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.”

Panelists tackle the perennial question: What do general counsel want?

The success of lawyers  practicing at law firms depends largely on the choices made by general counsel inside a wide range of client companies.  As a result, outside counsel devote a lot of energy to trying to read the minds of their in-house counterparts.

 

Who makes the decision to buy outside legal services?

What makes general counsel choose one lawyer or firm over another?

When do general counsel turn to outside counsel?

Where is the best place to meet general counsel?

Why do general counsel “fire” outside counsel?

How do you nurture a productive relationship with general counsel?

 

Outside counsel and marketing professionals from Denver law firms got useful answers to these and other questions from a panel of general counsel held May 11 at Primebar Restaurant.  The program was hosted by the Rocky Mountain Chapter of the Legal Marketing Association (www.legalmarketing.org/rockymountain). 

 

Panelists came from a variety of industries and included Rebecca Askew, general counsel at Circuit Media (www.circuitmedia.com), David Fine, city attorney at City of Denver (www.denvergov.org), Elliot Miller, director of legal affairs at Pendum LLC (www.pendum.com) and Lisa Scalpone, general counsel at WildBlue Communications (www.wildblue.com).  The program was moderated by Jean Robertson, general counsel at Video Professor, Inc. (www.videoprofessor.com).

 

 

Who makes the decision to buy outside legal services?

 

“For routine matters, I generally select outside counsel myself,” said Scalpone.  “For more important or complicated matters, I will discuss my selection with my CEO.  But contact by outside counsel should definitely come through me.”

 

Most companies maintain a list of lawyers and law firms that have been vetted for particular kinds of legal work.  Some lawyers get on that list because they know the CEO or some other senior executive, who has recommended them.  Others get on the list because they have met and impressed the company’s general counsel.

 

“At the City, we have a ‘stable’ of approved lawyers and law firms in various specialty areas,” said Fine.  “For a routine matter, our nearly 100 lawyers can choose for themselves the outside counsel they want to work with.  For a major matter, I expect to weigh in on that decision.”

 

 

What makes general counsel choose one lawyer or firm over another?

 

Demonstrated skill in a particular practice area and an existing relationship are important factors when general counsel select one lawyer or law firm over another.  Value is also important – and a good way to “break into” an existing relationship.

 

“When I was general counsel at a larger company,” said Askew, “we had some fairly arcane intellectual property work.  The large firm handling it charged a lot of money.  When a smaller firm came to me and agreed to do the same work just as well for a lot less, I could go to my executive committee and show them how much I saved.  That firm made me look good and they got all of our IP work going forward.”

 

Inclusion and diversity are also important differentiators, especially at Fortune 500 companies that have signed on to diversity and inclusiveness initiatives and expect compliance from their service providers.

 

“This is also important when dealing with the City and other government entities,” said Fine.  “We prefer to deal with firms that can demonstrate diversity and inclusiveness.”

 

 

When do general counsel turn to outside counsel?

 

Because of budget constraints, panelists agreed that they try to avoid using outside counsel for anything other than bet-the-company work (where cost is no object), specialized work or geographically specific work.

 

“The worst scenario is when it’s Friday and I need some specific outside legal work done by Monday,” said Scalpone.  “When I’ve got three outside attorneys working all weekend, I really cringe when it comes time to look at the bill.”

 

General counsel prefer to keep routine contracts and transactions in-house, but often turn to outside counsel for financial, employment, intellectual property (including patent), admiralty and litigation.  “In the current economic climate, we are trying to manage costs by keeping some aspects of litigation in-house as well,” said Miller.

 

“The economy motivated Video Professor to bring much of its intellectual property work in-house for the first time,” said Robertson.

 

“At the City, some of our unique needs cannot be met in-house – like bond counsel, aviation and environmental matters involving the airport, lawsuits alleging the use of excessive force by police officers and some ethics opinions,” said Fine.

 

Regulatory matters often prompt general counsel to look for representation in Washington, D.C.  “We are located in Colorado but, as a high-speed Internet access provider, our assets are in the sky and regulated by the FCC,” said Scalpone.  “We need outside lawyers on the ground who can navigate the regulatory system.”

 

Companies with multi-state or international operations also cast a wider net.  “As the nation’s largest independent service provider to ATMs and other cash automation equipment, we have operations in 47 states,” said Miller.  “We always need good local counsel – someone who knows the legal system in a small town in New Jersey.”.

 

 

Where is the best place to meet general counsel?

 

Existing relationships between in-house and outside counsel are often forged over time and difficult – but not impossible – to disrupt.

 

“One very important way to get my attention is to come to me and offer to do a small piece of work for a very good price,” said Scalpone.  “If I like what you do, I will be more willing to work with you in the future.”

 

Industry knowledge on the part of outside counsel is extremely important to general counsel, and they are favorably disposed towards lawyers who join and participate in their business and trade groups.  They also create relationships with lawyers who join and participate in their civic and community groups.  Information about which groups general counsel belong to is easily discovered with a Google search.

 

“At the City, we have a positive attitude to those who contribute their time and talents to public and non-profit boards and commissions,” said Fine.  “It is certainly not the only factor when we choose outside counsel, but it does raise you in our esteem.”

 

When in need of outside counsel, general counsel often ask peers in organizations like ACC for referrals.  At one time, a referral alone was sufficient.

 

Today, however, general counsel will Google the name of a referred lawyer before they make that phone call.  “It really irritates me when a lawyer’s bio or profile is cursory or lacking in detail – and doesn’t indicate industry experience and include links to work samples,” said Scalpone.

 

All five general counsel agreed that Google searches and a robust online presence have essentially replaced legal guides and directories when it comes time to look for outside counsel in a particular area -- or validate a referral.

 

 

Why do general counsel “fire” outside counsel?

 

“One of my pet peeves is when outside counsel do not keep up with developments in my industry,” said Robertson.  “They should be as on top of these changes as I am.  I should not have to waste my time bringing outside counsel up to speed on new developments.

 

“Also, we are in a pretty geeky line of business,” said Robertson.  “If you are going to charge me $400 an hour, you better have a handle on current technology.”

 

“If you don’t know the difference between a fax and a PDF,” said Miller, “I will not be happy.  We will choose to work with a talented associate who has better tech skills over mature partner who doesn’t know how to communicate with us.”

 

Each panelist mentioned dissatisfaction with outside law firms that roll out the red carpet to get their work, and then lose enthusiasm after they have been working with the client for a while.  “When they want our work, we have their complete attention,” said Miller.  “Once they have our work, they tend to rest on their laurels.  Don’t take advantage.”

 

Lack of responsiveness was also mentioned as a negative trait in outside law firms.  “When I contact you, I want to hear from you as soon as possible,” said Robertson.  “Immediate is perfect.  Two hours is great.  Longer than 24 hours is not acceptable.”

 

 

How do you nurture a productive relationship with general counsel?

 

“We expect that outside counsel will know our business and industry as well as we do,” said Scalpone.  “We want to work with a firm where even the associates read The Wall Street Journal every day to keep up with developments in our industry.”

 

Liking outside counsel is not as important for one-time, bet-the-company work as it is for long-term relationships.  “When you are the only one who can help us, we don’t have to like you all that much as long as you solve our problem,” said Robertson.  “But for a productive long-term relationship, a positive personal relationship is very important.”

 

“I don’t need to have a close personal relationship with my outside counsel,” said Fine.  “I really don’t want to play golf with them or see them outside the office.  But I do want to have a good professional relationship with them.

 

“Because of budget cuts, the City has reduced money for training,” said Fine.  “Show that you value our professional relationship by presenting a free seminar to the lawyers in my department.  Help us do our jobs better.  Never take the relationship for granted.”

 

“We work with an outside law firm for employment matters,” said Miller.  “From time to time, those lawyers provide an onsite employment law update – and also provide a very nice lunch!  That kind of service is truly appreciated by my company.”

 

What do general counsel want from outside counsel?  “It is very simple,” said Askew.  Legal expertise is the bare minimum.  We want outside counsel who also respect our budgets, deadlines and communication styles.  We want outside counsel who know our businesses.  We want outside counsel, in short, who define their success as our success."

 

To download the file:

Panelists tackle the perennial question:  What do general counsel want?

 

Just JDs program at 2010 LMA Annual Conference

In an attempt to attract more lawyers, the Legal Marketing Association introduced a new full-day program at this year's conference -- Just JDs.  Here is a review of this program that I wrote for Law Week Colorado:

LMA made a strong effort to attract more lawyers to the 2010 conference.  The Just JDs session started out with about 25 attendees – all partners -- but had grown to 40 by the mid-day break as word spread about the quality of the speakers, many of whom were lawyers as well as consultants.

 

“In today’s competitive marketplace for legal services, it is not enough to be a ‘good lawyer and a nice guy (or gal)’ in the eyes of your clients,” said James Durham, chief marketing and business development officer at McGuire Woods.  “You need to be ‘the best lawyer your clients have ever worked with.’”

 

The way to do this, according to Durham, is to develop a goal-driven personal client-development plan.  “The biggest danger is getting bogged down in the planning process,” said Durham.  “Lawyers love the planning process.  It feels good to them.  Take a few hours to develop a common sense plan – then just get started.”

 

What makes a lawyer “the best lawyer I’ve ever worked with” in the eyes of general counsel?  “At a certain level, legal skill is a given,” said Durham.  “Clients perceive value in outside counsel who help them make money, save money, look good within their organizations and sleep better at night knowing their legal problems are being managed,” said Durham.

 

Deborah Knupp of Akina Corporation discussed “how lawyers can sell their legal services without making their skin crawl.”  She presented a useful list of top ten business development tactics as well as a set of worksheets.

 

Knupp suggested creating a list of 20 people who either need what you are selling or know someone who does.  “Then discover an authentic reason to connect with these individuals by introducing them to others, providing them with relevant information, or inviting them to join you for coffee or breakfast -- or at an event of mutual interest,” said Knupp.  She cautions against lunches, which are too time-consuming for both parties.

 

“Every lawyer should be prepared with two key messages at all times – a ‘quick pitch’ message and a ‘what’s new’ message,” said Knupp.  The ‘quick pitch’ answers the question, ‘what do you do?’ in language that states not only that you are a lawyer, but also the kinds of problems you solve for clients.

 

“The ‘what’s new’ message answers that question with a reply other than ‘not much,’ or ‘I’m swamped,’” said Knupp.  “Use this query as an opportunity to talk about something interesting – in the eyes of your target – that you are working on.  Be sure to follow up by asking the other person what they are working on.”

 

Ross Fishman of Fishman Marketing, who organized the Just JDs program, addressed the use of marketing tools – especially Web sites -- to increase a law firm’s exposure.  “Law firms need both marketing and business development,” said Fishman.  “Marketing creates opportunities by setting the stage.  Business development capitalizes on those opportunities to bring in new work.”

 

Fishman does a lot of work with small and mid-size firms.  “There is a common perception that bigger is better,” said Fishman.  “Small and mid-size firms have more to prove than large firms.  They can do this by focusing on a particular niche, by being less expensive, and by using creativity in order to be more memorable.”

 

When the economy is bad, many law firms attempt to cut costs by cutting back on marketing efforts – at a time when many large companies are actively looking for less-expensive small and mid-size alternatives.  “Cutting back on marketing is a big mistake,” said Fishman.  “As your competitors cut back, you can really widen the gap between them and you by marketing aggressively.”

 

Alvidas Jasin, director of business development at Thompson Hine, discussed the use of competitive and client intelligence to increase business from existing clients and gain new clients.  “Never try to guess what it is that your clients want,” said Jasin.  “Ask them.  Lawyers often hesitate to do this but, trust me, clients love to be asked.”

 

“To take care of your existing clients,” said Jasin, “create client teams that include lawyers, paralegals and staff – and let your clients know about it.  Use end-of-matter surveys as an opportunity to touch base, improve your service and perhaps gain new work.  Conduct annual client meetings with your most significant clients – and use this information to continuously improve your client relationship.

 

“Most importantly, do not seek client input unless you are fully committed to acting on the feedback you receive,” said Jasin.  “Nothing is more harmful to a relationship than seeking input, raising expectations, and then not living up to those expectations.”

 

When seeking new clients, use relationships.  “I strongly discourage any kind of cold call,” said Jasin.  “Find someone inside or outside your firm who can make an introduction.  Thoroughly research the target and its legal needs.  Create a team that reflects the client’s team and a pitch that is customized to the client’s needs.”

 

Public relations campaigns focused on narrow, niche issues were the focus of a presentation by John Hellerman of Hellerman Baretz Communications and Gina Rubel of Furia Rubel Communications.

 

“Lawyers gain credibility in niche areas when they are quoted by relevant publications or asked to speak by meaningful organizations,” said Hellerman.  “These opportunities are at the heart of public relations.”  In today’s environment, PR also includes reputation-building via a robust presence on the Internet.

 

“To attract media attention, you must think like a reporter,” said Rubel.  “News value is determined by proximity, impact, unusualness, timeliness, prominence and conflict.  To drive interest, your story needs to meet two or three of these criteria.  News value plus creativity makes a big difference in whether or not a story idea is picked up.”

 

In addition, Hellerman and Rubel discussed how to conduct public relations in accordance with ABA and state bar Rules of Professional Conduct.

 

Although the use of social media was a consistent theme throughout the day, it received special attention in a presentation by Richard Klau, a well-known blogger and product manager for Google Blogger.  He also holds a law degree.

 

“Social media allow individual lawyers – or anyone -- to take control of their own reputations without having to go through a third party,” said Klau. “You can create a blog to establish yourself as an expert in an area.  You can use saved searches in a reader or Tweetdeck to keep current with – and comment on -- breaking developments in your area.  You can use social networks to track down ‘who knows whom’ when you need an introduction at a potential client.

 

“Do not get hung up on online traffic statistics,” said Klau.  “On the Internet, influence and focus is much more important than numbers.  Twenty visitors to your site – if they are the right influential visitors – can be much better than 500 visitors.”

 

In addition to Just JDs, LMA offered on Wednesday full-day pre-conference sessions for the most senior and the most junior marketers – a Masterminds program for those with more than ten years experience and a Quick Start program for those with less than five years experience.

 

Lawyers and law firms: Broadcast journalism evolves in the Internet age

Thanks to the Internet, the line between print, radio and television news has become increasingly blurred.

Print publications host audio and video on their Web sites -- some of it generated by professionals and some of it by "citizen journalists."  Radio and television station Web sites include not only audio and video podcasts, but also text and photographs.

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

Any lawyer, law firm or professional service provider can get into the broadcast game, publishing original audio and video content on their own Web sittes or on a wide variety of user-populated "content" sites like YouTube.  To see the entire article:

Lawyers and law firms:  Broadcast journalism in the Internet age

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)

Andrew Hudson's excellent personal brand adventure

Yesterday, I attended a job-search presentation sponsored by the Mile High Chapter of the Legal Marketing Association.  I am working on a synopsis of the program, which will be posted to this site in a week or so.  In the meantime, I want to comment on "personal brands."

Moderator of the panel was Andrew Hudson.  When I saw his name on the program, I knew that I had to attend and introduce myself.  This is what having a "personal brand" is all about!  "Andrew Hudson" is to PR job search in Denver what Pepsi is to soft drinks and Nike is to sporting goods.  And he used the Internet to get there.

Ten years ago, while he was employed in marketing and communications in a corporate setting, Andrew founded Andrew Hudson's Jobs List.  Today, this list has grown into the premier job-search Web site in the Rocky Mountain Region for professionals in the marketing, communications, sales, HR and nonprofit sectors.  Since 2005, more than 15, 000 individuals have subscribed to receive weekly updates.

(Incidentally, the site was originally called PR Jobs List.  Recently, Andrew changed the name to include his own name and expand beyond PR -- another way to expand his personal brand and the scope of his services.)

I am a longtime subscriber to this list, which I find very informative (even though I am not looking for a job).  I admire Andrew's ability to "monetize" over time what started out as a friendly service to fellow-professionals.  But that is not the only reason I wanted to meet him.

Andrew worked in the Denver Mayor's office.  I worked in the Milwaukee Mayor's office.  Andrew worked for Frontier Airlines.  My son is employed by Frontier Airlines.  Andrew worked for a U.S. Senator.  My husband ran for U.S. Congress.  Andrew supports the National Sports Center for the Disabled at Winter Park, Colorado.  The NSCD taught my son to ski, and my husband works for Wells Fargo, which sponsors the NSCD Wells Fargo Cup.  Andrew is a professional jazz bassist who plays at Dazzle.  I enjoy jazz and have heard him play at Dazzle.

How do I know all this about Andrew Hudson?  Because he has steadily and consistently promoted his personal brand in a wide variety of formats -- where I have learned enough to want to attend his presentation and start a conversation.  It takes numerous touchpoints to make a sale.

How strong is YOUR personal brand?

Emotional intelligence: The ability to assess and manage emotions is key to professional success

Research indicates that an individual's emotional intelligence (EQ) accounts for 60-80 percent of success in the workplace and in life, while cognitive intelligence (IQ) accounts for just 20-40 percent.  In an environment like law, where everyone is cognitively smart, EQ is a significant differentiator.  In this article, Dr. Laura Belsten discusses how lawyers and law firms can master emotional intelligence -- and put it to good use.

Emotional intelligence:  The ability to assess and manage emotions is key to professional success

LMA Annual Conference headed for Denver

Legal markting professionals and lawyers -- get ready for the rarefield air and spectacular mountain views of the Mile High City!  The Legal Marketing Association will hold its 2010 Annual Conference March 10-13 in my beloved home town -- Denver, Colorado.  If Denver was able to handle the Democratic National Convention, it should be able to handle LMA -- although I think LMA might party just a little bit harder.

Last week, LMA executive director Betsi Roach discussed benefits of membership at the montly meeting of the Mile High Chapter, of which I am a longstanding member.  Other speakers polled the membership for conference ideas, and reviewed the keynotes and some of the presentations from last month's 2009 LMA Annual Conference, held near Washington, D.C.

LMA membership (and its annual conference) are valuable tools.  Here is my synopsis.

Does this economic cloud have a silver lining? More time for business development!

As the economy contracts, law firm clients have laid off more than 600,000 employees -- in January alone.  Law firms are feeling the ripple effect.  In just two days in February -- Black Thursday and Friday the 13th -- 1,100 legal professionals lost their jobs or received buyout offers.  According to industry experts, this is just the start.

As books of business continue to shrink, what is a fearful lawyer to do?  This article is based on a Feb. 10 presentation on this subject to the Rocky Mountain Chapter of the Legal Marketing Association, made by relationship development coach Cindy Rold.

Does this economic cloud have a silver lining?  More time for business development!

New LMA social network

The Legal Marketing Association recently launched its new member social network -- LMA Connect.  I've created a profile there and uploaded a few documents in order to give it a test drive.  Brett Wangman at LMA was very helpful.  A few suggestions:  It would be nice if you could make edits to documents (and document information) after you've made a download.  Currently, if you want to make a change, you have to delete an entry and start all over.  Also, it would be nice if documents could link to your profile -- like in JDSupra's setup.

New LMA social network

The Legal Marketing Association recently launched its new member social network -- LMA Connect.  I've created a profile there and uploaded a few documents in order to give it a test drive.  Brett Wangman at LMA was very helpful.  A few suggestions:  It would be nice if you could make edits to documents (and document information) after you've made a download.  Currently, if you want to make a change, you have to delete an entry and start all over.  Also, it would be nice if documents could link to your profile -- like in JDSupra's setup.

Relationship intelligence: To succeed as a lawyer, you must supplement your IQ with RQ

The skills a law student needs to succeed at law school and the skills a lawyer needs to succeed in the "real worl" are distinctly different.  Academic intelligence is a given.  Relationship intelligence is what helps you develop and maintain new business -- and sets you apart.  In this May 2008 article, based on a presentation he made to the graduating class of Harvard Law School, lawyer and consultant Arnie Herz (New York) discusses the value of relationship intelligence.

Relationship intelligence:  To succeed as a lawyer, you must supplement your IQ with RQ

Setting the stage for lawyers: Trends in strategic marketing for law firms

If a law firm's marketers are doing their jobs right, potential clients have formed a pretty strong positive impression of a firm, practice group or lawyer before they even start to "talk business."  If they are not doing their jobs, potential clients will have no impression at all -- or will be swayed by the impressions of others.  In this June 2008 article, Norm Rubenstein and Melissa Hoff of Zeughauser Group discussed stratetic marketing trends for lawyers and law firms.

Setting the state for lawyers:  Trends in strategic marketing for law firms

Lawyers: Use public speaking to reinforce your professional reputation

 

Lawyers: Use public speaking

To reinforce your professional reputation

Janet Ellen Raasch

Janet Ellen Raasch is a writer and ghostwriter who works closely with professional services providers – especially lawyers, law firms, legal consultants and legal organizations – to help them achieve name recognition and new business through publication of keyword-rich content for the Internet as well as articles and books for print. She can be reached at (303) 399-5041 or jeraasch@msn.com.

Clients want to hire lawyers and other professional service providers who are thought leaders within a specific area of expertise. One of the best ways to establish yourself as a thought leader is to make a compelling presentation -- on the right subject -- in front of the right group of clients, potential clients or referral sources.

Your presentations can be intimate (face-to-face in a conference room) or public (to a large group in an auditorium) – or somewhere in between. No matter the size of the venue, the principles behind making an effective presentation are the same.

“Just think of Viginian Patrick Henry's 'Give me liberty or give me death' speech,” said Steve Hughes. “What if Henry had put the whole thing on PowerPoint (complete with schematics) and just read his speech off slides to the patriots assembled in St. John's Church that day back in 1775? Would his speech have had the same impact – enough impact to spark the American Revolution? Probably not.”

Hughes discussed presentation skills before members and guests of the Rocky Mountain Chapter of the Legal Marketing Association (www.legalmarketing.org/rockymountain) at a program held Nov. 11 at Maggiano's Little Italy restaurant in downtown Denver. Hughes is president of Hit Your Stride (www.hityourstride.com), a St. Louis-based communications consultancy that helps clients create and deliver world-class presentations. His seminars have been featured on National Public Radio.

“With a bad presentation, a lawyer's best ideas will die a painful death on the conference room table or in the hotel meeting room,” said Hughes. “They will never have a fighting chance.”

Always remember that content is king. “When people think about presentation skills, they tend to think about how they will stand, and speak, and make eye contact and gesture,” said Hughes. “These physical skills are important, but not nearly as important as having something useful to say. Delivery is forgivable. Wasting the time of your audience with bad content is simply unforgivable.”

As you prepare your presentation, consider three things. “First, consider what you would like the audience to do, think or feel as a result of your presentation,” said Hughes. “Be specific. Do you want them to take action to update their employee handbook, to think about a new change in mining law or to feel worried about the new ADAAA – so they will follow up with you for additional information?

“Second, ask yourself why they should want to do, think or feel this way,” said Hughes. “What's in it for them? Third, combine what and why into a single theme sentence. If you can't state your theme in one sentence, you won't be able to discuss it in one hour.”

Once you know what you are going to say, and why it is important to your listeners, you can work on how to say it. “It is always a good idea to 'open big',” said Hughes. “You only have a minute – three minutes at the very most – to 'hook' your audience and get their attention. If you waste those first few minutes on generic niceties like thanking the sponsors, as many speakers do, you risk losing audience interest. You'll see the Blackberries start to come out. Make a strong start -- you can always insert the niceties later.

“I use the acronym 'SPARQ' as a reminder of ways you can 'spark' up your opening and the interest level of your audience,” said Hughes:

        Surprising statement: Spark your listeners' interest by opening with an interesting fact or a surprising statistic – something with an “ah ha!” effect. If a number is big, break it down into something easier to understand and more meaningful (like how much the federal bank bailout would cost each worker). If a number is small, project what its impact would be if you multiplied it by many people (like how a few drips of gas spilled in the course of each gas-station fill-up add up to many thousands of gallons).

        Picture: If you are using visual aids, spark your listeners' interest by opening with a good picture or chart (supporting your theme) – and talk about it.

        Anecdote or story: Spark your listeners' interest by telling a story or anecdote that grabs their attention and indicates the importance of what you are going to say.

        Real life example: Spark your listeners' interest by opening with a real life example. Think like a news reporter on television, who opens with a specific situation or individual, uses that to introduce the general issue, and then closes by referring back to the opening situation.

        Question or quote: Spark your listeners' interest by asking a question. This engages their brains in trying to come up with an answer and, by extension, in what you are saying. The question can be actual (call on them for answers) or rhetorical. An interesting quote (especially from an expert in the subject you are discussing) also works well. 

In the body of your speech, focus on the clear development of your theme. Focus on providing the information that your audience needs to know in order to reach a conclusion about what you are saying. “Keep you information straightforward – especially if you are trying to persuade,” said Hughes. “According to a study by Stanford research, a confused mind always says ‘no’. In Missouri, the number-one complaint about CLE presentations was that they went into agonizing detail with no logical flow.”

Hughes recommends the use of PowerPoint for presentations – as long as it is used to clarify and focus listener attention on what you are saying rather than confuse and distract listener attention from your message. “When listeners see a lot of text on a slide, they stop listening to you -- and start to read the slide,” said Hughes. “In that split second, you've lost their attention. Never, never use prose as a visual aid.

“Use words or phrases on your slides, not sentences or paragraphs,” said Hughes. “Put important words in bold and use a lot of white space. Don't make everything equal; use layout and font size to indicate hierarchy. Slides should be speaker-dependent – featuring just headings or images and relying on the speaker to fill in the words. If you want to leave listeners with more information, put it in the form of handouts to be distributed after your presentation.”

Hughes also cautions against the common practice of ending a presentation with a question and answer session. “Save a strong statement for last so you can 'stick the landing' – and leave your listeners with a rousing call to action (what they should do, think or feel). Do not abdicate control of your presentation by ending with a flat Q&A session that could potentially turn negative or veer off topic.”

To accomplish this goal,” said Hughes, “position your question-and-answer session second-to-last in your presentation. “Say something like, 'I have one more important point to make – but first, I'd like to know what questions you have.' If there are none, be prepared with, 'A lot of times, people ask me “x.” Here is what I tell them.' Follow up with 'What other questions do you have?' This simple tactic helps you avoid the dread deafening silence after a call for questions – when folks start gathering up their materials, checking their Blackberries and starting the leave the room.”

Prior to any presentation, be sure to think about the “three S's” – slides, speech and souvenirs. “Check your PowerPoint slides for clarity and simplicity and practice your slide navigation,” said Hughes. “The strategic tactic of hitting the 'b' key on your keyboard to temporarily blank out the screen, for example, can help focus attention on your spoken words. Hitting 'b' again refreshes the slide – as well as audience attention. There are many similar and equally useful tactics.”

Practice delivering your speech out loud until you are comfortable – preferably in front of a small, friendly audience of colleagues who can be trusted to provide honest feedback. Finally, prepare a useful print-out of your presentation (to hand out at the end) that includes not only your slide headings, but also your spoken comments – as well as any additional supplementary materials your listeners might appreciate.

“Your listeners are there for a reason,” said Hughes. “Even before you open your mouth – they believe that you will have something interesting to say. Don’t blow it. Make sure your content is clear and useful, and that your presentation skills are engaging and well-rehearsed.”  

Don't be an ostrich: Ask general counsel, "How're we doing?"

If you think that most of your clients are satisfied, think again.  Research shows that law firms consistently rank themselves much more successful at client satisfaction than their clients do.  The only way to know what your clients are thinking is to ask them.  In this October 2008 article, consultant Martha Cusick Eddy discusses the results of more than 100 interviews she has conducted with in-house counsel.

Don't be an ostrich:  Ask general counsel, "How're we doing?"

Legal marketing "survivors" Share their best practices

In this September 2008 article, legal consultant Merrilyn Tarlton moderates a panel of Denver-based law firm marketing veterans who discuss how they "beat the odds" to achieve a sustainable career in this volatile field -- each by a different path.  Panelists include Sara Kraeski, Connie Proulx and Lorri Salyards.

Legal marketing "survivors" share their best practices

Marketing and sales: Different roles in support of a common goal

What is the difference between marketing and sales?  Now that law firms are starting to join the "real world" of business and thinking about sales as a discrete function, this question is generating much debate within the legal marketing profession.  In this November 2007 article, Wade Clark, director of sales and marketing with BKD, discusses what lawyers and law firms can learn from their counterparts in the accounting profession.

Marketing and sales:  Different roles in support of a common goal

Law firm marketers: Is there a seat for you at the table?

Legal marketers cannot just demand a "seat at the table" in law firm management and expect to get one.  They have to earn it -- through careful collaboration with colleagues across the firm and through creation and implementation of successful initiatives.  They will be invited to the table only when they bring value.  In this October 2007 article, a panel of managing partners and senior marketing professionals discusses what it takes to earn a seat at the table.

Law firm marketers:  Is there a seat for you at the table?

Associate today; partner tomorrow: Business development skills for young lawyers

At one time, a law firm associate who wanted to make partner simply had to do good work and stick around for five to seven years.  Today, the path to partnership is much more complicated.  An associate who wants to make partner must know how to develop -- and keep -- a good book of business.  In this September 2007 article, Michael Smith, a strategic business counselor with SBC & Associates, discusses the skills that young lawyers can use to develop business.

Associate today; partner tomorrow:  Business development skills for young lawyers

Changes to Colorado Rules: Allow trade names, referral agreements

When the revised Colorado Rules of Professional Conduct took effect Jan. 1, 2008, Colorado law firms were allowed to practice under trade names.  The changes also allow a Colorado lawyer to enter into a reciprocal referral agreement with another lawyer or non-lawyer.  In this July 2007 article, Nancy Cohen (chief deputy regulation counsel with the Colorado Supreme Court Office of Attorney Regulation Counsel) and Reba Nance (director of law practice management and risk managment for the Colorado Bar Association)  discuss these changes to the Colorado rules.

Changes to Colorado Rules allow trade names, referral agreements

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

Law firms: Use competitive intelligence to make better business decisions

In the increasingly competitive environment for legal services, most law firms recognize the need to make intelligent business decisions.  Decisions made in a vacuum -- based on (often faulty) internal assumptions -- do not fill the bill.  Truly intelligent business decisions are made within the context of a law firm's external competitive environment.  In this May 2007 article, Jillion Weisberg of The Thomson Corporation discusses research on competitive intelligence.

Law firms:  Use competitive intelligence to make better decisions

Divide to conquer: Law firms use strategic teams to master the marketplace

Many law firms are creating multidisciplinary teams to craft and implement strategic plans within targeted segments of the marketplace.  These can be industry teams that focus on raising the firm's profile and market share within an attractive industry segment.  These can be client teams that focus on satisfying -- and getting more work from -- existing clients.  In this April 2007 article, consultant Linda Hazelton discusses client and industry teams.

Divide to conquer:  Law firms use strategic teams to master the marketplace

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

When resolving your clients' legal issues, don't forgt the court of public opinion

Few important legal decisions take place in a vacuum.  Decision-makers are influenced not only by the information they hear in the courtroom or in the boardroom, but also by what they hear, read and observe in the surrounding environment -- the court of public opinion.  In this November 2006 article, a panel of specialists discusses how lawyers and law firms can influence outcomes via issue-oriented research and communications.

When resolving your clients' legal issues, don't forget the court of public opinion

Best practices help law firms excel in new-business competitions

Every more frequently, law firms are being asked to vie for new business -- especially high-value business -- by competing against other firms in some kind of "beauty contest" -- where two or more firms compete to represent the prospective client as outside counsel.  In this October 2006 article,  consultant Ann Lee Gibson, PhD, discusses achieving a higher win-rate in high-stakes competitions for new business.

Best practices help law firms excel in new-business competitions

Check under the couch cushions: Use this money to achieve your strategic marketing goals

If done right, a well-planned Web site and a strategic, customized approach to marketing can eat up much of your marketing budget.    Where will this money come from?  In this September 2006 article, consultant Deborah McMurray of Content Pilot LLC discusses how legal marketers can check under the firm's "couch cusions" to find the money needed for strategic projects like these.

Check under the couch cushions; Use this money to achieve your strategic marketing goals

When engaged in public speaking, eliminate "noise" to improve communication

Public speaking is a great way for lawyers and other professionals to establish themselves as experts within a chosen field of expertise.  Although most lawyers can speak in public, not all lawyers can do it well.  In this July 2006 article, speaker and trainer Brigid O'Connor dicusses how lawyers and executives can learn to speak in public with efficiency and purpose.

When engaged in public speaking, eliminate "noise" to improve communication

Lawyers and law firms: Define your market; focus your message

Each lawyer and law firm faces the same problem --how to distinguish the professional services they offer from those offered by every other lawyer and every other law firm.  You must identify your own unique message -- and take it to market.  In this June 2006 article, attorney and consultant Ross Fishman discusses the value of a unique message or brand.

Lawyers and law firms:  Define your market; focus your message

Law firms must market to recruit talented students and laterals

Any law firm is only as good as the lawyers who walk through the front door each morning.  Aware of this fact, most firms are eager to strengthen their reputations by recruiting the best law school students and the most talented laterals.  In this May 2006 article, a panel of law school placement specialists and legal recruiters discuss the issue of recruiting and retaining talented lawyers.

Law firms must market to recruit talented students and laterals

Rainmakers: Law firms must look to the next generation

The financial health of most law firms relies on the efforts of a few rainmakers -- lawyers who are able to keep the new-business pipeline flowing while their colleagues focus on the practice of law.  Who will make the rain fall at these firms when it comes time for the traditional rainmakers to retire or move on?  In this April 2006 article, Mark Maraia and John Mitchell discuss the creation of a formal structure to pass rainmaking skills from one generation of lawyers to the next.

Rainmakers:  Law firms must look to the next generation

Please release me: What do the media look for in a law firm press release?

Each day, editors and reporters are inundated with press releases in a wide variety of formats -- via snail mail, email and even RSS feed.  How can lawyers and law firms make sure that their press releases stand out from all the rest?  In this February 2006 article, a panel of journalists and public relations specialists discusses what makes a good press release.

Please release me:  What do the media look for in a law firm press release?

Money changes everything: How lawyers can discuss fees with their clients

Very few attorneys really understand what their hourly rates mean to a client.  Few clients select their lawyers based on fees.  Rather, the decision is usually driven by emotion.  In this January 2006 article, business development consultant Peter Darling discussed the subject of how lawyers can discuss their fees -- with both new and ongoing clients.

Money changes everything:  How lawyers can discuss fees with their clients

You can't have one without the other: Market research leads to strategic plans that work

Most businesses make their bet-the-company decisions based on objective, valid market research.  Law firms should do the same.  Market research is a systematic and scientific process for gathering, recording and analyzing outside information as part of both planning and daily operations.  In this November 2005 article, a panel of research experts discusses market research and strategic planning at law firms.

You can't have one without the other:  Market research leads to strategic plans that work

Serve. Speak. Succeed. How to build your book of business using community service and public speaking

Law firms often ask their lawyers to engage in activiites that will create relationships and generate new business -- activities like community service or public speaking.  A few lawyers find it easy and natural to comply with this request.  Many more lawyers do not.  In this October 2005 article, attorney K.C. Veio discusses how he has used community involvement to build his practice.

Serve. Speak. Succeed. How to build your book of business

RSS feeds, blogs and podcasts -- oh my! New media marketing makes sense for lawyers

Today's audiences are active and interactive consumers of business information.  Increasingly, they expect their lawyers and law firms to communicate with them interactively, using the next generation of electronic communications tools.  In this September 2005 article, a panel of public relations specialists discusses new-media tools like RSS feeds, blogs and podcasts.

RSS feeds, blogs and podcasts -- oh my!  New media marketing tools

True leadership can be cultivated: Four ways to lead in your law firm

Authority and leadership are different qualities.  A markeeting director or lawyer can have a position of authority within a law firm, but be an unskilled leader.  Conversely, and individual with no formal management authority can be an outstanding leader.  In this July 2005 article, consultant Robert Fortunato discusses how law firms can increase revenues and profits through a systematic approach to leadership, strategy and client development.

True leadership can be cultivated:  Four ways to lead in your law firm

When to fish, when to cut bait: When seeking new clients, don't waste your time and talent

Law firm marketers can set the stage for new business development -- but it is always the job of the individual lawyer to "close the sale" with a new client.  How can a lawyer get new business without falling victim to the "unpaid consulting" trap -- where you lose control of the relationship and the potential client wastes your time and talent with a wide range of requests prior to a commitment to buy?  In this June 2005 article, Gary Harvey of Achievement Dynamics discusses how lawyers can avoid the unpaid consulting trap.

When to fish, when to cut bait:  When seeking new clients, don't waste your time and talent

Can you take a litigation practice to market?

Is it possible for a law firm to market a litigation practice -- a costly and time-consuming professional service that most individuals and businesses would like to avoid?  This puzzle has long perplexed marketers, individual litigators, litgation practice groups and law firms.  In this May 2005 article, a panel of Colorado litigators discuss marketing a litigation practice.

Can you take a litigation practice to market?

Great idea! But is it ethical? Quagmire of states' ethics rules makes it tough to tell

Currently, the rules of professional conduct established by the American Bar Association and generally adopted by the state courts vary greatly from state to state -- which has become a major issue as more law firms are competing regionally, nationally and even internationally.  It is difficult to know just which set of ethics rules governs the game.  In this May 2005 article, Will Hornsby (staff counsel to the ABA Division for Legal Services) and Denver lawyer Michael Berger discuss how law firms can best comply with ethics rules.

Great idea!  But is it ethical?  Quagmire of states' ethics rules makes it tough to tell

What a difference a decade makes: Effective client service and marketing on the Internet

Can you even remember how law firms were marketed before the advent of the Internet?  It seems hard to believe that the first law-firm Web sites appeared only about ten years ago.  Since then, some firms have progressed through five generations of their Web sites.  A few are still launching their first.  Most are somewhere in between.  In this March 2005 article, Micah Buchdahl of HTMLawyers discusses today's best interactive sites.

What a difference a decade makes:  Effective client service and marketing on the Internet

Fire, ready, aim: Most law firms have it backwards

Law firms have long operated on an opportunistic and reactive basis -- being in the right place at the right time with the right legal skills.  This "fire, ready, aim" approach worked fairly well in the past, when the marketplace for legal services was highly fragmented (local) and when snail mail set the pace for most communications.  In this February 2005 article, Diane Hamlin and Roberta Montafia discuss how serious strategic planning builds and sustains a competitive advantage.

Fire, ready, aim:  Most law firms have it backwards

Fast? Good? Cheap? What inside counsel want from their outside law firms

There's a maxim in commerce:  You can get it fast, you can get it good, you can get it cheap -- pick any two.  The same maxim can be applied to legal services.  In this January 2005 article, in-house counsel from four Denver companies discuss their "fast, good, cheap" expectations when dealing with outside counsel.

Fast? Good? Cheap? What inside counsel want from their outside law firms

Share what you know: CRM systems help lawyers maximize client relationships

To improve the quality and strategic value of existing relationships, many law firms are purchasing and installing software packages called client relationship management (CRM) systems.  CRM systems help law firms use technology to understand "who knows whom" and "who knows what."  In this November 2004 article, consultant Nancy Manzo discusses how law firms should select, install and roll-out a new CRM system.

Share what you know:  CRM systems help lawyers maximize client relationships

Success breeds success: Advance your career in marketing by coaching

If marketers want to succeed as business development coaches to professional services providers, they need to concentrate on the "f-words" -- focus, feedback and follow-up.    In this October 2004 article, consultant Mark Maraia discusses how to implement a successful lawyer-coaching program.

Boot camp 2004: Getting in shape for a career in legal marketing

A group representing the next generation of eager young law firm marketers converged on Denver to participate int he Legal Marketing Association Boot Camp 2004 -- "Roadmap to Your Destination -- Legal Marketing."  In these September 2004 articles, speakers discuss a wide range of topics.

Boot Camp 2004:  Getting in shape for a career in legal marketing

Turn your firm's marketing budget into a strategic planning tool

Success breeds success: Coaching your lawyers in business development

Learn to understand, appreciate, and work with the legal personality

Harvest those golden eggs:  Habits that lead to more work from current clients

Recruiting law students: Finding the best and the brightest

In this July 2004 article, Burkey Belser discusses research on which characteristics are most important to law-school graduates in choosing where to practice law.

Recruiting law students:  Finding the best and the brightest

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?

Riches from niches: The best marketing plans originate with the practice/industry team

Sally Schmidt disagrees with the "umbrella" approach to law firm marketing.  Her experience working with more than 300 law firms around the globe has led her to the conclusion that law firm marketing efforts must be organized at the practice/industry team level.  In this June 2004 article, she discusses practice/industry teams that are market-driven and focused on a particular industry.

Riches from niches:  The best marketing plans originate with the practice/industry team

Working it: Using the media to convey your message -- in good times and bad

Like most businesses, law firms have an approach/avoidance conflict when it comes to dealing with the news media.  When a firm has good news to tell, it actively seeks the attention of reporters and editors.  When the news is not so good, it often prefers to avoid a reporter's professional scrutiny.  In this May 2004 article, Lisa Simon and Larry Holdren present as overview of effective media relations skills for lawyers and law firms.

Working it:  Using the media to convey your message -- in good times and in bad

Business development coaches helps partners and law firms dominate their "game"

The role of a business development coach is to bring focus, skills and energy to the business development efforts of attorneys and their law firms -- just like a sports coach brings focus, skills and energy to an athlete.  In this April 2004 article, consultant Michael Colacchio discusses business development coaching programs for lawyers and law firms.

Business development coaches help partners and law firms dominate their "game"

Business eye for the law guy (and gal): Market research

Market research is a powerful risk-management tool in all major sectors of business and industry; it promises to be just as powerful a tool in the legal industry.  Appropriately designed and applied research tools can reduce the uncertainly law firms face when making important decisions.  In this September 2003 article, Mark Greene of The Brand Research Company discusses the use of market research by successful law firms.

Business eye for the law guy (and gal):  Market research