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.

Lawyers and law firms: What you don't know CAN hurt you

Almost all client defections are predictable – and therefore avoidable – if only lawyers and law firms possess the right information.

 

“Information is the power you need to control your reputation and career,” said Shari Harley.  “You never want to be caught by surprise.”

 

Harley is founder of Shari Harley LLC (www.shariharley.com), a Denver-based training and consulting firm that helps organizations create more candid relationships with clients and employees.  She spoke as part of the July program of the Rocky Mountain Chapter of the Legal Marketing Association, held July 13 at Primebar in downtown Denver.

 

“Never assume that you know what a client or co-worker is saying about you to others,” said Harley.  “You might think that you are good at what you do and how you do it, but the fact is that you are not the judge.  Your clients and co-workers are the judges.  You are only as good as other people say you are.”

 

The easiest way to get the correct information about your reputation -- how well or how poorly you are satisfying your clients and co-workers – is to ask.  Before asking, you must give the client or co-worker permission to provide honest feedback.

 

“It is much more comfortable to ask questions about your performance when you’ve laid the groundwork at the very start of any professional relationship,” said Harley.  “These tactics work with clients – and with supervisors, colleagues and direct reports.

 

“Start off with this statement:  ‘I want to have a great relationship with you.  If I do anything that violates your expectations or frustrates you, please tell me.  I promise that, no matter what you say, I will say “thank you.”’  Grant permission, ask questions and establish expectations up front,” said Harley.

 

Harley also recommends following up on that statement with a series of “get to know you” questions.  “Asking questions up front is a great differentiator,” said Harley.  “Surprisingly, very few professional service providers actually do this.  It costs you nothing and sets you apart from your competitors.”

 

Good starter questions include:

 

n      Do you prefer to communicate via email or voicemail?

n      Do you prefer scheduled appointments or can I drop by?

n      Do you prefer phone or in-person meetings?

n      What do you want to meet about?  How often?

n      What would you like me to be involved with?

n      What don’t you want me involved with?

n      What are your pet peeves in a working relationship?

 

It also helps to ask a few questions to determine how much a client or co-worker knows about what you do.

 

“Clients and co-workers cannot turn to you for help if they are unclear about your capabilities,” said Harley.  “Make sure that the people you work with are aware of your talents and skills.  Speak on your own behalf -- without being arrogant.”

 

Good questions include:

 

n      What am I best known for?

n      What is my firm/practice area/department best known for?

n      What is my firm/practice area/department not known for?

n      What is the best thing about my/our service?

n      How can I/we improve my/our service?

 

Once you know the preferences of others, it is essential to respect them.  “There is nothing worse than asking for feedback and then ignoring it,” said Harley.  “Keep your word.  Do what you say you will do.

 

“As the relationship progresses, remind clients and co-workers that you want their feedback, and continue to ask for it,” said Harley.  “Throughout the relationship, ask ‘What am I doing that works for you?’ and ‘What can I do differently?’  Each and every time, remember to respect your promise and say ‘thank you’ for the feedback.”

 

Finally, keep in mind that great client and co-worker relationships are not established overnight.  “It takes time and consistency – asking for feedback and acting on it -- to create the trust that leads to a candid relationship,” said Harley.

“Stop guessing what your clients and co-workers think of you and what they need from you,” said Harley.  “Just ask.  Make clients comfortable about providing honest and direct answers.  Use that information to control your reputation and your career – and guard against almost all client defections.”

From bios to profiles to microsites: Your online legal reputation belongs to you

Attorney bios are the most frequently visited pages on law firm websites.  Some of these visits are due to the simple fact that clients and potential clients are heading to bios for a particular attorney's contact information -- phone number or email address.    But many of these visits are the result of potential clients, reporters and conference planners flocking to bios in order to "cross check" a reference before making contact.  Either way -- each visit is a marketing opportunity.

Bio 1.0 is the traditional list of dull credentials -- a list that indicates what a lawyer does but not the unique value that a lawyer brings to the relationship.

Bio 2.0 is the persuasive profile that includes personal quotes, "case stories" that demonstrate how a lawyer solves problems for clients in a particular industry, a section on personal interests and a friendly photo.

Bio 3.0 is the customizable attorney microsite.  Instead of a bio "page," each attorney has his or her own mini-site within the larger website.  I wish that I could take credit for this idea (and I certainly intend to "pitch" it to my clients), but I read about it in the excellent Great Jakes blog.

Here's what Great Jakes has to say:

Imagine that one of the attorneys in your firm has written numerous articles and has made many presentations.  For this person's expanded bio, you'd include an "articles" page and a "presentations" page on his or her microsite.

Other attorneys might be frequent social media users.  In this case, a feed from LinkedIn, Twitter or a blog can easily be incorporated into his or her microsite.

Other attorneys may have special needs and make unique requests.  This is not a problem, as the microsite pages can be configured to accommodate practically any content (e.g., a photo gallery, video or interactive diagrams).

Most attorneys currently take very little interest in their website bios.  Think how this would change (at least for an ambitious few) if they could take "ownership" of these pages and use them to demonstrate value and actually interact with clients.

What an opportunity to own and build your online reputation!

Larry Bodine: Turning your bio into a magnet for business

As my regular readers know, I believe that most attorney biographies are a waste of valuable online real estate that only hit on one persuasive cylinder -- and not very well at that.

Marketing tools (and I include bios in this category) work best when they demonstrate three qualities (first outlined by Aristotle in his Rhetoric)  -- intelligence, good character (shared values) and friendliness (concern for the client).

Most attorney bios attempt to demonstrate intelligence through a boring list of credentials, and totally ignore shared values and client-centricity.  Intelligence can be further enhanced and client-centricity demonstrated by the use of good "case stories" (more than simple case citations) that show how you solve problems for clients.  Shared values can be demonstrated by personal quotes that demonstrate your personal and professional character.

Lawyer and consultant Larry Bodine elaborates on this subject in an excellent recent article, "Turning your bio into a magnet for business."

Smart lawyers turns their bios into a marketing magnet that generates leads, as opposed to a mere resume or a CV, which recites only your education and epxerience.  The trick is to turn a feature of yourself into a benefit to the client.

Bodine continues:

You may have a great resume, but it will just list all the place that you worked.  But when you go into practice, your bio should answer these questions:  What have you done for people?  What have you accomplished?  How have you helped people?  Can you give me some examples?  Writing a bio is completely different from a resume.  it really requires a mental shift.

I agree completely.  Invest in the re-writing of your attorney bio as a persuasive marketing document -- and then post this "profile" not only on your firm Web site, but also on the full range of relevant social networking and content sites.  By doing this, you can easily and inexpensively "own" the first page of search results for your name.

Fleischman: Eleven reasons why content is king

As a writer of copy and content for lawyers and law firms, I couldn't have said it better myself.  Jay Fleischman, author of the Legal Practice Pro blog, has posted an excellent article -- 11 reasons why content is king -- on the value on content in online legal marketing efforts.  He states:

Online legal marketing, if it's going to be effective, must be formed around a content-based strategy.  That's anathema to most lawyers because there's still that annoying voice in their heads that says:  If you give prospective clients a ton of information for free, why would they pay you for it?

Fleischman continues:

My law practice has engaged in online legal marketing using a content strategy for five years, and it's paid off in myriad ways:  people come to me with more information under their belt, a sense of confidence in my abilities and, to a large extent, a level of preparation I'd never seen before I started marketing my law firm with content.

Take a few minutes to read his post!  Each of the 11 reasons makes a lot of sense.

 

Using LinkedIn Groups for legal marketing purposes

Do you use LinkedIn Groups for legal marketing purposes?  There's been a heated discussion of the pro's and con's of this tactic in Larry Bodine's listserv (membership required).  Here's what I added today:

Funny that this conversation should be top-of-list today.  Yesterday I joined about ten additional LinkedIn groups -- mostly for the "branding" value of having their logos on my profile.  (I already belonged to six of them.)  I think that these logos can provide some sense of the field in which you are playing and willing to make a contribution.  For the most part, I only joined groups that showed up high in a search for relelvant legal marketing and socia media terms -- that also featured a significant number of members.

How do I use LinkedIn groups?  Mostly like I use my aggregator -- to quickly skim for breaking news and concepts.  Yes, there are a lot of annoying and blatant sales folks there.  Ignore them.  I comment now and then when I think that I can add value to a good conversation (most recently on the repurposing of lawyer bios as profiles for online marketing).  I have received numerous inquiries and some new writing work from LinkedIn groups.  I noticed that LMA (I am assuming) is adding chapter groups to foster intra-chapter communications and linking.  As a result of my day playing around on LinkedIn groups, I became just the second member to join the Rocky Mountain Chapter group!  Come on gang, let's get cracking!

 

I really think that it is too soon to tell.  Better (especially for lawyers) to find a few narrowly focused groups (or create one) and participate by adding high-value content to the discussion.  I have joined more than that because I am using these groups primarily for industry research -- not for promoting my own practice as a writer and ghostwriter for lawyers and law firms.

Constant Content: Set in Style interview

Thanks to Mister Thorne of the Set in Style blog, who posted a nice interview regarding my practice.  Questions and answers include:

What does a ghostwriter do?

What are the ethics of ghostwriting for lawyers?

How do you "bridge the gap" between lawyers and readers?

How can attorneys get articles published?

What is it like to work with lawyers and law firms?

How does your journalism and teaching background affect your work?

What is an attorney's "on-line reputation"?

How important is design?

What are the elements of persuasive writing?

How can young attorneys use writing to enhance their careers?  Partners?

Who is your ideal client?  What is your ideal project?

What is the best part of your job?