The goal setting conundrum

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So much has been written about goal setting it can make your head hurt.

Many say you should set big goals because they fuel your passion and drive you to reach great heights. Small goals aren’t inspiring, they say. Without big goals, you won’t accomplish big things.

They also point out that if you fall short of achieving your big goal you’ll still be ahead. “Reach for the sun, the moon, and the stars, and you might get the sun and the moon,” they tell us.

But if you’ve ever set big, hairy, audacious goals, and not come close to reaching them, you know there’s something missing in this equation.

Have you ever put up posters with affirmations declaring your big goal, or vision boards resplendent with the goodness that awaits you when you achieve it? It’s exciting at first, but when years go by and you’re not even close to reaching your goal, your goal isn’t inspiring you, it’s doing just the opposite.

What then? Should you set lower, more “realistic” goals? If you aren’t close to a goal of $500,000 per year in income, for example, should you change the goal to $150,000?

No. Don’t lower your goals. That’s no fun at all.

Keep the big goals because they really are inspiring. When you go through a rough spot, your big goals give you a reason to keep going. They remind you that what you’re doing may be hard but it’s worth it.

So what you do?

First, see your big goal for what it really is, a dream, something you’re working to achieve some day. Forget about “when” you will achieve it, or “how”.

You can’t make a dream come true by simply choosing a “due date” for it. Nor is it possible to know how you will make it happen. There are too many variables and unknowns and trying to figure it all out in advance usually leads to anxiety and disappointment.

Instead of “when” and “how,” focus on “what” and “why”.

Think about what you want to be, do, or have, and why this is important to you. Think about how you will feel when you get there, and enjoy that feeling.

By acknowledging what you want and why you want it but remaining flexible about when and how you achieve it, you give emotional power to your dream, allowing it to continue to inspire you, instead of putting soul-crushing pressure on you to make it happen.

But you need something else.

You need to set short-term goals related to the big goal that are likely to move you forward towards achieving it. But whereas your long-term goal is about results, your short-term goals should be about activities.

Again, you can’t predict or control results. You don’t know when (or if) something will happen, or how.

But you can control your activities.

If your long-term goal or dream is to hit the $500, 000 income level, one of your short-term activity goals might be to contact two new prospective referral sources each week. That’s an activity you can control and it is almost certain to increase your income.

Establish a series of small, short-term activity goals that will move you towards your long-term goal. Hitting those goals is how you’ll make your dream come true.

How to find and approach new referral sources

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How to win a pie eating contest

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When I was in high school, a friend told me he was going to “work” at a corporate picnic, directing cars to and from the parking lot, in return for free food and some fun. He asked if I wanted to join him.

Free food? Fun? What time do we go?

I don’t remember much about that picnic but I do remember watching a pie eating contest.

Contestants lined up at picnic tables in front of a row of pies. They wore lobster bibs because pies are messy.

And then they explained the rules. They were simple. Whoever eats the most pie, wins. If you finish your pie before time is up, another will be placed in front of you.

Oh yeah, one more rule: no hands. You have to keep them behind your back.

And with that, the whistle blew and the contest began.

Everyone took a bite, chewed quickly, and went back for another bite. Everyone except one guy who had a different approach. He smashed his face down into the pie and devoured it.

Bites? Chewing? That’s for amateurs. He went swimming in the pie and sucked it down. He was almost finished with his second pie when time was called and it was obvious who had won. Nobody else was close.

He was covered in boysenberry pie. His face looked like he’d been shot. He had pie in his hair and in his eyes, down his shirt and on his pants. Bib? What bib?

He won because he was all in. No fear, no hesitation, total commitment. He knew what he had to do and he did it.

But how did he know?

I later learned that he’d won the contest the previous year, too. He had seen that most people do what everyone else does—take bites, chew, and try to stay relatively clean. He knew the way to win was to do what everyone else wasn’t willing to do.

A great metaphor for building a law practice.

Build your practice with the formula

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The red pill or the blue pill?

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I know something about you. I know that no matter what you do to market your services there are other things you don’t do.

The question is why?

Why don’t you implement some of the marketing strategies you learn from me or from others? Is it because you don’t think they will work? You don’t have time? You’re not “good” at “it”?

But are these true or do you choose to believe them?

Everything you do is a choice. You can choose to believe that something won’t work or you can choose to try it. You can choose to tell yourself you don’t have time to learn something, let alone do it, or you can choose to make the time.

It’s all a choice. A or B. Red pill or blue.

You can choose to make a few marketing-related calls today or you can choose not to. You can choose to eat lunch at your desk and work on your book for 30 minutes or you can choose to go out. You can choose to read a book about how to get better at remembering people’s names or you can tell yourself you’re just not good at it.

You have free will. You get to choose.

Even if something is “against the rules,” you have a choice. If you would like to advertise, for example, but your firm or bar association prohibits it, you can choose to accept this or you can choose to look for ways to change the rules or find a way around them.

Every day you make choices. Your choices, big and small, aggregate and determine your results.

Now, you can choose to believe what you just read, and do something about it, or you can make a different choice.

Red pill or blue?

You can choose to take action to get more referrals

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What’s new and exciting?

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If you’re like me (and you are), you get excited when you get a text message from Amazon, telling you there is a package waiting for you on your doorstep. There’s nothing wrong with old stuff that continues to work well, but let’s face it, new stuff is exciting.

C’mon, you know what I mean. Your shiny new laptop rocks your world. Your new car is the bee’s knees. Your new girlfriend? Excite-a-mundo.

New things, new people, new adventures. Makes you all tingly inside.

But here’s the thing. The other side of the excitement coin is fear. In fact, that’s why we’re excited. When we ran around in loin cloths, our fears kept us alert and alive. Anything new and different raised the hair on the back of our necks and caused us to be on high alert.

And that’s still true today.

We’re excited about the new laptop but part of that excitement is fueled by our fear that it might have issues, we might not like it as much as we thought, or that we spent way too much.

Same for that new girlfriend.

And God knows it’s the same for new clients who might write you a bum check or make your life crazier than it already is.

So change is scary, but scary is good. Our fears tell us we’re alive, and that’s almost always better than the alternative.

So, I propose that we all get a steady diet of newness in our lives.

What do you say?

Click the button in your shopping cart and place the order. Visit the car dealer after work and put yourself behind the wheel of that Tesla. Book that trip to Octoberfest, terrorists be damned.

More than anything, it’s time to get some new clients.

Picture yourself interviewing them, writing down the facts, thinking about what you will do. Picture them signing docs and handing you a big check.

Nice, isn’t it?

More, please.

Picture your phone ringing with a referral on the line. Picture yourself at an event, three people ask for your card, asking when they can talk to you. Picture yourself hiring another assistant to help with all of the new clients you’re bringing in.

Take a big whiff and smell the success.

Hell yeah, it’s exciting! Okay, maybe not as exciting as the new girlfriend but hey, it’s all good.

What’s your plan for bringing in new clients?

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Planning your day made simple

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Here’s a simple method for planning your day. It’s just three lists, which fit nicely on a single piece of paper:

(1) MUST DO

This includes appointments and scheduled tasks, anything with a deadline or due date, and your core work tasks.

If it’s on your calendar (or should be), it’s a “Must Do”. If it is a core function of your work, e.g., returning phone calls, replying to letters and emails, reviewing and preparing documents, and so on, it also goes on your Must Do list.

(2) SHOULD DO

Your Should Do list contains 1-3 important tasks that bring value to your clients or to yourself and help you make progress towards achieving your goals.

These are discretionary tasks and projects and often don’t have an immediate payoff. That’s why people procrastinate on them, and why they need to be on your Should Do list.

Should Do tasks include things like writing articles, creating presentations, contacting prospective referral sources, and other marketing and management tasks. Should Do tasks can be grouped together, i.e., “call three clients to touch base”.

You might want to designate ONE of your Should Do tasks as your “Most Important Task” (MIT) of the day. Think of it this way: If you only did this one thing today, you would be satisfied.

(3) COULD DO

Anything else. Choose up to 5 additional tasks to do after you have done everything in the first two categories. These aren’t important but they may be necessary, e.g., errands, organizing files, additional research.

You should also maintain a running list or notebook with someday/maybe projects, ideas, and other things you’re not ready to do. Go through this list regularly and add tasks to your “Should Do” and “Could Do” lists.

At the end of each day, if you haven’t done everything on your three lists, add them to your next day’s lists.

If you have done everything on your three lists, you can either dip into your idea notebook for additional tasks or go home. You’ve had a great day.

I use Evernote to collect ideas and someday/maybes

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Better routines help you earn more without working more

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What’s the first thing you do when you get to the office in the morning? After you hang up your jacket and grab another cup of coffee, do you check your phone messages next? Take a look at the calendar? Dig through the mail?

One thing I tried to do as soon as I got to the office was review and sign letters and documents and give them back to my secretary. I wanted to keep her busy because I knew she would be back with another pile of things for me to review before the day was done.

So what’s your routine?

You have one, you know. Just as you have routines for interviewing new clients, writing demand letters, and getting ready for trial. You have routines for writing articles, cleaning up your desk at the end of the day, and preparing to go out of town.

The question is, do your routines serve you?

Are they efficient, helping you to get more done in less time? Do they make your staff’s job easier? Do they help you minimize errors? Do they give your clients the right impression?

Better routines help you streamline your work flow so you can earn more without working more.

Think about what you do throughout the day and how you might improve your routines. Consider preparing checklists, forms, and form letters or templates, or updating the ones you already have.

After you’ve gotten another cup of coffee, of course.

Earn more by delegating more

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What’s stopping you?

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Think of something you want. A goal, an accomplishment, an acquisition, or anything else that’s important to you.

What do you want to be, do, or have?

Got it? Good. Now, answer this: why don’t you have it already?

Write down everything you can think of that’s stopping you from being or having or doing what you want.

It could be anything:

  • Not knowing what to do or how to do it
  • A lack of capital
  • A lack of skills
  • Not knowing the right people
  • Not enough time
  • Fear of failure or fear of success
  • A lack of buy-in from partners
  • Physical limitations
  • Inferior market
  • Anything!

Keep thinking and adding to your list. When you’re done, ask your spouse or a friend or your law partner for their input. Why do they think you don’t have X? Add their thoughts to your list.

Next up, take another sheet of paper and draw a line down the middle. In the left column, write “Obstacles” at the top of the page. Re-write your list of obstacles. Skip a line between each one.

In the right-hand column, at the top of the page, write “What can I do about it?” Then, for each obstacle, write down what you can do.

If the obstacle is “Not knowing what to do,” your “can-dos” might include doing research, taking a course, and asking someone you know for help. If you don’t know anyone who can help you, your can-do would be to ask people you know if they know anyone with the requisite knowledge or experience, and would they introduce you?

If you don’t have any “can-dos” for a given obstacle, cross that obstacle off of your list. Why dwell on something you can’t do anything about?

Ah, but there is almost always something you can do. Keep thinking. Keep adding to your list.

Congratulations. You now have a list of things you can do to remove the obstacles to having what you want.

Go through your list again and choose an obstacle. Then, choose one or more “can-dos” for that obstacle and transfer them to your regular task list or project planner.

Get to work and remove the obstacle. Then, go back and tackle the next obstacle.

The point of this exercise is to get clear on what you want, what’s stopping you, and what you can do to change that dynamic. In other words, to focus on solutions.

You have a plan. You have things you can do. Go do them.

Here’s a plan to get more referrals

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Is free a viable marketing strategy for lawyers?

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Four or five years ago a business partner bought me a magazine subscription as a gift. After a year, the subscription ran out. I didn’t renew it but I continued to get the magazine each month, and still do.

It’s no secret why the publisher continues to mail the magazine to lapsed subscribers. They earn most of their money through advertising, renting their list, and selling other products. The more “subscribers” on their rolls, the more they earn.

Business 101.

So how can you use this strategy to build your practice? What can you give away that will bring you more clients and more revenue?

How about your services?

Do you have (or could you cobble together) a free service that is likely to lead to paid services? Example: a free simple will package, because a certain percentage of those new clients will need a trust or other services.

More examples: first hour free, first collection case free, free incorporation, free consultation.

Like the magazine publisher, it’s not how much you give away, it’s how much you earn on the back end.

Onward.

Do you volunteer time on committees or to raise funds for a cause? If not, you might look into doing that, not just because you want to help the organization or cause but because you get something in return.

You get to meet people who can hire you, refer you, or introduce you. You get invited to write or speak or be interviewed, exposing you to other people’s clients, customers, and subscribers. You get to be seen in the public eye, associated with a worthy cause.

Yes?

Okay, what else can you give away?

Information. Reports, books, videos, blog posts, articles, and so on. Give them away and get traffic to your website, new social media followers and newsletter subscribers, and new clients who consume your content and sell themselves on hiring you.

Give away lots of information and get lots of traffic to your website, new social media followers and newsletter subscribers, and new clients who consume your content and sell themselves on hiring you.

They read, they like, they call. They also share with other people who need your help.

So yeah, free is a viable marketing strategy for lawyers. And yeah, that’s free advice I’m giving you.

Legal marketing made simple

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How to approach a prospective referral source

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The Internet presents endless resources for finding people who might become a referral source for you.

They’re out there, in droves.

But once found, how do you approach them? How do you get their attention without appearing needy? How do you start a conversation and bring up the subject of referrals?

How about simply introducing yourself?

Tell them who you are, what you do, and why you are contacting them.

I assume you can handle the who you are and what you do part, but make it brief. One or two sentences. Only enough so they know you’re a fellow professional.

As for why you’re contacting them, well, why are you doing that?

Because you see a connection with them. (If you don’t, contact someone else.) Tell them about the connection.

You found their website or social media profile and see that you and they target the same market. You represent the same types of clients. You offer services that dovetail with theirs. Or they’ve written an article that deals with issues you’ve written about or care about.

Introduce yourself. Mention the connection. Invite them to chat.

“I thought I’d reach out to you, find out more about what you do, tell you more about what I do, and see if there might be a way we could work together.”

If you’re speaking to them on the phone, continue the conversation. Of invite them to meet you for a cup of coffee. If you have contacted them via email, ask, “When would be a good time to chat for a couple minutes?”

You’ve been honest with them, you have suggested a possible benefit to them, and you haven’t pushed.

They’re either interested in speaking to you or they are not. If they’re interested, move forward. If they’re not, move on.

When you talk, ask lots of questions and keep the focus on them. Get them to tell you about what they want or need. What are their goals and plans for the future? What obstacles are in their way?

Look for ways you could help them or their clients, either directly or by introducing them to someone you know.

Then ask, “Who would make a good referral for you?”

Powerful question, that. It tells them you’re serious about working with them.

When it’s your turn, tell them about your practice and tell them who would make a good referral for you. Tell them you’ll send them more information and invite them to do the same.

Is that all you have to do to get business from someone you just met? Usually not. But sometimes, it is. Sometimes, in speaking with you, they think about someone they know who might need your help.

After your chat, send business if you can. Send information about something they want or need or that might benefit their clients. Share marketing ideas with them. Introduce them to vendors and freelancers who can help them. Invite them to write an article for your client newsletter. Offer to interview them for your blog or podcast.

They will (at some point) do the same for you.

There’s more you can do to build a referral relationship. A lot more. But you’ve opened the door and started the process, and that’s the most important part.

Learn what to say and do to get referrals from other professionals, here

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The most valuable skill in a lawyer’s tool chest

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You may not be the best writer or speaker. Your trial skills may not win any awards (or big verdicts). You might be just okay at managing your team or your money. But you can be amazingly successful in your practice if you master this skill.

Actually, it is a set of skills, usually referred to as “client relations”. Which encompasses a lot of things, big and small, but boils down to the ability to make people like you.

Think about it, a prospective client comes to see you. They have a problem. They’re nervous about their case and nervous about you. Can you help them? Are you honest? Will you charge a reasonable fee? Will you be nice and friendly or mean and scary?

All these doubts and fears swirling in their head, making them even more nervous as they open up and tell you about their situation.

Within minutes, they feel better. Relieved. Encouraged. They like you. And trust you. And feel confident that you can help them.

And they hire you on the spot.

Or they don’t. Because you don’t have this skill. In which case, all of your core legal skills, experience, and reputation don’t amount to a hill of beans in this crazy world.

Once the client hires you, they see that you are attentive and work hard to serve them. They see that you appreciate them. They come back to you. And tell others about you.

Or they don’t. Because you didn’t continue to earn their trust or make them feel appreciated.

We’re in the people business and client relations is a set of skills that can make or break your practice. Like any skills, they can be learned.

You can learn how to make people like and trust you. You can learn how to inspire loyalty. And if you’re already good at these things, you can learn to get better.

And you should. Because if you want to build a successful practice, no other skills are as valuable.

Learn how to make people like and trust you

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