1. Client File Protocols: Your clients may assume that you keep their files for ever and ever. Are they right about that? Whatever your document management system is, let your clients know how their files are stored and how long they are retained. If you are still using boxes in the basement, you might want to move to an electronic document system. Here's a simple twist on document storage. Return client files, after an appropriate timeframe, on a branded, encrypted thumb drive or let your clients download their files from a branded and secure collaboration portal. 
2. Regular Client Communications: Are you only talking to your clients when you need to? That's a common and costly mistake. Regular communication at scheduled intervals keeps the relationship with your clients fresh. Call or email? A call breaks through the clutter but a hand-written note can do the same. (I'm a big fan of hand written notes. You can learn more about strategies for using them in my new book, Raising the Bar: A 10 Step Guide to World Class Rainmaking, coming later this month.) For a twist on typical client communications, skip the talk about business and just chat about common interests like sports, hobbies, travel, food or other topics you share a passion for.
3. Teams: Do your clients know who works on their matters? Invite your clients to the office, give them a chance to meet the team and explain how each team member supports their work. Give your clients a chance to interact with the people that work on their business. If yours is a virtual practice, then video conferencing can accomplish the same thing. What's the twist? Make each team member become memorable by using a self-stick name badge with a first name and a tag line that represents what that person is known for. Example: John - Bulldog on case law or Jane - Tax Geek.
4. Referrals: A successful practice is built on referrals yet many attorneys don't ask for them. Perhaps they think it's gauche to request a referral but your client may assume that your practice is full and you don't want or need referrals--if you don't ask for them. Referrals really are the easiest marketing you can do. That's because someone else is selling for you based on the groundwork you have laid. A simple twist on asking for referrals is creating a template clients can use to recommend your services to others. They'll know exactly what to say. It' a win-win. (This is the system I use. If you'd like to see a sample, email me with "Sample Referral Template" in the subject line.)

Communication, handled correctly, is a low-budget, easy to accomplish strategy that can do exactly what you want it to do--help your clients know, like and trust you. 

Until next time,

Robin

Every year at about this time, I let you know that Administrative Professionals Day is approaching so you can take time to plan a memorable day for the people on your staff that make your success possible.

This year I took a look online to see what others are saying about how to celebrate the day. Not surprisingly, a gift of money was almost universally thought to be best. Money translated to cash, gift cards or paid time off that doesn't count against vacation or sick days. One poster took a different direction, suggesting that after lunch, provided by the firm of course, that their admins have permission to decline any work they do not care to do. (I can just imagine how that would go over with the partners and associates.) To make the day and the week a winner, think beyond dollars, cents and "No."

Give the gift of trust

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 (a smartphone or tablet 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: Raising the Bar in Your Law Practice

Here are ten ways to tell if your hot prospect may be a bad fit for your firm.

1. They ask for concessions on your fees because they can't afford you. If the prospect can't afford you, then yours is not the right firm. Be prepared to refer clients with limited means to colleagues that can work within their budget.
2. They complain that other firms they've worked with have never measured up. Will yours be the one that does? Chronic complainers are hard to please. It's time to run in the other direction.
3. They offer you a boatload of referrals in exchange for lower fees. If you say yes, the chances are good that you will never see enough referrals to make up for the fees you won't be receiving. And, it's likely those referrals will expect the same deal. Ouch!
4. They disappear until they need you, then have a crisis that demands you start work right now. You've been trying to close them on your firm, spent hours following up, waiting by the phone to finally get an answer then, presto, they want you to drop everything. A client that comes in on a crisis might just be a crisis every time. (Your call on this one but...)
5. They want to interview three or more clients in their same industry about similar work you have done for those clients. References are great and clients should ask for and get them. But, if the client needs more and more reassurance about the quality of your work, they may be so focused on the details that it will be very difficult to manage their expectations.
6. They ask you to do work outside your practice specialty and your passion. That's OK if it's work you would like to do. However, working outside your specialty can generate more of the same business so take care that saying yes could open the door to work you neither want or enjoy.
7. They want you to start work without a signed contract and a deposit check. They don't have time to pay you? What's next?
8. They expand the scope of work expecting your fee to remain as proposed. Uh oh! I think you already know where this is going. 
9. They ask you to keep your calendar open for their matter but are unwilling to make a formal commitment. Wishful thinking can keep you hoping that you will make the close but a client that won't commit is going to have difficulty making important decisions as they relate to the matters they will bring you, if and when they every commit.
10. They ask to meet with you over and over before making a commitment. Sounds like they are looking for free advice. Is that how it sounds to you?

Not every prospect makes a good client. Tying up your time and talent with the wrong client, even when prospects are thin, doesn't make sense in the long run. (It is good for my practice, however since you'll be calling me for a strategy on exiting that client from your roster.) The answer is simple. The more prospects you have in your pipeline, the better able you will be to say no to those that are not a good fit.

With thanks to C. J. Hayden, MCC for suggesting this topic in her article, "Prospects You Don't Want As Clients."

Until next time,

Robin

If you are not spending at least some time learning more about your best clients (and those you would like to move into your "best client" category), then you deserve to lose them when your competitor takes the time to do what you're not doing.

Cultivate Questions

How can you learn more about your best clients? Charlie Miller and Ronna Cross of Patton Boggs LLP in Washington, D.C. suggest ten categories for mining your queries.

1. Annual Reports: What would you like to know more about? How could the answer help you develop more business?
2. News Stories & Press Releases: Lots of fodder here for more info. 
3. Competitors: Who are they and how are they differentiated from your client?
4. Industry/Association Notable Events: For example, what's going on in their industry or association that could impact on their future?
5. Growth Opportunities: What is their strategic plan for the next one to five years? How will they assure the results they are targeting? (HINT: Your opportunity for more work could be hidden in their answers.)
6. Regrets: What do they wish they had done differently in their business or wish they could do over?
7. Legislation & Regulation: How will pending changes in the law affect their business? (HINT: Check the headlines for issues that might suggest specific questions.)
8. Business & Personal Goals: How can you help them achieve their most important goals? Who might you introduce them to? What resources might you have that could support their objectives?
9. Reading: What are they reading? What subjects interest them? What industry pubs are must-reads? (HINT: Start reading those pubs right now!)
10. Meetings & Events: What are the not-to-be-missed meetings and events they attend. (HINT: Do I even need to say?)

Turn to social media first

I encourage clients to turn to social media first for information that will suggest connecting points.

• LinkedIn: Look for where your clients and targets went to school, what teams they might support, charitable organizations and boards that are close to their hearts, hobbies and interests they persue. It's all right there in front of you. (Did you know I enjoy motorcycling?) Note what groups they belong to and make a point of joining those groups and posting comments to begin establishing a connection. 
• Twitter: Follow who your targets follow. Tweet when it's appropriate. 
• Facebook: Does your target's company have a Facebook page? Don't know? Better find out!
• Newsletters & Blogs: Does your target's company publish a newsletter or blog? What are they talking about? What could you add to the conversation?

Let your curiosity lead you.

Still stuck? Let your curiosity lead the way. 

Until next time,

Robin

• Their billable hours don't match their peers.
• Their clients are never quite satisfied with the results.
• Their practice doesn't sustain itself. They're not bringing new clients or matters into the firm.
• They can't or won't adapt to a changing marketplace.
• They are tired, burned-out or just plain bored.

Time to clean house?

While that collection of symptoms may be pointing towards separation, unless you have approached the problem with something other than a stern talking to with the concomitant threat of job loss, you may be missing a great performer who just doesn't know how to get with the program.

Why not give it one more try?

Your underperforming partner may just need a break to get renergized. Or, he or she may need the assistance of a professional who can help focus efforts where they will do the most good. A Business Development coach is one very good option. I've seen miracles occur when the partner is willing to work new strategies and build new habits. Professional organizers are another good example of help that can get the partner back in control of billable time and work product. 

Allow enough time for change to occur but not so much that there's no incentive to change

In my experience, firms dealing with under-performing partners typically give that individual a year to turn things around. It doesn't have to be a year in every situation, but it does have to be a reasonable amount of time to allow for change to occur. 

What if nothing or not enough happens?

Well, now it may be time to say good bye. Here are a few ways you can help the individual make a graceful exit and transition into the next phase of her or her career, whatever that may be.

• Provide a minimum of six months of outplacement services in the form of one-on-one legal career coaching.
• Provide office space, support staff, email, and voice mail so they can appear to be employed while they are looking for their next opportunity.
• Establish a reasonable timeline for supporting their job search efforts.

Look for and address warning signs early

Disengaging from an underperforming partner can be a gut-wrenching experience and one that only gets worse the longer the inevitable is delayed. Take stock now and be prepared to offer resources for reversing what looks like it could be a trend. It will save you time and money in the long run.

Until next time,

Robin

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 2013. 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

2013 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 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 2013 your best year yet. 

Until then,

Robin

Yes?

Congratulations! That's terrific.

Wait.

Did I hear you say, "No?" 

One of the best things about a New Year is exactly that. And, assuming we all survive the end of the Mayan calendar on the 21st, then we all get another chance to set goals and achieve them.

If your business development wasn't all you wanted it to be, now is the time to commit to changing your approach. There are five areas to assess as you look at your 2012 numbers.

• Your attitude about business development: Do you love it, hate it or just live with it?
• Your willingness to plan: Do you have a plan, work your plan or figure just winging it is good enough?
• Your regular use of common marketing and public relations tools: Does your firm (or you) advertise, publish a newsletter, sponsor events, use press releases and direct mail, blog and/or use social media?
• Your personal visibility campaign: Do you write articles, give presentations, participate in panel discussions or other opportunities to be in the spotlight?
• Your networking: Is your participation in professional or trade associations, conferences and association meetings all it could be?

As I do at the beginning of every New Year, the January edition of the Raising the Bar blog will focus on jump-starting your business development plans. Be on the lookout for it.

In the meantime, all the best for a happy holiday season.

Robin

A Powerful Read for Every Attorney, CPA and Professional Service Provider

From setting goals that get results to igniting old relationships and building successful new ones, "The World Class Rainmaker" shows you how to position your professional practice to make more rain.

Starting with how to make a plan and actually achieve it, I guide you through ten strategies for increasing your efficiency and productivity, leveraging your firm's time and talent and re-energizing your work life. My colleague and co-author, Attorney Lance LoRusso, Principal, LoRusso Law Firm seamlessly guides you through the legal and ethical considerations of these strategies as they affect business-building in your practice.

Topics include:

• Setting realistic goals
• Compressing time to do what needs to be done 
• Increasing the quantity of the work that really matters
• Maximizing old and new relationships
• Taking time off to refresh and renew

And much more...

John Ruskin said, "What we think, or what we know, or what we believe is, in the end of little consequence. The only consequence is what we do."

Whether you are an old hand at marketing and building your practice or brand new to rainmaking, Lance and I show you how to do what needs to be done to take your practice to the next level.

Lance and I are pleased to announce that "The World Class Rainmaker" is now available in both soft cover and an eBook edition.

Click the link to order the Print Edition: US$29.95 plus $4.95 S&H (International Shipping varies) (PayPal account not required for purchase.)

Click the appropriate link to order the eBook Edition: US$9.95 available for Kindle (Type: The World Class Rainmaker in the Search Box on amazon.com), Nook at barnesandnoble.com and coming soon to iBook.

Lance and I wish you a Happy Thanksgiving!

Until next time,

Robin

Start by making a list of your current memberships, then ask yourself these four questions as suggested by Jaimie Fields, Esq. in her recent blog post, "Re-Evaluate Your Associations."

1.  How long have you been a member?

2.  Do you like the people in the group?

3.  Have you received any business from the group?

4.  Are you learning anything by being a part of the group that will help you in your career?

If your answer is NO to these questions, then it's time to revisit your commitment. But, before you drop them altogether, consider...

• Have you given the organization enough time to really know its value?
• Do you really dislike your fellow members?
• Have you been a good source of business yourself?

As you race to the 2012 finish line, your time is your most precious commodity. Don't invest it where there is no return. At the same time, be sure others are making a good investment in groups you belong to by being a source of business for them where appropriate.

And, just because you leave a group does not mean you have to leave all the relationships you have formed. Stay in touch with the people you do like. Perhaps you will start your own group!

Until next time,

Robin