyer does is based on the avoidance or resolution of disputes.  Is it any surpise that conflict regularly "spills over" to affect the working relationships among lawyers, managers and staff?  In this January 2007 article, Kathy Stroh discusses conflict resolution at law firms.

Conflict resolution at law firms:  Take the ball into your own hands

Heads up! 2006 Tax and accounting roundup for law firms

Lawyers and law firms have benefited from many of the changes enacted by Congress as part of the Bush administration tax cuts.  In this November, 2006, article, Ronald L. Seigneur of accounting firm Seigneur Gustafson Knight LLP provides a 2006 tax and accounting roundup for Colorado law firms.

Heads up!  2006 tax and accounting roundup for law firms

Performance appraisals: Isolated event or ongoing process?

All too often, the need to conduct performance appraisals is seen by supervisors as a necessary evil -- an unpleasant and time-consuming task.  Instead, performance appraisals should be seen as a process -- a valuable opportunity to advance an organization's objectives and develop the performance and happiness of its employees.  In this August, 2006, article, Marcia Kent of the organizational psychology division of Mines & Associates discusses the performance appraisal process.

Performance appraisals:  Isolated event or ongoing process?

Win-win negotiation skills: The art of getting what you both want

Legal professionals must constantly negotiate with their colleagues -- to agree on the appropriate schedule and dealine for a project, to settle on a budget, to mediate a dispute, to acquire employees and set their salaries, and to work with vendors on the cost of needed products and services.  In this June 2006 article, Peter Stark of San Diego-based Barron Stark & Associates discusses negotiation strategies.

Win-win negotiation skills:  The art of getting what you both want

ALA Mile High Chapter History

In 2006, the Mile High Chapter of the Association of Legal Administrators celebrated its 30 anniversary.  The following article was commissioned to acknowledge that milestone.

ALA Mile High Chapter History

Writing samples: Legal management

A ghostwriter works discreetly behind the scenes, and lets the "author" take full credit for the articles, white papers or other products that result from their collaboration.  Therefore, although Janet Ellen Raasch has written on many legal management subjects for some very well-known clients, she cannot include samples of "ghosted" work on this site.  However, she has included some of the many legal management articles that have appeared under her own name.  These include:

Have you been "duded" yet? Bridging the generation gaps in today's law firms

Just 100 years ago, law firms were composed mostly of men of a single generation.  Today's law firms can include members of as many as four different generations -- Traditionalists in their 60s and older, Boomers in their latae 40s and 50s, Gen Xs in their 30s and early 40s, and, in the most recent associate classes, Generation NEXT.  In this January 2008 article, diversity coach Mary Crane discusses the key events shaping the attitudes, values and outlook of eachof these generations.

Have you been "duded" yet?  Bridging the generation gaps in today's law firms

What women (lawyers) want: Good work; respect; flexible options

Today, women and men graduate from law school in equal numbers and are hired by law firms as associates in equal numbers.  And then things start to fall apart.  By the time they are mid-level associates, women are leaving law firms -- for a wide variety of reasons -- in significantly greater numbers than men.  In this June 2007 article, a group of women lawyers -- moderated by consultant Merrilyn Astin Tarlton -- discuss what women want from their profession.

What women (lawyers) want:  Good work; respect; flexible options

How your law firm Web site creates an "experience" that impresses or alienates clients

People who visit business -- and law firm -- Web sites are task-oriented.  They are visiting in order to find specific information.  The perceived quality of the experience in visitors' minds will be based on how relatively easy or difficult it is to obtainthe information they are looking for.  In this January 2007 article, consultant Greg Fredette of Saturno Design discusses the relationship between visitors and law firm Web sites.

How your law firm Web site creates an "experience" that impresses or alienates clients

Why do some law firms fail while others succeed?

In this July 2004 article, consultant Burkey Belser discusses the research he and his colleague Mark Greene have done to determine the characteristics of successful law firms.

Why do some law firms fail while others succeed?