Business development is definitely not a seasonal game but you can make it one. Using the concept of Periodization, you can turn a year-long hurdle into 12-week sprints. Here’s how it works in this excerpt from my new book, The World Class Rainmaker’s Guide to Raising the Bar In Your Law Practice that will be out in September.

Make the shift from annual to seasonal

In their books, Periodization: 12 Weeks to Breakthrough and The 12 Week Year, Brian Moran and Michael Lennington tell us, “It’s not what you know; it’s not even who you know; it’s what you implement that counts.”

To implement your business development goals, you have to shift your thinking, away from a seemingly endless year where there is plenty of time, to a narrower focus that reinvents what a year could look like. In other words, to turn it into a series of seasons.

Authors Brian Moran and Michael Lennington have created a system they call Strategic Breakthroughs. The Strategic Breakthroughs process is a structured approach that fundamentally changes the way you think and act. By creating urgency around those critical few activities that drive a healthy and successful law practice, you will be executing those core activities daily and weekly at a pace that is sufficient to reach your long-term goals.

Periodization throws out the idea of annualized plans. A year becomes a 12-week period. The year-end push we all succumb to, therefore, disappears. There is no year-end. There are no quarters. There is only this 12-week period.

Under an annualized planning process, you can afford a week or more here and there, where you don’t execute or hit your target. But under a 12-week system, your wiggle room for bad weeks virtually disappears. How many bad weeks can you have in a 12-week period and still hit your goal? And, as Moran and Lennington say, “If you can't afford a bad week, then each day of the week automatically becomes more important.” Periodization narrows the focus to daily and weekly, which is where execution occurs. The periodization process asks you to really drill down to what is most important in achieving your goals, and to do those things first.

I love that idea and have found it to be an exceptionally effective method to consistently achieve results. Three things have to happen, however, for the process to work for you.

1. You must change your mind about time.
2. You must orient your plan around principles and disciplines that are aligned with the achievement of your objectives. 
3. You must be willing to take the actions you need to take, even when you don’t feel like it.

As you approach the planning process, remember that only you can decide your degree of commitment. That commitment will be measured by the results you obtain.

If the periodization process appeals to you, and you would like to use it to change your results right now, visit the Strategic Breakthroughs website at 12weekyear.com. You will find a web-based program that will help you divide your goals into 12-week and one-week segments. You will even be sent a message each week, reminding you of what you said you wanted to accomplish. Your results will be based on the concept that, if you achieve 85 percent of each week’s goals you will achieve your overall goals. This last point is an important one. Accountability is a critical part of your goal planning exercise. Whether it is through a web-based program or working with a partner or coach, a regularly scheduled system of accountability will keep you energized and moving forward. 

Until next time,

Robin

Contrary to what you might believe, your administrative professionals are not panting for flowers, candy and a nice lunch. What they really want is to be a recognized part of the firm’s success. 

Where would you be right now without the organization, dedication and know-how of the administrative staff that supports your success?

What are you doing to support their success?

In my Super Rainmaker Coaching Programs, I talk about ways to increase bandwidth to achieve world class rainmaking goals. One of the best ways to increase your efficiency and productivity is to look for ways to involve your admin staff in activities that will free you up to make more rain. They will appreciate your faith in them and you will learn a valuable lesson in delegation. Now, I'm not saying that the best gift you can give to your admin staff during Administrative Professionals Week is to load them up with more work. What I do mean is that you can and should look for ways to involve them more in the work you do and recognize them for it.

You might be interested to know what administrative professionals say they really want, even though their wants and needs very seldom translate into what firms and individuals do to recognize them.

The International Association of Administrative Professionals (IAAP) suggests that you consider these ideas:

• Hold a firm-wide observance or special event for administrative staff, such as a presentation by a professional development speaker, or a group recognition of administrative professionals by the managing partner.

• Provide registration for a professional development seminar to build the individual’s technical, interpersonal or business skills.

• Support membership in appropriate networking and professional associations.

• Encourage study for and attainment of professional certification.

Additional gift suggestions include appropriate business-related items (an iPhone or iPad might be nice) or a monetary bonus for exemplary performance. Just be sure that it’s something that is really wanted. By the way, candy, flowers and lunches? They were dead last on the list of what admin professionals want most.

If you are muttering to yourself, “Why should I bother?” As Managing Partner, Office Managing Partner, Practice Team Leader and/or your firm's biggest rainmaker, it is up to you to set the tone for your practice and let people know what they mean to not just your success but to the firm's success as well. Don't dare to miss this opportunity or it will be at your own risk for you will be branded for the next 12 months as selfish, and lacking in appreciation and respect for the important work your administrative staff provides.

Am I being too hard on you? Maybe you don’t fall into the category of uncaring oaf. But, believe me, I have heard too many horror stories from shocked, disappointed and under-appreciated support staff to think these things don’t happen. They do, and these incidents are contributing factors to attrition, overall low productivity and depleted morale. No one wants to feel their work is of so little value that a carelessly selected card, generally chosen by someone else and tossed on the desk, is enough to keep them motivated throughout the year. Bah! The truth is, your firm’s gift or recognition may not always hit the mark. Your administrative staff wants to know that the person for whom they work diligently all year (that would be you) cares about them.

Here’s an idea that costs nothing but can mean everything -- a hand-written note! Add to your recognition strategy a hand-written note that is heart-felt and expresses your sincere appreciation and gratitude. It makes a brilliant finishing touch.

And, just because there is one “official” week or day set aside to recognize your administrative staff, you don’t have to limit yourself. There are many opportunities throughout the year to recognize your admins. Build reminders into your calendar for service anniversaries, birthdays and other important milestones, just as you would your planned business development activities or other important commitments. Remembering these events will help create a working environment that inspires loyalty and commitment.

Now that I’ve laid the groundwork for you to seize the moment when it presents itself to recognize your administrative professionals, let me plant the most important seed. You have an amazing resource sitting (usually) right outside your door. How can you better leverage that resource to benefit you both? 

Until next time,

Robin

P.S. You can find more on world class rainmaking in my new book, The World Class Rainmaker's Guide to Raising the Bar in Your Law Practice due for release in Summer, 2012.

Marry in haste. Repent at leisure.

I was speaking to a Managing Partner client recently. He was covered over with new and old business and breaking in a new assistant. He was worried, though. In a hurry to replace his last admin, he jumped at the chance to hire an experienced replacement. Now he was wondering if he had made the right decision. 

The price of a bad hire is enormous.

It costs time, money and often the good will of clients and colleagues as things start to go terribly wrong.

As your firm's leader, others look to your example for how to hire right so follow four simple steps. 

1. Know what you are looking for. Often the problem starts with a lack of understanding of the true requirements of the job. Sure, law firm experience is good but that's not enough. You must dig deep to uncover what special skills and abilities will be a perfect fit with your working style and goals. If you have an HR department, ask them to help you figure it out. (They probably know you better than you do from the problems laid at their door.)
2. Learn how to interview. You may be a great litigator or excel in your specialty but if turnover in your office is high, you just might need to do a better job of reading the tea leaves. 
3. Take the time to do it right. Don't fall in love with a candidate before s(he) has been thoroughly vetted using the criteria you established in Step 1. It will save you time in the long run.
4. Take action quickly to correct a mistake. Even though it is a tough thing to do, don't wait too long to correct a hiring decision that is not working out. The right person is key to your success.

Until next time,

Robin

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Two clients have recently and suddenly lost a parent and I am very sorry for their loss. Life's unexpectedness can be a great shock but may be a great gift, too, coming to remind us of what is really important.

While work can become a refuge from the pain of loss, don’t make it the only work you do. There is time enough to get back in the saddle. 

Life is short. Take time to enjoy it with the people you care most about. It will make you better at everything else, business development included!

Until next time,

Robin

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As an Office Managing Partner, you may feel far removed from the day-to-day requirements of making rain. It's often much easier to put that part of your responsibilities at the bottom of your to-do list, assuming it even makes the list. But you are the leader and leading by example will help your whole team meet its individual and collective goals.

It's never too late to get back in the game.

Motivation and inspiration are at the heart of a re-booted rainmaking effort. "Motivation and inspiration energize people," says Harvard Business School professor and authority on leadership and change, John P. Kotter. "Satisfying the need for achievement, sense of belonging, recognition, self-esteem, a feeling of control over one's life and the ability to live up to one's ideals, elicit a powerful response," he says. Motivation and inspiration start with communicating a clear (and optimistic) vision for the future and setting doable goals. (Here comes that written plan again.)

Who is an ideal potential new client?

What is your plan for developing those relationships?

It’s a fact!

People who set goals and have a written business development plan outperform those who don’t—even in a down economy. The secret lies in asking yourself the right questions, writing down your answers and following through with your commitments.

If you haven’t proven this to yourself yet or you know it works but need a jolt to get you going, this is your chance to get a Jump Start on making more rain in 2012. Based on the system I use with my clients at the beginning of each year, I am pleased to share this planner with you.

Until next time,

Robin

~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~  

Raising the Bar

2012 Rainmaker Jump Start Planner For Professionals

Instructions

This fill-in-the-blank exercise should take a half hour (or less) to complete.

(If you would like a Word version of the form, email me at rhensley@raisingthebar.com)

1. I will complete this form within ___________ days. (I suggest that your goal be within 7 days. Pend this on your calendar now to check yourself in 7 days. RTB will even send you a reminder in 7 days to remind you of your commitment to yourself.  Note:  If you have not completed this form by then, you just may need a coach J or a partner to hold you accountable so that you will complete the form and review it at least weekly.)

2. My three primary target clients for this year are:   

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

3. For each most important prospective or existing client fill in the following:

• I will meet with (prospective client/existing client) ______________________ by (date)  ________________ for the purpose of ____________________________.

• I will do research on (prospective client/existing client) by _____________ (date).

• The three most important needs of this person are:

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

• I will ask the following questions of this person during my meeting:

 __________________________________________________________________________? 

 __________________________________________________________________________?

4. The advances I will work toward during phone calls or meetings are:

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

5. I will ask _________________, my primary contact at _______________ (client firm), to introduce me to two new people who work for that same client firm.  (This is designed to expand your contacts with an existing client.)

6. I will reduce my reliance on __________________ (client) from ____ percent of my revenues down to _______ percent.

7. I will conduct ______ (number) client satisfaction interviews with my clients this year.  I will start with clients (list at least three) ___________, ____________, and ____________ in the first quarter; and (list at least two) ________________ and ______________in the second quarter. I will do these in person.

8. I will meet with  _____ (number) prospective clients this quarter.  These are people I know, but for whom I am not doing any business.

9. I will devote ____ hours to marketing and business development each week of this year.  I will diligently keep track of the time I invest in this area.

10.  I will meet with _________ (number) people in my network each quarter of this year.  I will start by meeting with ______________, _________________, and _____________.

11.  I will meet with   _____ (number) of my partners each quarter of this year.  I will start by meeting with __________ by February 1, ____________ by February 15, and ________________ by March 1, etc.

12.  I will meet or speak with ____ (number) referral sources each quarter of this year.  I will start by calling _________________ by January 30.  The questions I will ask are:

_________________________________________________________________________?

_________________________________________________________________________?  

_________________________________________________________________________?

13.  I will write ____ articles this year and place them in publications that my clients read.  My target publications are ______________________ and _____________________.

14.  I will speak ___ times during the year at industry or trade conferences where my prospective clients congregate.  (Related questions:  Where am I currently scheduled to speak and on what dates?  How do I get on the agenda for those conferences?  Do I know the name of the chair of the speakers committee?  If not, can one of my clients or partners make an introduction or sponsor me as a speaker?)

15.  I will learn the following new skills this year that will increase my value to the market.  (For instance, I will learn about capital funding in the biotech field to better serve the needs of my environmental clients.  I will learn how to use LinkedIn so I can better communicate with my referral sources.)

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

16.  I will call dormant clients ______________ and _______________ by _______(date) to ask them if they would like to receive the firm newsletter; or ask them to join a group/organization or speak to a group to which I belong. 

17.  My accountability partner to achieve the above is ____________________________.

We will talk by phone at _____________ a.m./p/m. each _____________(choose a day of the week).

We'll be back in January with our annual Jump Start Program to help you make 2012 your best year yet. 

Until then,

Robin

Have a joyous Thanksgiving Holiday.

Robin

~~~~~~~~~

An interesting tidbit: The top turkey-eating country in the world is Israel, at 11.5 kg per person every year as compared to the United States at 7.7 kg per person.

Tomorrow afternoon many, if not most of citizens of this great nation, will sit at their tables enjoying a festive and bountiful meal with family and/ or friends. While the classic Norman Rockwell painting of a traditional Thanksgiving is probably more reflective of the exception rather than the rule (particularly in an age of tremendous national mobility and changing familial patterns), when we picture Thanksgiving in our minds a picture develops that focuses on the elements of family, friends, food, and football.

There is, however, also a dark side to Thanksgiving. There is the over indulgence of too much food and the waste that comes from far too many leftovers. There is the celebration of the holiday without even taking a moment to reflect on the countless blessings we have as residents of the great country. There are the full tables of family and friends dining together even though we know there are many, even within the Jewish community, who can barely keep their utilities on, let alone eat a full meal.

The folklore of Thanksgiving teaches that the Native Americans and Pilgrims came together to share of their bounty. This is a lesson that can resonate today. As residents of this United States of America have a special and unique obligation to share our bounty and our blessings. Whether we invite one in need to our Thanksgiving meal, or we commit ourselves to share through our financial support or volunteer time, Thanksgiving can only truly become a time of giving thanks when we give.

On this Thanksgiving holiday, let each of us take a moment before we slice into that succulent piece of turkey covered in gravy and cranberry sauce to reflect on the many blessings in our lives. Even though we may not have everything we desire or need, when we look around the world it does not take much to recognize how truly fortunate and blessed we are.

Have a wonderful and joyous Thanksgiving holiday.

Rabbi Louis Feldstein

Thank you to the New York Law Journal for helping us shine a light on the numerous and daunting challenges OMPs face in staying motivated and on course in today's environment while still making it rain. "Firms can't just rely on reputation and referrals, anymore. They have to make business development a priority and help their team hone client development and management skills," says David Schaefer, New York Office Managing Partner at Loeb & Loeb LLP.

The good news is that it is never too late to get back in the game. Read the full article, "Making It Rain: How to Develop and Motivate Office Managing Partners" here but hurry, it will be posted for today only.

Until next time,

Robin

Three keys to improved results

A focus on business development and business management and productivity is the best way to produce results that will be felt throughout the firm. For practice leaders charged with increasing their firm's profit picture, rainmaking is often pushed to the back of a long list of to-do's, especially now with an economy that is forcing everyone to do more with less. The good news is that coaching has proven to produce one of the highest returns on dollars invested of all marketing tactics implemented by professional service firms.  

Custom super rainmaker programs are tailored to fit

Raising the Bar's new Super Rainmaker programs for law and accounting firms are designed to increase office and originating revenues, improve productivity and maximize management effectiveness. These custom one-on-one Super Rainmaker Coaching Programs for Managing Partners, Office Managing Partners, Practice Team Leaders and Super Rainmakers are delivered over 18 months. Firm profitability leaders will learn how to more effectively increase office revenues while also increasing their firm’s originating revenues, by bringing in business and handing it off. Increased efficiency and productivity, improved business management skills and an emphasis on achieving both business and personal goals will re-energize their work life.

Core programs remain

In addition to our new programs, Raising the Bar will continue to offer its core personal business development coaching programs to lawyers and CPAs who seek to manage their non-billable time to more effortlessly build their book of business, position themselves for advancement and finally feel good about marketing. 

If you'd like to learn more about these programs, email me at info@raisingthebar.com.

Until next time,

Robin

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