Constant Content : Legal Ghostwriting & Content : Janet Raasch : Copy for Lawyers & Attorneys, Law Firm Business Development

(Part three of a three-part article; link to complete article below)

The panelists agreed that the best candidates for coaching are senior associates and junior partners who need to learn how to build and maintain their own books of business, and also new laterals who need help with the transition to a new firm culture.  Many firms also hire a coach when their long-time rainmakers near retirement or become ill, leaving the firm suddenly bereft of rainmaking talent and a pipeline of new business.

“Not all good lawyers are good candidates for business development coaching,” said Weiss.  “Half of the lawyers at any firm will be ‘below average’ in business development skills and potential, and realistically should be given some other support role to play.  A good writer, for example, could write a speech for a rainmaker to deliver.

“In addition, law firms have an unfortunate tendency to select their ‘problem children’ for coaching,” said Weiss.  “Even with the best of coaching, it is unlikely that these individuals will ever succeed.  Instead, law firms should select attorneys at the right stage of career development, who have innate ability and a true desire to do what it takes under the direction of a coach to develop new business.”

“Coaching candidates must be willing to make a time commitment of 10 to 15 hours per month,” said Beese.  “No one should be forced to participate.  In fact, it’s a good idea to make your lawyers apply for the ‘privilege’ of business development coaching.”

A good coach will work with each individual attorney to arrive at a customized goal that lies at the intersection of that lawyer’s personal and professional interests and abilities.

With this goal in mind, the coach will help the lawyer determine a plan (the specific tactics and activities that support those goals) and a timeline for each.  To be successful, tactics and activities must fall within a particular lawyer’s comfort zone.  Finally, the coach will meet regularly with the lawyer to monitor “homework,” offer suggestions and support, amend the plan and timeline as necessary, and set new goals going forward.

Jones has worked with three different business development coaches over the course of her career – including both Beese and Weiss.  “Each coach brought something different and valuable to the table,” said Jones.  “Also, you sometimes get into a routine.  Changing coaches can get you re-energized and keep you up-to-date with strategies that work for marketing. 

“When I started with a coach, I was told it would help me find more business – and it did,” said Jones.  “What no one told me up front was how much work it would be, and how that hard work would lead to positive changes in not only my practice, but also my life.”

Just like athletes, lawyers can benefit from (business development) coaching

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(Part two of a three-part article; link to complete article below)

Business development coaching and business development training are often confused.  They are quite different.  Coaching involves a confidential one-to-one relationship between an attorney and a coach, and involves scheduled interactions over a course of time (often a year).  Training usually takes place in a group setting, with little follow-up.

“When more than one lawyer at a firm is being coached at the same time, there is some benefit in combining coaching with training,” said Beese.  “Monthly group sessions can address general concepts and expectations, offer cross-selling opportunities and provide a venue for sharing success stories and asking for advice.

“Individual coaching sessions – either in-person or by phone – can focus on the development of individual business development plans and the skills, strategies and motivation needed to implement those plans,” said Beese.

At the same time, coaches need to understand the realities of legal work.  “Even lawyers who develop the best of habits will drop these habits when they get busy,” said Beese.  “A coach knows when to step back, and then re-engage when the time is right.”

“Under normal circumstances, I like to handle most of my own business development efforts,” said Jones.  “For example, I usually answer all of my own ‘cold’ phone calls.  But when I get really busy, it is helpful if our marketing group can screen calls and take good notes.  When things calm down, I pick up right where I left off.”

All too often, lawyers are exposed to a lot of random information about business development – but do not know where to start.  “This is where a coach can add value,” said Weiss.  “Where does the lawyer want to end up?  What is the first step he or she should take to get there? What comes next, and next, and next?”

The coaching function can be provided by an internal expert (in the case of many large law firms) or an outside consultant.  There are pros and cons for each.

Inside coaches often are more aware of institutional culture and cross-marketing opportunities.  Since they are on-site, inside coaches are more available for casual “drive by” consultations and advice on projects that require a quick response.

On the other hand, inside coaches are more likely to get bogged down in conflicting responsibilities and putting out fires -- and therefore have less time for scheduled appointments.  The lawyers at a firm tend to perceive an internal coach as an employee who should take direction from them rather than giving it to them.  Lawyers often feel uncomfortable discussing personal issues with an employee.

“Attorneys will always take a paid consultant more seriously than a salaried staff member,” said Weiss.  “An outside coach has much more bandwidth and is bound by a confidentiality agreement,” said Beese.  “He is focused on just one thing.  He schedules time for appointments and also for appointment preparation."

Just like athletes, lawyers can benefit from (business development) coaching

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(Part one of a three-part article; link to complete article below)

Professional athletes rely on their coaches – experienced individuals who help them hone their performance skills, create focused competition strategies and maintain a high level of motivation over the course of a career.

Similarly, a good coach can help any lawyer who is thrown into the competitive arena of business development.

Business development skills are rarely taught in law school.  If these do not come naturally to you, a coach can help.

Business development strategy is hard to formulate in the daily scramble to produce quality work for your clients.  If such focus does not come naturally to you, a coach can help.

The motivation to engage in business development activities runs hot and cold.  It may be sparked by a good article, speaker or training session, but can be difficult to maintain.  If you find it difficult to stay motivated, a coach can help.

A panel consisting of two attorney coaches and one coached attorney discussed business development coaching in a presentation at the monthly meeting of the Rocky Mountain Chapter of the Legal Marketing Association (www.legalmarketing.org/rockymountain), held June 14 at Fogo de Chao restaurant in downtown Denver.

Panelists included Mark Beese, president of Leadership for Lawyers (www.leadershipforlawyers.com); Karen Samuels Jones, a real estate partner in the Denver office of Perkins Coie LLP (www.perkinscoie.com); and Bob Weiss, president of Alyn-Weiss & Associates (www.themarketinggurus.com).

Just like athletes, lawyers can benefit from (business development) coaching

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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

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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

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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.

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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

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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

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Recently, I posted my comments on lawyer biographies (profiles) and the emerging concept of lawyer microsites -- a concept I first read about on the Great Jakes blog.

In the July 2010 issue of Strategies:  The Journal of Legal Marketing, author Robert Algeri of Great Jakes Marketing Company elaborates on this intriguing concept.

Algeri states:

According to a 2009 survey of general counsel at major companies performed by the Wicker Park Group, law firm websites played a surprisingly large role in the process of selecting outside counsel.  The survey's revelations include:

-- One hundred pecent of respondents visited a law firm's website when evaluating and purchasing legal services.

-- Ninety percent of respondents said that the attorney bios section is the most important section of a law firm's website -- and the one they visit most.

Algeri continues:

My marketing firm recently ran the traffic data for several law firm websites that we manage.  We found the 56 percent of page views occur in the attorney bios section.  Some major law firms that we have spoken with report that over 70 percent of their traffic occurs in the attorney bios section.  All of which begs the question:  If attorney bios are the most important and most visited section of law firm websites, why do so many firms neglect them?

My regular readers know that I consider most attorney bios to be poorly written and a complete waste of valuable website real estate.  We know that clients and potential clients are going there.  How long will we continue to squander this resource?

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Here is part four of my article on broadcast journalism for lawyers and law firms:

Using the Internet, lawyers and law firms can bypass the traditional mainstream media entirely and self-broadcast their own video and audio – on their own Web sites or on sites that accept user-generated broadcast content.

 

When lawyers appear on television or radio, law firms can post links on their Web sites or blogs or even request the files for posting.  In addition, using inexpensive equipment and applications, they can easily create their own video and audio podcasts for download from law firm Web sites.  It helps to have a good video/audio editor on staff.  In this day and age, no lawyer presentation should go unrecorded.  Law firms can also “broadcast” these reputation-building podcasts to clients and prospects via email alerts.

 

Once created, law-firm-generated video and audio can also be posted on a wealth of online content sites, which provide automatic RSS feeds that attract search engines.  (RSS should also be added to any of your own Web site content.) 

 

The line between print, broadcast and online news has become increasingly blurred.  Print publications host audio and video on the Web sites – some of it generated by professionals and some of it contributed by “citizen journalists.”  Television and radio station Web sites also include text and photographs.

 

A law firm, for example, that cannot get the local TV station to cover the opening of its remodeled lobby can now make its own video and post in on the station’s well-optimized Web site.

 

All modern media sites host blogs by their reporters, which can include links to video and audio.  All of them offer versions for mobile devices.  All of them offer subscriptions via Facebook, Twitter, RSS, email or text.  All of them accept user contributions.

 

Law-firm-produced video and audio can also be easily posted on a wide range of social networking sites like LinkedIn, Facebook and Martindale-Hubbell Connected.  It can be added to social content sites like JDSupra, Legal OnRamp and HubStreet.  Legal Talk Network is a “talk radio” vehicle for lawyers and law firms.  Savvy lawyers and law firms are even posting their own videos (and broadcast ads) on YouTube.

 

Finally, use Twitter to send out a short notification and a link every time you appear in the traditional broadcast media or self-broadcast your own video and audio content.

 

Be that lawyer!  By consistently and carefully pitching, catching and self-promoting -- using traditional and online broadcast media -- lawyers and law firms can optimize search engine results and successfully spread the word about their professional expertise.

Here is a link to the entire article:

Lawyers and law firms:  Broadcast your expertise, build your reputation

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Here is part three of my article on broadcast journalsim for lawyers and law firms:

 

In the case of a breaking news stories, news directors and reporters often come to you – looking for a comment (if you are directly involved in the story) or background (if you are an expert in a particular subject area).

 

If you are involved in a newsworthy event, understand that “no comment” is a terrible response to a media inquiry – especially if you are captured fleeing on camera with your hand in front of your face.  If the case or matter is truly newsworthy, the story will appear with or without your input.  Strategize with your client and, with the client’s permission, make sure that your client’s point of view is included in a dignified fashion in the report.

 

If you are asked to provide background on breaking news in which you have no direct involvement, it is usually because you have let the stations know ahead of time that you are an expert, are available to comment, and can speak coherently and intelligently in front of a camera or microphone.  Do not be afraid to make this contact.  Broadcast reporters are always interested in deepening their pool of qualified legal experts.

 

It never hurts to be on-site, either.  When terror suspect Najibullah Zazi was inside the Denver Federal Courthouse, hundreds of reporters were waiting outside for hours in the frigid winter weather.  Local lawyer and media commentator Craig Silverman was not sitting behind his desk waiting for the phone to ring.  Instead, he braved the weather to circulate in the crowd of local, national and international reporters.  As a result, his face and voice were all over the evening news.

 

Be aware of a major change in the way modern news directors and reporters “catch” their stories and expert commentators in the Internet age – Google and other search engines.  According to recent reports, 85 percent of all reporters use Google on a daily basis.  If you want the call to comment on a particular legal development, your name must show up in Google results for the keywords used by a researching reporter.

Here is a link to the complete article:

Lawyers and law firms:  Broadcast your expertise, build your reputation

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This past weekend, my husband and I were in Winter Park, Colorado, for the Wells Fargo Cup -- an annual event that supports the National Sports Center for the Disabled.

We saw some mighty fine skiing -- by both the corporate teams (including Denver law firm Holme Roberts & Owen) and world-class disabled skiers.  After the races on Saturday, we met an outgoing and highly competitive young woman who had broken her back snowboarding seven years ago.  She is competing for the wheelchair Olympic ski team and played on the wheelchair women's basketball team that took the gold in Beijing.  She could beat me down the mountain any day -- despite the disability that put her in a sit-ski.

How did she earn a gold medal in Beijing?  By slicing and dicing the market of all sports into a niche in which she could be Number One.  To succeed at marketing, lawyers, practice/industry groups and law firms must do the same.  They cannot all be Number One at all things for all clients -- and only Number One will consistently get the call for new business.  Law firms need to slice and dice the legal market into a niche in which they can be a dominant player.

It would be very difficult (if not impossible) for a small law firm to be a dominant player in international construction law, for example, but entirely possible for that same firm to dominate the niche of law firms providing construction law defense to commercial designers and builders in the rapidly developing northeast quadrant of Denver surrounding Denver International Airport.

In order to take home the gold, carefully define your sport -- and your market.

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