I’m afraid you won’t like what I’m about to say

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Like anyone who puts his or her work out for the world to see, I have doubts about what people will think about it. I have fears that nobody will like it or that I will receive harsh criticism.

I have other fears, too, just like everyone does.

Most of these fears are fleeting. They don’t last long and they aren’t debilitating. Some are pretty silly when I think about them in the light of day. (Not so silly when they come in a dream, however.)

How do I manage fear?

What I don’t do is follow the advice that says, “Feel the Fear and Do it Anyway,” detailed in a book by that name. Don’t get me wrong, I do it anyway, usually, I just don’t feel the fear.

Why feel the fear and infuse it with energy? Why give it more weight than it probably deserves?

So no, I don’t feel the fear. I look at it rationally and ask myself if there is anything I can learn from it or anything I must do about it. Usually, the answer is no.

I acknowledge the fear, and then I change the subject.

I think about something else that feels better when I think it. I think about a positive aspect of the subject at hand or I think about something completely unrelated.

Yes, you can distract yourself from negative thoughts and fears. That’s why God invented sports and movies, isn’t it?

So yeah, once I know that my fear doesn’t offer me anything I need, it’s not protecting me from harm,  I change the subject.

Usually that’s all I need to do. Sometimes, the fear is stubborn and I need to do more. If I’ve already decided to move forward, I put that fear in a mental lock box.

Actually, instead of a box, sometimes I put the fear in a mental balloon filled with helium and let the balloon float away. Images are powerful and I’ve found that when something is really bothering me, strong imagery helps me to regain control.

Sometimes fears return. I’ll do a quick double check, to see if they have anything worthwhile to tell me, and if not, back in the box or balloon they go.

I guess what I’m saying is that you have to get good at compartmentalizing things. If you’ve done your homework and you’re committed to doing something, put on blinders and do it. Don’t let your doubts or fears stop you.

Every so often, it’s good to take a look around you, just to make sure. But whatever you do. . . don’t open that box.

Afraid you won’t get more clients? Here’s the solution

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Careful, don’t choke on that frog

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Brian Tracy’s best selling book, “Eat That Frog,” champions the well-known productivity principle of doing the most important task of your day first.

Tracy says we should swallow the frog whole. As nasty as that might be, if you do the biggest, most difficult and most important task first, you will make great progress towards your goals, even if the rest of the day you don’t accomplish that much.

So if you’ve got a trial coming up next week, prepare for it this morning. If you’ve got a lot of research to do on a file, do it first thing. This makes sense, of course, because if you wait until later in the day or put it off for a few days, you might not have enough time to do them. You might not start, let along finish, your most important tasks.

But you need to be flexible. At least I do. Apparently, some scientific types agree.

I’ve written about this before. I said that much as I would like to, I’m usually not ready to eat that frog first thing. If something takes a lot of time and energy, I usually need to sneak up on it, especially since I’m not a morning person.

I usually get other things out of the way first.

I sort through my blog reader and save articles to read later. I check email, delete most of them, respond to short messages, and star those that require more time. I write my blog post. And take care of other reasonably short tasks that need to get done.

Then I’ve got the rest of the day to work on my big project.

When I was practicing, if I had court in the morning, that’s what I focused on. When I got back to the office, appointments were next. Once those were taken care of, I dove into the files on my desk. I would usually go through them from top to bottom. Dictate, make notes, review.

In the afternoon, my staff would have letters for me to sign and more documents to review and bless. And then I had more appointments. Somewhere in between all that, I was on the phone.

Most days, I got the most important tasks done, or made progress on them, and I got a lot of other things done, too. My desk was usually clean before I left for the day.

And the only tool or “system” I used was a calendar.

In fact, when I was practicing, I can’t recall ever looking for a better system. I was busy doing work.

Besides, before computers, there weren’t a lot of options for getting organized and being more productive, other than trying out a new calendar or paper planner.

When we started using computers, they helped with a lot of basic functions but didn’t give us the multitude of options (and complexities) we have today.

I’m not pining for simpler days. I love and use technology all day, every day. And it does make me more productive. The point is we all have to find what works best for us.

Some depend on a complex workflow and a panoply of tools. Others use little more than a calendar and eat frogs when they get around to it.

The last time I wrote about this, I said as much. Do what works for you and don’t worry about finding the perfect system. Eat that frog first, or save it for later, maybe with some fava beans and a nice chianti.

Other than my calendar, Evernote is still my most valuable productivity tool

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Apparently, I don’t know when to shut up

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I’d rather be sitting on the sofa all day, listening to the Eagles and thinking about the 70’s. But with so many music legends leaving us lately, I am reminded that I’m not getting any younger and I need to be grateful for every day I wake up and I’m still alive.

So instead, I’ll tell you about a conference call I did last night where I was interviewed about reaching a big milestone in my network marketing business.

As usual for these kinds of things, the host first asked about how I got started. And as usual with these kinds of things, before long I turned the call into a training.

My Spidey sense, and the fact that I’ve done a lot of these kind of calls before, told me a few things you might want to note for when you do an interview or presentation.

  • Although there were hundreds of people on the call, most were only half-listening. Trust me on this. Even though I am the most fascinating person I know and deliver many nuggets of gold, people get on these calls while they are doing other things, making dinner, putting the kids to bed, and probably also watching TV, and they don’t pay a lot of attention. On top of that. . .
  • Most people don’t care about me and my success. They may be inspired by my story, but only for a few seconds. They want to know how they can do what I did, and that’s what I told them, however. . .
  • Most people don’t take notes. Despite having been repeatedly told that a “short pencil is more valuable than a long memory” or however that goes, they don’t write anything down. Fascinating. On top of that. . .
  • Most people don’t want to hear about things like “hard work” and “long term”. They want shortcuts and immediate results, and they’re not going to have it any other way. That’s why some people are successful and others play the lottery. But. . .
  • Some people will take my advice and run with it. That’s cool. That makes it all worthwhile. Most won’t, some will, and that’s okay because I was only talking to the few. Finally. . .
  • Hells, bells I sure can talk up a storm. I had no idea how long I had been speaking until the host told me we were already over the scheduled time. Note to self: learn how to STFU.

Okay, well I hope that helps. Not so much? Not even the last point? C’mon, you’re a lawyer. You flap your lips for a living, just like me. And just like me, I’m guessing you have never been accused of not saying enough.

Yes or yes?

Now if we can just figure out a way to get paid by the word.

I take notes in Evernote, how about you?

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Should you “sell” in every email?

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You have an email list. You regularly mail to clients and prospects. Should every email promote (sell) something?

Yes.

You have services that provide solutions to problems. You owe it your subscribers to do everything you can to persuade them to avail themselves of those services. If you don’t, their problems and their pain will continue. They won’t get what they want and need.

So yes, sell your services in every email. But that doesn’t mean every email should be a full-on sales letter.

You can sell your services by educating subscribers about problems and solutions and providing a link where they can get more information. You can sell yourself as the provider of those services by sharing ideas and information that show people how you think and how you do what you do.

Every email should sell, but come at the sale in different ways.

Talk about your clients. Tell stories about where they were before they found you and where they are today. Talk about people who chose other solutions, or waited too long before they came to you, and made their situation worse.

Talk about things you do outside of the office, about your passions and hobbies, and about the important people in your life, to show people what makes you tick and what it would be like to know and work with you.

With some emails, you should overtly talk about the four corners of your services and why people need them. In other emails, just mention your services and provide a link so people can find out more.

Because I email frequently, most of my emails are designed to show subscribers that I know what I’m doing and that I can help them. A little education, a little entertainment, and a link to something in a P.S.

When I release a new product or service, I send out emails that talk about nothing else.

But every email sells something.

You want to get more clients and increase your income, yes? Here’s how to get more referrals 

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If I had a time machine. . .

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One of my favorite themes in science fiction is time travel. Last night, I re-watched an episode of Doctor Who where The Doctor and Amy visit Vincent Van Gogh. It seems that this is a favorite episode for many fans of the show, in particular because of the moving and brilliantly portrayed final scene.

No spoilers from me. It’s Season 5, Episode 10, Vincent and the Doctor (with Matt Smith as The Doctor). It’s on Netflix, but if you must, I think you can find the final scene on YouTube.

If I had access to a time machine, I wouldn’t visit the future. Now now, anyway. I’d be afraid of what I might see.

No, I would visit the past, including my childhood and days as a younger adult. No doubt I’d laugh at my younger world view, ideas, plans, and how I spent my time. I’m sure I would cringe at my feeble attempts at humor.

What would I tell my younger self? In truth, I wouldn’t talk to myself. That’s a time travel no no. Something about a paradox. Okay, revealing my inner nerd.

But I might leave myself a message.

What would I say? I would tell myself to think less and do more. To cherish every day of life and live it to the fullest.

I would tell myself that there will be many times when I will have a decision to make and I will choose to play it safe. Instead, I would counsel myself to take more risks. I would share Helen Keller’s observation that “Life is either a daring adventure or it is nothing.”

And then, before I came back to the present, I would leave myself one more note: “1984 Apple. 1997 Amazon. You’re welcome.”

Hey, don’t look down on me. Time machines are expensive!

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What would you do if you knew you could not fail?

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One of my favorite quotes is from the late Dr. Robert Schuller, who, in his books and in his sermons often asked, “What would you do if you knew you could not fail?”

Asking yourself this question forces you to think about what you really want instead of what you think you’re supposed to do. It helps you to bypass your doubts and fears and speak the truth. It asks you to temporarily suspend your logical left brain and listen to your creative right side.

When I’ve mentioned this quote in the past, it has always been in the context of the big picture. Major career changes, for example.

If you asked me this question about my work right now, my answer would be completely illogical. It’s something creative, something I’ve never done before and, as far as I know, something I have no innate talent for. But if I knew I could not fail, it’s exactly what I would do.

Unfortunately, I know I could fail. So I’m not going to do it. Not now, anyway. I’ve got too much other stuff on my plate. They say, “trust your gut,” for a reason, and right now, my gut is telling me to wait.

Odd, isn’t it? My gut is telling me what to do if I knew I would not fail and also telling me to wait? I think God likes to mess with us.

Anyway, this morning, I was thinking about this question and I realized that we can also use it to make smaller decisions.

If you are scheduled to deliver a presentation, for example, and you’re not sure which topic to choose, asking the “cannot fail” question might guide you towards choosing the ideal, albeit not obvious (or logical) choice.

When I say ideal, I don’t just mean something you would prefer to do but are allowing other factors to stop you. I mean ideal in the sense that it might lead to superlative results.

One topic might get mild applause. Another topic, the one you would choose if you knew you could not fail, might attract someone in the audience who is so affected by your presentation that they invite you to deliver it again to a bigger and more influential group.

What if you’re wrong? Yes, that might happen. But what if you’re right?

How to get more referrals from other professionals: go here

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Do more of what works

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Let’s talk about your practice. And get you more clients like your favorite client.

So who is your favorite client? Don’t give this a lot of thought. What’s the first name that comes to mind?

Got it? Okay, now why are they your favorite, or one of your favorites?

Is it their personality? Is it because they pay you lots of money? Is it because they don’t question you or complain?

Maybe all of the above. Maybe something else.

Whatever it is, write it down. In fact, you should probably write down all of this because once we’re done here, you’ll want to do this for your next favorite client. Maybe your top ten.

Now, think about where you met your favorite client or how they found you. What did you do that precipitated their becoming a client?

Were they a referral? Answer your ad? Did you meet them networking? Did they find you online?

Whatever it was that brought you together, you should probably continue doing it. If your ad in a certain journal brought them to your door, no doubt you’d like other clients like him to find you the same way.

If they found you online, what did they search for? What page did they land on? What did they do after that, and what finally convinced them to take the next step and contact you?

Next, it’s time to do a deep dive into your favorite client’s world. Find out what they do and who they know.

The Law of Association says that we tend to be like the people with whom we associate most. Your client’s friends and colleagues, therefore, are likely to have similar attributes, needs, and the ability to pay, and your favorite client can refer them to you.

Find out what your favorite client reads, who he listens to, and where he spends his time. Study him. Become on expert on him. This is valuable intel. Use it in your marketing so you can do more of what’s working, and get more clients like your favorite client.

How to create a profile of your ideal client

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Bad clients are the result of bad marketing

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Bad clients are the result of bad marketing.

What do I mean by bad clients? Hmm, let’s see. . . how about. . .

Malcontents who blame you for things that aren’t your fault and then post bad reviews and ratings about you.

Price shopping clients, penny pinching clients, slow paying clients, and no paying clients.

Clients who don’t follow your advice, don’t show up for appointments, and don’t remember anything you told them.

You get my drift?

Every lawyer gets the occasional lemon, but if you get more than your share, bad marketing is usually the culprit.

So what do I mean by bad marketing?

I mean targeting the wrong market, or, more commonly, no market, so you wind up with whatever shows up at the door.

I mean relying too much on Internet and advertising, which attract price shoppers and harder to please clients, instead of focusing on repeat business and referrals.

I mean failing to educate prospective clients about the law and procedure, their risks and their options, or much of anything without the meter running. Low information clients are like low information voters. They don’t understand, they don’t appreciate, and they don’t always make good decisions.

Bad marketing means talking only about features (what you do–practice areas, services, office hours, etc.) instead of benefits (what the client gets–solutions, outcomes, peace of mind, security).

Bad marketing means failing to differentiate yourself from other lawyers in a meaningful and memorable way.

It means failing to surprise and delight your clients with amazing “customer service,” and failing to stay in touch before, during, and after engagements.

Bad marketing also means taking on clients you know you probably shouldn’t, and failing to “fire” clients who prove themselves to be more trouble than they are worth.

Oh yeah, bad marketing also means doing all the right things but simply not doing them enough.

So yeah, bad clients are the result of bad marketing, but this is good news because bad marketing can be fixed and bad clients can be replaced with good ones.

Good marketing starts here

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If Goldilocks handled your law firm marketing

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Is your porridge too hot? Do you give prospective clients too much information on your website or in your other marketing materials?

Probably not. If you’re like most lawyers, your porridge is too cold. Your give them too little. Prospective clients can see what you do and where you are located, but not much more.

If Goldilocks handled your law firm marketing, she would tell you that you have to get your porridge just right.

How much information is “just right”? More than you think. When someone goes online to find an attorney it’s because they have a problem and they want information about their problem and the available solutions before they will consider you for the job.

Don’t just list your practice areas and services. That’s not enough. That’s too cold.

Teach people about the law and procedure. Discuss the risks and the options. Tell them about other people who have had these problems and, with your help, overcame them. Tell them about people who waited too long or made the wrong decisions and made things worse.

But don’t expect them to wade through too much information and understand how it all fits together. That’s too hot.

You need to give people enough information so they can see how you can help them, and make it compelling enough to motivate them to take the next step.

You have to capture their attention with provocative and benefit-rich headlines. You have to keep them reading with a narrative thread that speaks to their emotions and shows them that you understand their pain. You have to tell them that you can help them, like you have helped others. And you have to tell them what to do next.

But don’t explain everything. You want to make them curious enough to contact you. Don’t get too specific about fees on your website, for example. Give them guidelines, perhaps, but make them call to find out more.

So that’s the challenge. That’s the art of marketing. And porridge making. Not too hot, not too cold. . . just right.

Learn how to make your online law firm marketing just right: click here

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Time is money. Unless it’s not.

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If you bill by the hour, time literally is money. You get paid based on how many hours you work. If you offer flat fees, contingency fees, or anything other than hourly billing, however, time isn’t money. It’s just time.

When you bill by the hour, there are only four ways you can increase your income. You can raise your hourly fee. You can work more hours. You can lower your overhead. Or you can hire people to do some of the work and pay them less per hour than you bill your client.

Unless you use one or more of these methods, you can’t increase your income. Bringing in more clients won’t do it because there are only so many hours you can bill in a day.

If you want to earn more, instead of selling your time, you should be selling your advice or your problem-solving solutions. Not only will you earn more per client, the more clients you bring in, the more you will earn.

If you charge $400 per hour and bill out $2000 per day, you’re earning $10,000 per week, which is nothing to sneeze at. But you’ll never earn $30,000 per week.

I know it’s “hard” to come up with an alternative to hourly billing that protects you when you estimate too low or when contingencies occur, but it’s not impossible.

First, you need to stop thinking like a lawyer and start thinking like an entrepreneur. Instead of trying to eliminate risk, you will intelligently manage risk and use the law of averages to your advantage

If you take on twenty hourly-billed clients who each pay you $5000 to $20,000, or an average of $10,000, you take in $200,000 in gross fees. If you charge flat fees, however, and twenty clients each pay you $15,000, you gross $300,000. Now, if one or two of those twenty clients or cases wind up costing you more than you expected, even double what you expected, you’re still way ahead of the game.

I know I’ve said this many times before but I thought it was time for a reminder. Because time isn’t money. Unless it is.

How to earn more per client: here 

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