Law Consulting Blog

How to Network Like a Pro at Your Next Event

Cordell Parvin — Mon, 08 Feb 2010 08:53:01 -0600

In 2010, you will likely attend one or more conferences. You may not know anyone at the conference. Sounds daunting doesn’t it?

Eric Pruitt is a lawyer I coached from Birmingham. When I first met Eric he told me he would be attending an industry conference and asked if I had any ideas for him. I gave him some and told him to read chapters from Keith Ferrazzi’s book: Never Eat Alone. Eric did and it changed how he approached industry conferences. Here are some of Eric’s thoughts that he recently shared with me.

Keith Farrazzi has 15 Tip for Being a Conference Commando. Some of it sounds over the top, or "dorky", however, I decided to look at his tips with an open mind and see how I could apply his concepts as a lawyer. I found some great ideas. Here are a few of the things I've started doing:

Develop a plan. Work to identify people you want to meet, schedule lunches/dinners/drinks/ etc. . . before the meeting. I'm attending the CMSA Annual Meeting in NY next month and have worked to schedule these events in advance and am working on identifying the "celebrity status" (people of importance in the organization - not real celebs) that I want to meet while I'm there.

Work on building relationships with people, not seeing how many people I can meet and give a business card to. Focus on the person I'm talking to, don't let my eyes wander and attempt to find the next target.

Take notes on the people I meet and follow up quickly with a hand written note. Use the notes so I can make a personal connection in my follow up correspondence.

Have a "what can I do for this person" attitude instead of "how can I do legal work for this person". Helping others is a great way to build a network.

If it is an industry organization that you want to become more involved in, find a non-threatening way to volunteer for tasks at the meeting. This can provide opportunities to find out about special invitation events, get to know leaders, etc. . .

These are just some quick comments. The book is packed with great insight.

What can you learn from Eric's ideas and actually use at the next event you attend?

One More Time: Asking a Favor Builds Relationships

Cordell Parvin — Thu, 04 Feb 2010 09:16:09 -0600

I recently shared Dan's story with you. He took a client to lunch and after lunch he asked the client a favor. In case you are still wondering whether asking a favor works I want to share a second story with you.

A few weeks ago Matt Sanderson, a lawyer I coach in Dallas asked me how to get a meeting with a client for whom he had not done any recent work. I advised him to put himself in the shoes of his client and ask: “What is in it for me to meet with Matt?” I mentioned I had blogged recently about asking the client for a favor having nothing to do with business.

For example, I said: “Tell the client you want to meet and pick his brain for ideas to blog about.” After our coaching call Matt used that approach and here is a portion of what he reported:

Just yesterday, we discussed my dilemma in (A) getting prospective clients to “buy-in” to both meeting with me and discussing their legal needs and (B) obtaining from these prospects additional names of other prospective clients.

After taking the advice you gave me, I implemented it this morning in a meeting with a client who has not provided work to us in about 18 months. By the end of the meeting, this prospect provided me with (i) at least 5 new topics for our restaurant blog, (ii) an invitation to meet all of the tenants in his commercial shopping center at their monthly meeting, and (iii) two specific names of restaurant owners that he wanted me to call with his endorsement of our services. I believe that these results were directly driven from the advice you provided.

Why did asking a favor work for Dan and for Matt? More than any other reason they were both sincere and were not trying to take advantage of their friend. They sincerely wanted to learn and sincerely wanted to get to know more people they could help. Your clients and friends will help you also when you sincerely ask a favor.

P.S. After posting this, I saw a blog post What's Important When You Refer People by noted referral expert Ivan Misner. What would your answer be? Based on a survey of 12,000 business people character was most important. Character is demonstrated in part by sincerity.

Proof That Asking a Favor Works

Cordell Parvin — Wed, 03 Feb 2010 08:06:06 -0600

Are you looking for an effective way to engage a client or contact? Ask them a favor.

Last fall I posted a blog titled Want to Persuade: Ask a Favor. I referenced an article and Robert Cialdini’s book: Yes!: 50 Scientifically Proven Ways to Be Persuasive.

I frequently suggest to lawyers that clients, potential clients and referral sources actually want to help us. So, asking a favor is a good way to build the relationship with them as long as you are not bugging them to get business.

Last week Dan a lawyer I coach found this approach really does work. Here is a portion of an email he shared with the members of his coaching group.

I just want to share something good that happened last week, after our coaching group session.

Sitting in my office Friday morning, I got a call from the President (as in "top employee" rather than "owner") of an XXX management company. It was a business call. When we finished discussing business, I asked him when I could take him to lunch, and he asked me to get my calendar out. On a lark I said "To Hell with the calendar, why don't I just pick you up at 12:30?" I was a little surprised when he said "Great!"

At lunch -- at the very end of the lunch, after we had talked about everything else except business -- I told him I was going to ask him for his help. I then told him that I wanted to learn everything and everyone he knew in/about the XXX industry, and that I'd be grateful if he could introduce me to as many people, groups, publications and events as he could, or at least all that he thought would be helpful. I assured him that I wasn't going to sales-pitch these people; I just wanted to learn about the industry, and see what was important to the people he knew. He thought that was a great idea, and immediately started to list ideas. As we talked through some of them, I assured him that I was willing to join/write/speak/travel/meet/greet/wine/dine in any way he thought wise. Here's the kicker: he was (and still is, I think) truly enthusiastic about it. That's what surprised me. I think he liked being asked to help, and I think he really wants to.

On the way back to the client's office, he was thinking out loud: "Gee, I'd really like you to speak at one of the groups I'm in; I'm going to have to think of a really good topic for you. Something they'd like to hear." I stifled a laugh when I realized that HE knew I was supposed to ask about good speaking or writing topics, but I, um, forgot. OK, maybe I'm not a Jedi yet; I can only remember so many mind tricks.

Anyway, all in all an excellent lunch. I'm happy about what I've set in motion. What it will produce is anyone's guess, but I'm grateful to Cordell nudging me in this direction.

Dan's email is proof that asking a favor works. Your clients and your friends want to help you. Give them the chance.

Marketing: When Should You Try a New Niche?

Cordell Parvin — Mon, 01 Feb 2010 09:04:13 -0600

I have been asked many times if it makes sense to focus on a niche when you have done no legal work in the niche.

The beginning part of my answer is always the same: "What you do with your billable time and what you do with your non-billable time does not have to be the same." Then I continue with the typical lawyer answer that it depends. It depends on you, your firm, your passion, how crowded the niche is and a variety of other factors.

I began my focus on transportation construction contractors when I had no experience handling a matter for the transportation construction industry. Why did I pick that niche? Well, I had experience in the USAF litigating government contracts. Transportation contractors bid and are awarded government contracts, only most are state government contracts. So, I was building off of a foundation I already had.

I would have considered government contractors more generally. Only, none of the big government contractors were anywhere near Roanoke, Virginia where I practiced law at the time. However, there were large highway construction contractors in the area and two of them were owned by the families of my Virginia Tech classmates and friends. So, at least I knew someone in the industry. Finally,I did not know another lawyer in all of Virginia at the time who was focused on the highway construction industry. That meant I had a chance to be thought of as the "go to" lawyer for the industry.

I have written about Alison Rowe in an earlier post. She was an associate in my old firm who sought my advice on her future. At the end of our conversation she said: "I have an idea but you have to promise not to laugh." I promised and she told me she wanted to focus on equine law. She explained to me that she had a passion for horses and people who own horses. At the time she had never handled an equine law matter so we set up a plan to learn and to ultimately market the practice. Alison is doing very well after five years focusing on her equine practice. She is blogging and active in thoroughbred and other equine associations.

If you are wondering whether you can try a particular niche, give it the same kind of thought I did many years ago.

How to Set Dynamite Goals: Ask Yourself These Questions

Cordell Parvin — Thu, 28 Jan 2010 08:56:11 -0600

Since it is still January, I am still thinking about lawyers setting goals.

Are you interested in setting dynamite goals, but don’t know where to start? Here are a list of questions you can ask yourself.

The Who Questions:
Who is important in my life?
Who do I want to benefit from what I am doing?

The What Questions:
What are my strengths?
What are my challenges?
What do I want to accomplish?
What do I want to learn?
What do I want to experience?
What contribution do I want to make?
What do I want to have?
What do I want to earn?
What am I most passionate about?
What do my clients need the most?
What do I need to do to accomplish my goal?

The When Questions:
When do I want to accomplish each goal?

The Where Questions:
Where do I want to live?
Where do I want to visit?

The Why Questions:
Why is each goal important to me?
And why is that important to me?

The How Questions:
How do I want to accomplish my goals?
How do I want to live?

Blogging Secret: You Have to Get Them to Read More

Cordell Parvin — Wed, 27 Jan 2010 09:54:40 -0600

Are you blogging? If so, how much attention are you paying to your headline? Are you burying your main point? Your headline and first paragraph are the most important writing you do because they determine if your readers continue reading.

Suppose your potential clients are receiving your blog as an RSS Feed. All they will see is your headline. When they look at it, they will ask: "What's in it for me to read on?" Suppose your potential client clicks on the link to your blog and reads your first paragraph. They will ask again: "What is in it for me to read further?"

So what does this mean? You have to write a compelling headline and first paragraph to persuade your clients to read further.

When I wrote my monthly column for Roads and Bridges magazine, I sometimes got upset with the editors for editing my headline. In many instances the editor thought plays on words or being cute would capture the readers' attention. Maybe it did and if so I am grateful.

Instead of letting you look at a few blog posts and decide whether the lawyer writer has caused readers to read further, I thought I would take a couple of headlines and first paragraphs of my Roads and Bridges columns and let you decide.

The first is a column the editor titled: Bridge Project Marred in Contract Misrepresentations. While I think the headline could have been better, I do believe bridge builders would want to read on. I think my first paragraph was pretty effective. Here is what I said:

"Do you clearly understand the contract requirements that affect the work prior to bid? Sometimes knowing what your obligations are should cause you not to bid. Unfortunately, some contractors just have to bid anyway. That was what happened in D.C. McClain, Inc. v. Arlington County, 452 S.E.2d 659 (Va. 1995)."

What made that first paragraph effective? I believe more than anything else, it was my use of the word "you" and asking a question for the reader to answer.

Now let's look at one that I did not do as well. In this column, the editor chose Over Done as the title. While that is cute, it is not compelling. In the column I discussed a really important case for contractors, but here is how I began the column.

"Long ago, there was no requirement to have a differing site condition or significant change in the character of the work clause in the state standard specifications. As some contractors know, Congress left a loophole under which states could “opt out” of having the clauses, and some states have done so."

While everything I said was true, contractor readers do not want a history lesson. They want to know how the new case impacts them and what they need to do. I did not get to those points until later in the column. So, I buried the lead, to use a journalism phrase.

How effective are your headlines? Will your potential clients want to read further? Are you burying your lead by giving history lessons? If so, your potential clients may never get to your main point.

Great Way to Reach Out to Clients

Cordell Parvin — Tue, 26 Jan 2010 07:54:40 -0600

A lawyer I coach sent me a question that I know is a common one. "We hear all the time that we need to reach out to our clients. Pick up the phone, email, etc. I often find that I am hesitant in doing so when it's not related to an ongoing piece of work. The question is...'What do I say?' I feel silly calling to just say hello." What are some talking points I can use during these 'casual' catch-up conversations?"

I sent the question to lawyers I coach and friends. I got too many responses to post here. But, if you would like to get a copy of the responses contact Joyce. Here is what Ronna Cross with Patton Boggs shared with me.

Unless a reason to follow up has been created either:

By circumstance ~ something reminded you of the client, their child, something they care about etc.
By you ~ you track their press, their company/industry data or something they care about etc.

I think you have to be real and tell the truth. "Hi, we haven't talked in a while, so I thought I'd call and see what's new/how you're doing/how things are going. " And then ask: "what's new? how are you doing? how's it going?"

The subtle difference is that I'm asking for direct feedback, as opposed to just saying "hello" or "just calling to catch up with you," which might not start a conversation.

The most important thing to remember is that you're developing your relationship, not your sales pitch. That should take some pressure off. And if you're not already, you should be putting systems in place to create reasons for you to follow up like those mentioned above. Then it's a non-issue.

The key is to genuinely care. That way, whether you have a reason or not, you're authentic. So put a smile on your face and pick up the phone. The more you do it, the easier it gets.

Are You Writing Articles or Blogging? If So Practice, Practice Practice

Cordell Parvin — Mon, 25 Jan 2010 10:56:21 -0600

I just finished reading Chris Brogan's recent blog post The Writing Practice . It is a great piece well worth reading. He discusses how he comes up with ideas and how those ideas become a blog post. Then he makes the point that you should always be practicing your writing. I agree.

I wrote a monthly column for Roads and Bridges magazine for close to 25 years. I know that my first columns were not as good as later columns. I began writing this blog in 2006. I hope my more recent posts are better than the posts I had those first few months.

If you are a young lawyer take an assignment you just finished and create an article or a blog post that potential clients would find valuable. Do it just for practice. Then do it again after the next assignment. Ask yourself how your potential clients would benefit from reading what you have written.

12 Lessons You Should Learn from Scott Brown's Election

Cordell Parvin — Fri, 22 Jan 2010 08:42:05 -0600

As I have been reading and listening to the democrats and republicans talk about Scott Brown’s stunning election in Massachusetts, I increasingly believe that neither party will take away lessons they can build on in 2010. Neither party's leaders seem to be open to idea that they may not understand how the American public is reacting to what they are doing in Washington.

While the two political parties may not get it, as a lawyer, the lessons you should take away are painfully obvious. Here is my list:

Never take clients for granted. The democrats apparently believed the voters would never elect a republican. The independent voters went out of their way to make the democrats aware they did not like being taken for granted. Your clients will sense when you are taking them for granted and will go to another lawyer or firm just to make the point to you.
Don’t attack your competitor’s values. President Obama made a mistake on Sunday by making a demeaning remark about Scott Brown’s truck. You will make a mistake by poking fun at your competitor’s values.
Listen before taking action. I believe the republicans did a poor job of listening in 2006 and 2008 and the democrats have done a poor job ever since. Instead of listening they have been dismissive of people who disagree. Listening is a lost art. As a lawyer you will be better able to address specific client needs that may not be obvious if you just take time to listen. Top Lawyer Coach recently posted a blog with 4 ways to show clients you are wholeheartedly listening.
All things being equal, clients would prefer to hire lawyers they know, like and trust. Likeability is still an important component in elections and it is equally important in decisions clients make when they choose a lawyer.
Go the extra mile. Scott Brown traveled throughout the state in his truck and made 66 campaign appearances and stood outside Fenway Park greeting fans attending the annual outdoor Bruins hockey game. Martha Coakley made only 19 campaign appearances and mocked Scott Brown for standing out in the cold. You will not likely be able to distinguish yourself based on your legal ability. There are many lawyers as talented as you are. You will be able to distinguish yourself on how much you care about your clients when you go the extra mile.
Don’t make silly mistakes about your client. Martha Coakley somehow believed famed Red Sox pitcher Curt Schilling was a Yankees fan. That would be the equivalent of calling your client by its chief competitor’s name or representing company A and showing up for a client meeting with it’s chief competitor’s product.
Use social media to connect with clients. President Obama used social media very effectively. Martha Coakley did not. Social media is a tool to listen, build relationships and share ideas.
It’s not your case or transaction. It’s your client’s. Scott Brown famously answered David Gergen’s loaded question by saying “it is not Ted Kennedy’s seat and not the democrat’s seat. It’s the people’s seat.” It is your client’s case or transaction, not yours. So you must understand their goals and work to help them achieve those goals.
Show a passion for what you are doing and about your client. Scott Brown conveyed to the voters that he was passionate about working for them. Martha Coakley ran a dispassionate logic based campaign. I like the phrase that our clients don’t care about how much you know until they know how much you care.
Keep your message simple and easily understandable. Scott Brown did this well. The democrats have struggled explaining a complicated 2000 plus page health care bill. Your clients want to understand the advice you are giving them. Say it without all the legalese.
Get to know your clients on a personal level. Scott Brown let the voters get to know him on a personal level. Martha Coakley did not talk about her personal life while campaigning. Your clients want to know you both as a person and a lawyer.
Work well with your colleagues. The democrats did not work well together, probably because they did not believe they needed to. Now they are pointing fingers at each other. Too many law firms are silos of lawyers competing with each other. Law firm silos cannot compete against law firm teams.

Lawyer Marketing: Making the Case for Using Social Media Again

Cordell Parvin — Thu, 21 Jan 2010 08:50:21 -0600

In my post on Tuesday, I wrote how I would effectively and ethically use social media and other internet tools if I was still practicing law. I pointed out that social media is one of the many tools to develop relationships.

A few months ago I read The Facebook Era: Tapping Online Social Networks to Build Better Products, Reach New Audiences, and Sell More Stuff by Clara Shih. I recommend the book if you want to learn more about social media and how others are using it for marketing. In the book Shih makes the point that as individuals we have two sources of competitive advantage: human capital and social capital.

Your human capital is your talent as a lawyer. Social capital is your relationships. If you really boil it down, your ability to attract, retain and expand relationships with clients depends on your talent and relationships.

Shih points to studies by Stanford and Harvard professors showing that “social capital is a powerful source of knowledge, ideas, opportunities, support, reputation, and visibility that is equally if not even more influential than human capital. On line social networks are tools that you can use to develop relationships. While in person relationship building is more important than ever, the social network tools can be used efficiently and effectively to expand your social capital with "loose ties." Social networks can also be used as a tool to demonstrate your skills by linking to articles, blog posts, presentations and other content you create.

If you want to keep up with what to expect in social media for 2010, I recommend you read Bentley Folk's www.bentleytolk.com/2009/12/31/social-media-marketing-for-lawyers-2010-predictions/. I also recommend that you read my February Practical Lawyer Column: Practical Tips on How and Why to Use Social Media.

I know that firms need and want to control what their lawyers are putting on any of the social media sites. That makes sense given what some lawyers have posted. At the same time firms need to realize social media is totally changing the legal marketing landscape. I urge you to put together a plan for your firm.

How I Would Effectively and Ethically Use Social Media and Other Internet MarketingTools

Cordell Parvin — Tue, 19 Jan 2010 09:12:59 -0600

I recently wrote about the Strength of Weak Ties. In that post I mentioned that in 1983, Congress enacted a provision in a Federal Highway funding statute that complicated matters for highway construction contractors. I wrote about the change and spoke at conferences across the country.

At the time I was a 12-year lawyer and didn’t have the Internet to help with research or to connect me with weak ties. What would I do now, if I were a 12-year lawyer? How would I use social media and other Internet tools?

My main strategy would be to use the Internet to find things going on that will create legal issues or opportunities for transportation construction contractors. I would also use the Social Media tools to become more visible and credible to my target market and to build relationships.

I would have Google Alerts set up for each of my clients, their competitors, and highway construction, bridge construction, rail construction, airport construction and mass transit construction.
I would continue reading construction magazines like Engineering News Record, but I would also get their daily electronic updates.
I would be on LinkedIn and I would start the Transportation Construction Law Group. I would invite all my contractor friends on LinkedIn to join the group. I would search for other groups that would likely have members interested in transportation construction and join those groups. Each month I would link to the column I wrote in Roads and Bridges magazine. When I did presentations I would mention them and offer to send the PowerPoint slides and handouts to anyone who was unable to attend the presentation.
I would be on Facebook and likely use it to stay in touch with my friends, as I am using it now. I would consider setting up a Transportation Construction Law Fan Page where I would post what is going on in transportation construction. I would use this page instead of sending out email blasts of alerts I write.
I would be on Twitter and I would use it to gather information, to build relationships with transportation construction leaders, influencers and writers who are on Twitter. I would also use it to post news and information contractors would find valuable and helpful. I would be seeking contractor friends to follow me on Twitter. I would also link to the monthly columns I wrote for Roads and Bridges magazine.
I would update and make e-books of my books on Transportation Construction Claims, Design-Build for Transportation Construction Contractors and Linear Scheduling.
I would do quarterly webinars at no charge for the transportation construction industry. I would record them and make them available to national construction associations and their state chapters. I would edit them and make several short podcasts.
I would consider putting my PowerPoint slide presentations on Slide Share.

Some senior lawyers do not see the value of social media. Others believe there are ethical problems with lawyers using social media for marketing. Kevin O'Keefe of LexBlog has written about both points. I urge skeptical senior lawyers to read Kevin's posts. In his November 8 post Kevin writes how social media has raised the bar for client development and in his December 30 post, Kevin includes a list of things to avoid doing that would raise ethical considerations.

Lawyers are increasingly using social media to market. It can be done efficiently, effectively and ethically. How are you using social media? How is your firm using it? How can you take some of my ideas above and use them for your practice?

Lawyer Marketing Strategy: Focus on Your Clients' Industry and Business

Cordell Parvin — Thu, 14 Jan 2010 08:01:56 -0600

Recently, I participated in a program which included a panel of three in-house lawyers. They shared many valuable things to the lawyers who attended. One point they stressed was the importance of understanding their industry and their business.

I often say if you market to everyone you market to no one. Over the years I have known many fine litigators who have told me they did not want to become "pigeon holed" into one area.

I started along the same path when I was trying to attract commercial litigation. The best moves I made were narrowing my focus and marketing efforts to construction contractors and later to the transportation construction industry. Narrowing my focus to an industry enabled me to understand the problems and opportunities and changes contractors were dealing with, know the influencers personally, get opportunities to write in industry publications and to speak at industry events. As I will share with you in a future post, I was hired to help on construction projects because I understood how they were designed and built.

Other professional services firms focus on industries. Large law firms are organized by practice groups based on the work they do and not on based on what the clients for whom they are working do. That is backward.

In my old firm I was asked to try and "cross sell" our labor and employment lawyers and environmental lawyers. Clearly this makes sense because the construction industry has lots of legal work in both those areas. None of our labor and employment or environmental lawyers understood the construction industry, much less established a reputation in the industry. They had neither written articles nor spoken at industry meetings. They had not even read construction industry publications. How could I cross-sell their services other than on blind faith in my judgment. I often thought about what we could have accomplished if one or more lawyers in those groups had focused on the construction industry.

What do you know about your clients' industry and their business? Find ways to continually learn more and you will become a more valued lawyer.

What Skills You Need to Set Yourself Apart

Cordell Parvin — Tue, 12 Jan 2010 10:00:55 -0600

I have the chance to work with outstanding lawyers. They seem to be always focused on learning. Some time ago I read a book by Josh Waitzkin titled: "The Art of Learning." Most of you probably do not recognize his name. He was portrayed in the movie: Searching for Bobby Fisher.

Have you played chess? I actually was a serious player during law school, playing almost every weekend. Like many others, I bought books and memorized every possible opening. Unlike me, when he was first learning chess, Waitzkin's coach focused on endings not openings. Waitzkin says:

Children who begin their chess education by memorizing openings tend to internalize an entity theory of intelligence. Their dialogues with teachers, parents and other children are all about results, not effort. They consider themselves winners because so far they have won. In school they focus on what comes easy to them and ignore the subjects that are harder. On the playground, they use the famous: 'I wasn't trying' after missing a shot or striking out.

These children grow up and go to law school. In law school they learn what is necessary to do well on the exams. Then they learn what is necessary to pass the bar. They are great at left brain thinking, but have not exercised the right side of their brain. As young associates in law firms they do not think beyond the assignment.

In his book "A Whole New Mind" Daniel Pink includes a chapter titled: "Symphony." He describes symphony as "the ability to put together the pieces. It is the capacity to synthesize rather than analyze; to see relationships between seemingly unrelated fields; to detect broad patterns rather than to deliver specific answers; and to invent something new by combining elements nobody else thought to pair." This is the skill I find most young lawyers need to develop.

Daniel Pink suggests that one of the best ways to develop this skill is to learn how to draw. Pink went to a class based on Betty Edwards book "Drawing on the Right Side of the Brain." It turns out that drawing classes are not about learning to draw but rather about learning to see relationships.

So, what do you want to learn in 2010? What will you do to exercise the right side of your brain? Write down a list and have fun learning new things.

Client Development On-Line Coaching

Cordell Parvin — Mon, 11 Jan 2010 10:51:01 -0600

Several months ago I wrote about client development training and programs. I shared with you that while I feel lawyers learn a great deal from workshops I do at firm retreats and other events, I believe very few lawyers actually retain very much, and even fewer actually make changes. My belief is consistent with neuroscience research, which has documented that most people have the mental capacity to focus on only one new idea at a time and that it is important to allow moments of "insights." One article worth reading is "Why Neuroscience Matters to Executives" by David Rock and Jeffrey Schwartz. They point out that during the moment of insight, the brain undergoes neural connections that enhance mental resources and overcome resistance to change.

As a result of lawyers asking, I have decided to launch an on-line client development coaching program. Several lawyers have already signed up.

Who is an Ideal Candidate for the Program: An ideal candidate is self-motivated with a burning desire to learn, get better and build a book of business.
Ideal Number of Participants in Each Coaching Group: 15-20
Structure:
1. Kick off: Lawyers begin by answering coaching questions furnished by Cordell to help him better understand the lawyer’s practice. Then Cordell does a kick-off webinar to get lawyers in the group more familiar with the program and to develop action items for the group.
2. Business Plan: Each participant will prepare a business plan for the year either using one of the templates Cordell provides or any other format he/she thinks would work more effectively. Each 90 days each participant will provide Cordell with 90 Day Action Plans. (Cordell can provide examples of actions)
3. Individual Coaching: The first coaching session is a 30-minute telephone session. Each month thereafter coaching is done on line with the participant emailing Cordell what he/she has done the last 30 days. His/her planned activities for the next 30 days, and questions to brainstorm. (Cordell can provide examples of questions). Cordell will respond by email. Every six months the coaching session will be by telephone rather than by email.
4. Group Coaching/Teaching Sessions: Each quarter Cordell will conduct a group Webinar session touching on a topic selected by the majority of the group from a list of potential topics provided by Cordell. Members of the group are encouraged to lead part or all of a group session. In the last session, Cordell will give participants ideas on how to keep building their practice.
5. Suggested Reading: Cordell will provide interested participants with suggested reading on specific topics that interest them. Cordell also has a Coaching Fan Page on Facebook where he posts links to articles, blogs and other reading material.
6. Time Commitment: Cordell suggests participants spend approximately 20 non-billable hours per month on their own development and on client development. Participants will likely spend between 1-2 hours a month participating in the program.

If you would like to learn more, contact Joyce at jflo@cordellparvin.com

Are Your Beliefs Limiting Your Success or Empowering It?

Cordell Parvin — Thu, 07 Jan 2010 07:00:41 -0600

In my last post, I used Tug McGraw’s quote: “You gotta believe” and shared with you the importance of having self-confidence. In this post I want to focus more on how your beliefs either limit your success or empower you to the take off for your success.

I am reading: Infinite Possibilities: The Art of Living Your Dreams by Mike Dooley. He talks about limiting beliefs and empowering beliefs. Limiting beliefs can hold you back. Empowering beliefs can send you through the stratosphere. Why?

Mahatma Gandhi answered the question better than I could ever say it:

Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. Your actions become your habits. Your habits become your values. Your values become your destiny.

I have known many lawyers with limiting beliefs. If you have any of these limiting beliefs, your thoughts and actions will prove you are correct. Here are examples:

I am too young and inexperienced to develop business.
There is no way I can break into the “good old boys club.”
I can’t get out from under the giant shadow cast by the senior lawyer for whom I work.
I do not have time to do all my billable work, spend time with my family and successfully work on client development.
I am not good at public speaking.
I am afraid that if I give a presentation, I will be asked a question I cannot answer.

There are many examples of empowering beliefs leading to success. In 1980, no one but the players and their coach believed the 1980 US Olympic hockey team could beat the Russian team and win the gold medal. In late 2007 and early 2008, no one but the candidate and his campaign team believed Barack Obama could win the Democratic primary over Hilary Clinton. Do you suppose the Olympic hockey team or President Obama would have been successful if they did not believe they could win?

Last summer my wife Nancy played in our club championship. She had won it several times in a row, but 2009 was different. In 2009, a young golfer who just a few years before had played on the University of Texas golf team, entered the competition. As expected, the young golfer and Nancy made it to the finals and faced each other. I am confident that most spectators expected the young golfer to win. After all, she hit her tee shots 40-50 yards further than Nancy and they were mostly in the fairway. Nancy believed she could win. Her belief became thoughts on how she would do it. She decided that if she focused on her short game (pitching, chipping and getting out of sand traps) and putted well, she could pull it off. Those thoughts became actions and on that day, Nancy’s short game and putting kept her in the match. Much to the surprise of those watching, Nancy won the match on the 18th hole.

Believing alone will not by itself make you successful, but if you believe you can't achieve something, your thoughts and actions will prove you are right. You get to choose whether your beliefs will limit your success or empower you with the platform to become the lawyer you want to be. What are your beliefs?

If You Want to be a Rainmaker, "You Gotta Believe"

Cordell Parvin — Tue, 05 Jan 2010 07:10:38 -0600

I recently read "Top Women Rainmakers Absent at Half of Large Law Firms" and was surprised to learn that 46% of the large law firms in the United States have no women in their Top 10 Rainmakers. Another third of the law firms only have one woman among their Top 10 Rainmakers. The data in the report did not explain why women are underrepresented. I know from experience that most of the reasons have nothing to do with rainmaking ability. I coach many women who have the skills to become a top rainmaker in their firm if that is what they choose as a goal.

EQ (emotional intelligence) plays a key role in becoming a rainmaker. I have intuitively believed that women generally have greater EQ (emotional intelligence) than men. I recently read in a 2001 Report that I was wrong. According to the report, women do not have greater EQ than men, they just have different EQ skills. Women are more aware, more empathetic and have better people skills. As Daniel Pink has written, these “right brain” skills are more important now than ever before. Men are more self-confident, optimistic and adaptable and handle stress better.

In my coaching I have found self confidence to be more based on age and experience than gender. Regardless, having self-confidence is incredibly important because your potential clients will make a snap decision on whether they are confident you can handle their matter. If you do not pass the “confidence inspiring” test, you will never get the chance to show you are aware, empathetic and have people skills.

So, what can you do to become more self- confidant? Here is the advice I give to the lawyers I coach:

“You gotta believe” you are the right lawyer for your potential clients. Tug McGraw coined the phrase about the 1973 underdog New York Mets and it applies to you as well. You will only be as successful as you believe you can be. When you believe you are successful and the right lawyer for your potential client, you have more energy, you exude confidence and your body language reflects that confidence.
Dress for Success and be aware of your body language. Whether you like it or not, part of the first impression you make will be based on how you are dressed and how you appear.
You don’t have to be an extrovert and life of the party to exude confidence. It is far better to be “interested” than it is to be interesting.
Decide what you really want and focus your time and energy on it. One size does not fit all. Do not compare yourself to others. You have your own unique talents, dreams and challenges. Focus your time and energy on your highest priorities.
Find someone who encourages you and whom you trust so that you can be brutally honest about who you are and how you are doing and get feedback. The better I know the lawyers whom I am coaching, the better I can identify their skills and enable them to use those skills.
Pay attention to your self-talk. Instead of saying to yourself “my problem is…” say “my opportunity is…” Instead of saying “I need to…” say “I want to…” Instead of saying “I’ll try to…” say “I will…”
Stay hungry. Keep learning and always seek to become a better lawyer and become the “go to” lawyer for your clients. If you feel you are the “go to” lawyer, your confidence will show.
Focus on the journey (actions) and the destination (bringing in business) will take care of itself.
Work on small steps that get you outside your comfort zone. Each time you make a step outside your comfort zone, you gain confidence.
Practice, practice, practice speaking in public and one-on-one. Have someone video tape you and get feedback on your body language.
Be patient and persistent. Making rain takes time.
Avoid distractions.

One final thought: Self-doubt is natural and it can be actually be healthy. I have had it my entire career. I used it to motivate me to be a better lawyer. You should also.

2010 Planning: Begin at 50,000 Feet

Cordell Parvin — Wed, 30 Dec 2009 08:05:21 -0600

This is the last in my series on how lawyers I coach are planning for 2010. As you will see below, Kevin O'Neill uses David Allen's Getting Things Done approach.

Through my work with Cordell, I am a big fan of the Getting Things Done (GTD) series of books by David Allen, and they are very helpful in the process of developing my business plan. The GTD principles compare your planning and implementation to an aviation system with different altitudes from “runway” duties (the literal next step tasks needed to move the project forward) to the 50,000 foot-level where you are focused on the mission and vision for your life. I’ve adapted the GTD principles to my own needs in developing long-term goals and objectives of which a business plan is just one element.

So working down from 50,000 feet, begin by understanding who you want to be and what you want to become. My vision and guiding principles have been in place for 15 years and will remain the focus for who I want to be professionally and personally. If you don’t have the vision and principles in place, planning for the year will be difficult to conceive and implement.

The next level down (40,000 feet) define your roles in daily life. For me, those 2010 roles are Husband, Father, Friend, Self, Citizen, Attorney, Manager, Leader and the nature of each of those roles are evolving over time. That’s true at work where my roles as Attorney, Manager, and Leader in 2010 are fundamentally different than what they were in 2008. It’s true outside of work as well because what my wife, children, and friends need in 2010 is not what I gave them in 2008. You must spend some time thinking about what you would define as success for each of these roles in 2010. You also must consider how you are going to allocate the 8,760 hours you have in a year between these roles because we know the hours spent succeeding as “Attorney” often come out of the time we wish we had for “Father” or “Friend.” My final “business” plan for 2010 will have a page for items related to “personal issues” to go with a page on purely “business issues.” I don’t necessarily share the personal goals/plan with the folks at work but having the personal documented along with the professional makes it easier to make sure work won’t swallow my real life over time. Also, that’s the part where discussion with your significant other is key – you can’t have support for a plan that’s not shared and accepted.

At 30,000 feet are your multi-year goals - these are the mileposts to making your long-term vision a reality. For lawyers, we have lots of multi-year goals we are working towards: make partner, make equity partner, have a book of business worth $x, write a book on my topic of expertise, etc. Your personal life is full of those goals as well: Get married, have children, send your parents on vacation to Europe, buy a home, retire with $x in the bank, etc. Do you have these goals on paper somewhere? They don’t have to be in your 2010 business plan but they should exist on paper somewhere even if you have to write them as part of this year’s business plan development process. Are there elements of your work/personal plans for 2010 that you can point to and say “this is helping me reach the multi-year goal of [fill in the blank]?”

Lower down, at 20,000 feet, you have the various publics to whom you are responsible: clients, partners and colleagues at work, family, friends, your church, and yourself at home. There’s lots of turbulence at this level because the needs of these people are ever-changing and that alters your obligations to them. Do you know who is being served by each of the goals in your business plan? Professionally, what are your clients expecting you to do in 2010 that they would define as success and is that in your plan? In my 2010 business plan, every client I currently have could read the plan, point to a specific bullet and say “That’s what you are trying to do for me next year” yet only about 25% of the bullets in the business part of the plan are specifically focused on current client goals.

At 10,000 feet, you have projects, defined broadly as anything requiring more than one step to accomplish. Most clients will have lots of projects over the course of a year (Ex: association conference where I will speak, legal memo that needs to be researched and written, etc.) but none of those projects are likely to be something you want in a business plan. The same is true with the “runway” or next-step tasks needed to move forward on various projects. Yes, you are going to have to implement your business plan via projects and tasks but that level of detail is for a project/task list not a business plan. Keep the plan focused on measuring success for the coming year and how that success will help you achieve longer-term personal and professional goals.

In developing my plan, I try to follow a few rules:

Be specific, measurable and attainable – Say you want to bring in a specific amount of new business to the firm in 2010 rather than saying “I want more clients.” Virtually every bullet point in my business plan can be reviewed in a year and a “Yes” or “No” answer given for whether or not I achieved the goal.
Stretch goals should be evident – Yes, I want my goals to be attainable but many of them should also be currently beyond my grasp. If I set a goal to get $X in new business, which is double my best year, and I only get 80% of $X, I will be pleased with the result and will still have grown from the failure of falling short.
Don’t plan to last year – The economic turmoil should be all the evidence you need to know you can’t count on last year being like next year. Much of your plan’s ambitions should be focused on the new and improved, on growing your expertise, on building your reputation for clients and colleagues.
Focus on doing what only you must do – In order to free up time to do the new things and grow your practice to meet your plan’s goals, you have to give up much of what you did in the past. Especially as you grow professionally, you have to look for opportunities to say “My responsibility here is to see that the project or task is done but I don’t have to do it myself to fulfill that responsibility.”
Helping others will always help you – Just as your plan should include something your clients could point to and say “that’s what you are doing for me this year,” your teammates should be able to read your plan and see the same thing for them. If you are a partner, what does your plan say about supporting the next generation of talent at your firm or your partners as they try to reach their goals? Does your plan support your practice group’s goals or the firm’s goals? You want the best talent at your firm working with you so you can achieve your goals. If you are spending time focused on “only what you can do” you are naturally pushing down work that helps those working with you grow. If you are advising others on how to meet their own professional goals, you will be building the network and culture needed for your own success. Make helping others achieve their goals part of your plan.
Don’t be afraid to share – A plan that only you see is one you aren’t committed to achieving. If your department head or managing partner is not aware of your goals and ambitions, how can she evaluate your past efforts fairly and how can she support you in 2010 as you try to grow? Has your significant other reviewed the plan and laughed, groaned, or offered input? Has your mentor or good friend who can push you looked at the plan and offered suggestions?

In the end, what I have is a series of documents: one page that expresses my vision/mission statements, my core values and the adjectives I would hope others would use to describe me in their daily interactions with me. This document is more than a decade old. I have a set of long-term goals (5 years or longer) on a page and for almost 20 years I’ve had what is now commonly called a “bucket list” of about 100 life experiences I am pursuing (Ex: work took me to China last year and allowed me to check off the goal of standing on the Great Wall). My “business plan for 2010” is two pages – one for work goals and one for personal goals - and is below those bigger picture items listed above. The business plan is just the 2010 steps towards a longer-term vision. A paycheck won’t motivate me as well as the knowledge that what I’m doing today is a building block for the future I want.

2010 Planning: Organize into Categories of Your Life

Cordell Parvin — Mon, 28 Dec 2009 08:57:42 -0600

During December I am focusing on Planning for 2010 and including ideas from lawyers I coach.

Tricia DeLeon is a partner in the Dallas Bracewell Giuliani office. I have been working with her the last several months. As you will see below, her planning focuses on her life priorities.

I am preparing my 2010 business plan by listing my big goals and then thinking about what small steps I can do each quarter to achieve my goals. I like Cordell's approach of organizing and dividing my business plan into several categories. My plan will include 7 categories: (1) Spiritual; (2) Family; (3) Mental/Personal Growth; (4) Firm/Professional Development; (5) Physical; (6) Fun; and, (7) Financial. I will have a few big goals listed under each category that I hope to accomplish in 2010. Some of the categories I've selected may not seem relevant to a "business" plan, but for me to succeed in my profession, I also have to achieve balance and growth in other areas of my life.

This year I'm also thinking about who can help me and keep me accountable for achieving my goals. For instance, I want to run at least half of the San Diego marathon on June 6, 2010. To accomplish this, we've organized a group of 9 women from our office who are committed to running the full marathon. We have a training schedule that will begin in January. In addition to our individual training, we plan to run together on Saturday mornings. If I have a friend or group working with me to achieve a goal, the more likely I am to do it. And, similar to the training schedule for the marathon, I hope to take small, consistent steps toward accomplishing my big goals in all 7 categories for 2010.

2010 Planning: Planning with Your Husband/Wife

Cordell Parvin — Tue, 22 Dec 2009 08:22:06 -0600

During December I have focused on planning for 2010 and shared ideas from lawyers I coach. Staci Riordan is a Fashion Law lawyer I coach with Fox Rothschild's Los Angeles office. In a future blog post I will share with you some of the innovative ways Staci is using social media. Here is Staci's approach to planning for 2010.

I printed out copies of my most recent business plan, which I did in August 2009 when we started working together. I also printed out copies of my first two sets of 90 day goals we did together. I was pleased to see that I have been regularly accomplishing my short-term goals, probably because I kept them small and manageable and am making progress towards my long term goals. The one item on my list I am most proud of accomplishing is launching my fashion law blog. I am spending a great deal of time on this so I realized I needed to revise my business plan to account for this new activity.

While working on my plan at home later that week, my husband came into the room. A light bulb went off in my head. I asked him to sit down with me and review my plan for feedback and suggestions. Because my job is important to help support our family, I thought it was important to share my goals and dreams with him, and my plan for accomplishing them. It was also a great tool in helping him understand how I spend my time when I am not at home with the family. Planning together this way led to a wonderful discussion and has brought us closer. Also, we did his plan next (which is a first for his personal training business - see www.mytrainingtime.com). I proud to say that he is considering launching a blog too! So not only has making a plan helped my professional life, but it is working well for my home-life as well. I am always taking about what Cordell says and I think Chris feels like he knows him by now. We read many of the same books (Chris is reading Crush It! and I am reading Who's Got Your Back) and discuss the parts we like best. It is a nice to be able to share this with your spouse, even when we work in two very different jobs.

As I look towards 2010, I hope to continue to grow my practice through speaking engagements, branding, social media and old fashion networking as well as providing outstanding legal services for my clients. I am not a patient person so I constantly struggle with the rational concept that takes time to build a practice. I also tend to focus on the trees and forget to look up at the forest. At this time of year, it is nice to reflect on what you do, how you do it and who you do it with. I am thankful that I work at a job that I love and able to work with clients that I actually like. I am passionate about the fashion industry and am grateful my firm believed in me enough to encourage me and provide with the support needed to launch this unique practice area.

2010 Planning: Reviewing Last Year and Looking to Improve Next Year

Cordell Parvin — Thu, 17 Dec 2009 09:22:44 -0600

I am continuing to post ideas lawyers I coach are using to prepare their 2010 plan.

Jodi McDougall, a partner with Cozen O'Connor in their Seattle, office recently shared her approach with me:

I'm planning for next year by first reviewing this past year. I'm going through my goals from last year and seeing what I've achieved as well as what I didn't. For those goals I achieved, I give myself a pat on the back, or better yet a few hours at the spa. I also look around me and see those who helped me to achieve my goals. For example, my parents who are always there to step in and love my kids when my husband and I accidentally schedule a deposition the same day. I express my thanks through a note, a kind gesture or a gift. I let them know that I recognize their contributions to my success.

I also look to last year's achievements and determine what I want to do again and how to improve on those goals. For example, with two small children I had stopped taking time for exercise, thinking I didn't have time for such luxuries. Cordell reminded me that successful people take good care of themselves. Last year, I ran a half marathon in June. This year my goal is to run at least two half marathons. I'm already signed up for one!

For those goals I didn't reach, I try to figure out why I fell short and either set the goal again or adjust it to make it more reasonable and achievable. I remind myself of how good it feels to achieve the goals I set and give myself a fresh start and let go of my past shortcoming.

Finally, I will take some time at the end of the year to relax and enjoy my family. I recharge my batteries so that I will be ready to go when January 1, 2010 rolls around.