An attorney emailed and asked:

"Last week, I met a man who is the head of the [an influential association]. Good contact. I sent him an email saying nice to meet you, he responded likewise and hopes to see me around. Now what?"

Great question. What do you do after you meet someone? How do you develop a relationship that will bear fruit?

Of course there isn't a simple answer. Each situation is as different as the individuals involved. And while every nascent networking relationship has the potential to grow and develop, it's possible that it won't. The chemistry isn't there, the timing isn't right or one of the parties simply isn't amenable to taking the relationship to a higher level.

So you meet a lot of people, try a lot of things, and see what works. Most relationships probably won't pan, out but that's okay. You only need a few good ones.

When you meet a new contact, here's what to do next:

First, never leave anything to the other party. Always take the initiative to move things forward. You invite them, you call them, you ask them. The reason we give people our business cards when we meet them, isn't so they have our contact information, it's to get theirs.

So you've done that. You took the lead and emailed "nice to meet you". That's good. He replied. Even better. The door is open to future contact and there is now a chance that he will remember you.

Second, when we meet new people, during those uncomfortable first few minutes where we exchange small talk, we are searching for "commonalities". When we find them (a school, a mutual friend, a shared interest in golf, for example) we are united in that common interest and we have something we can talk about. When you find something in common with your new contact, however banal, you can use that to continue the conversation at a later time.

So, did you discover any commonalities with your new contact? Did you discuss anything that you can use to continue the conversation? If not, in your next communication, find a reason to ask him a question. Ask if he knows someone you know or what he thinks about an idea that is important to his industry. Share an article you think he may like and ask for his thoughts.

Third, and most important, networking isn't about you getting something from the other person, at least not initially. In the beginning, networking is the search for people with problems you can help solve or objectives you can help meet. I am not necessarily referring to your legal services.

What does the other person want? Where is his pain? What is on his mind? You need to find out so you can help.

You might have information that can help. You might introduce him to someone. Or give him a referral.

You get what you want by first helping other people get what they want. The more you give, the more (eventually) you will get.

So, if you don't know what this individual wants, find out. Ask him–"how can I help you with. . .?" Or ask people who know him or his organization what might be needed. Or do some research.

Once you know what someone wants, look for ways to help him get it. If you can't help them yourself, turn to your existing network of clients and contacts and find someone who can. If your contacts can't help, they may know someone who can.

Your role is to position yourself as the "go to" person when people need something. You connect people with problems with people who have solutions. In doing so, you help both people and you also help yourself.

John Jantsch's post today is about the three things every business must manage: Purpose, Projects, and Process:

• Purpose: create and tell the story about why the business does what it does.
• Projects: create actions steps and assemble resources to fulfill the business purpose.
• Process: implement the action steps.

These three functions obviously apply to every attorney and law firm. However, while we all need to manage purpose, projects, and process, we're not all in the same business (practice area).

A few years ago, I wrote a post, "The Three Things That Matter Most," about finding and focusing on the essence of what you do. The three things that matter most for you are the "twenty percent" activities that deliver eighty percent of your (desired) results. When you focus on these three things, you can eliminate (delegate) or curtail everything else, freeing you to do more of your "twenty percent" activities, getting more results.

If you want to earn more and work less, you must focus on the things that matter most. Therefore, once you know and are prepared to articulate your purpose, take the time to reflect on what matters most in your practice before you create any projects or engage in the process of fulfilling that purpose.

I hired an attorney recently. After I signed the retainer agreement, he gave me a copy of the agreement and my check. Nothing else. Nor has he sent me anything in the mail or email in the several weeks since.

No letters, no phone calls, no information.

It's true, nothing has happened yet that would require an update. Nevertheless, not sending me anything or communicating with me in any way is a big mistake.

Attorneys need to give new clients as much information as possible, and stay in touch with them as often as possible:

• To thank them for choosing you instead of any other lawyer
• To educate them on what you will be doing and how the client can help you do a better job for them
• To inoculate the client from doing or saying anything that could harm them
• To clarify and commemorate what you told the client and what the client told you
• To give them something to show their spouse or partner that explains what you are doing and why it is necessary
• To show clients you are organized and experienced and that they can trust you to stay on top of their matter
• To ensure the client knows what will be happening, and when, so they don't expect too much, too soon
• To let the client know that even though they haven't heard from you, you are working on their case
• To reduce the client's anxiety–about their case and about working with a lawyer
• To add value to the transaction and exceed the client's expectations; to give them a "wow" experience
• To clarify billing and payment requirements so there are no misunderstandings or unpleasant surprises
• To set the stage for cross-sales and referrals by educating the client about other services your firm offers

Every law firm should send new clients home with as much information as possible. Create a simple "new client kit" and supplement this with regularly scheduled letters and phone calls. Let them know what you are doing for them, even if what you are doing is waiting for something from them or from another party.

Many attorneys do this but too many don't. How about you? What do you send your new clients and how has this helped your practice?

There are many benefits to sending your new clients a "welcome" letter.

• It allows you express appreciation by saying "thank you"
• It shows that you are organized, which reduces anxiety and inspires confidence
• It lets you assure clients of your commitment to helping them achieve their desired outcome
• It lets you tell them what to expect, avoiding surprises and allowing you to deliver more than they expect
• It orients them to office procedures (hours, whom to call, where to park, etc.), reducing confusion
• It allows you to encourage the client to ask questions or express concerns
• It can inform the client about your other practice areas (cross-selling)
• It can let them know that you appreciate referrals
• It let's them know more about you, adding to your developing relationship

Your welcome letter should make the new client feel truly welcome, appreciated, and empowered. It should calm their fears, inspire their confidence, and innoculate them against negative consequences. They should conclude, upon reading it, that they absolutely made the right decision in choosing you as their attorney.

Welcome letters should be signed with an original signature, not a photocopy, or worse, left blank. Add a personal note, handwritten at the end of the letter, adding a comment about the client's situation, family, or business, or an additional word of encouragement. Show the client that you took the time to personally ackowledge them, rather than asking your secretary to send out a form letter.

For a unique twist, consider an "audio letter". Simply record your welcome message and burn it onto a CD. You can add audio greetings from your partners and staff, too. If you really want to go crazy, you could record a video welcome letter onto a DVD. Take the client on a video tour of your office, introduce them to staff, show them your library, and so on. You should do this with them in person, of course, but this is nice added touch.

Is your welcome letter doing everything it could? If not, take the time to make it better. You won't get another chance to make a first impression.

Q: What are the main points to get across in a thank you letter to a client? Is it appropriate to add that I'm working to build my practice and referrals are appreciated?

That's not the only way to write a thank you, but it works. In just three or four lines, you show the client that he is not just a name on a file to you, you really do appreciate him.

Hand written notes are an extremely potent form of communication for another reason: nobody sends them. So when you do, you will really stand out in the mind of the recipient. You didn't send a form letter, you didn't email, you took some of your precious time to pen a personal note and put a stamp on it.

One attorney started doing this and told me his secretary made him stop. Apparently, they were getting so many calls to say "thank you" for his "thank you," she didn't have time to do her work. But it was a nice problem to have (and they didn't stop) because they also got a lot of referrals.

Try it, and watch what happens.