How to fool everyone into thinking you’re smarter than you really are

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Attorney Lowell Steiger tells me he is “impressed by the fact that you come up with something new every single day”. He says my newsletter is useful and helpful, and dubs me a marketing guru who generously helps “people like me, the less talented.”

Poppycock. (I’ve been wanting to use that word for awhile now, so thanks for giving me the opportunity.)

The thing is, while I know a thing or two about a thing or two, I am not any smarter or more talented than the average bear.

Including Lowell, who I happen to know really is smarter than the average bear, and a very good writer to boot.

Anyway, most of what I write comes from subjects that interest me. I read a lot and share the ideas I find and what I think about them. I tell you about my experiences and give you my opinion about things I like and things that drive me crazy.

You could do that, too.

Trust me, if you want to write (or speak) and use that to build your practice via a newsletter or podcast or blog, you can. You know enough and have done enough, in your practice or business or personal life, to provide you with a library of material.

So stop telling yourself you don’t have anything to say. That’s a one-way ticket to Palookaville.

You also know how to write. If you’re not yet where you think you need to be on the write-o-meter, you can get there. Just keep writing (or speaking). Before you can say Joker Joker Joker, you’ll win the big prize.

What should you write about? Well, what did you do yesterday?

This week, I told you about a conversation I had with my accountant and a visit to the eye doctor. Next week, I’ll probably tell you about my gardener (again), and something he did or didn’t do. And here I am, telling you about someone who thinks I’m the bee’s knees in the marketing world, confessing to you that I’m not.

Hardly brilliant stuff. But I make it interesting, and that’s the key. It’s the one thing you need to get good at if you want people to read your stuff and keep reading it until they need your help or talk to someone they can refer.

The easy way to do that? Talk about things you know your reader is already interested in. To do that, you have to know your reader.

When you do, you know what they think about, what they want and don’t want, what they fear and what they covet.

Talk about those things. Or at least think about those things while you write about other things.

I know lawyers. It’s easy for me to talk about what’s in your head because it’s in my head, too. If I had a different market, if I was writing to physicians or engineers or real estate pros, I would research that market, to find out what they know and how they think.

I’d read what they read, listen to the speakers they listen to, talk to centers of influence in their market, and get to know what makes them tick.

That’s the easy part. But you have to do it.

The hard part, the part many lawyers have trouble with, is coming down from the ivory tower we tend to inhabit.

If you want to win friends and influence clients, you have to be yourself. Not your lawyer-self. Your human self, warts and all.

You have talk to folks, not at them. Have a conversation, not deliver a lecture or submit a brief.

You can’t connect with people by being aloof and professional and unapproachable. Just talk, like you would if they were sitting next to them having a beer or a cup of coffee.

That doesn’t mean you have to be unprofessional. Just human.

I know, I know, I get away with murder because I’m writing to you, a colleague. We’re comrades, made from the same cloth, brothers and sisters, friends with benefits. . . uh, well, you know what I mean.

When you’re a lawyer writing to clients and prospects, you can’t have a potty mouth or joke about whatever comes into your head. You need to be more decorous, so they don’t think you’re too weird to be their lawyer.

But this is only a matter of degree.

I can write “friends with benefits” and get away with you. You (probably) can’t. But you can still connect with people, by using a lighter touch, writing plainly and directly, and by not trying to impress anyone.

Don’t be the stuffy professor that puts everyone to sleep, be the cool teacher who’s smart and funny and tells great stories and makes learning fun.

Are you picking up on what I’m laying down?

One more thing.

Stop saying you don’t have time to do this. You do.

You don’t need to write every day. Once a week is great. Invest an hour writing something and sending it to the people who pay for your groceries and rent. The people who know, like, and trust you, or soon will.

Keep doing that, have fun with it, and one day, someone will call you a guru.

How to write a kickass newsletter that pays your mortgage

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Assume I’m as dumb as a rock

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I had an eye infection and went to see a doctor. I won’t do my usual rant about not making the patient (client) wait for 40 minutes before you see them, as if their time isn’t important, and if there’s an emergency, to explain that and apologize, because that’s what a professional who cares about people would do.

No. I’ll save that for another day.

Today, I want to address another issue. Making sure your patients (clients) understand you.

The doctor had a lot to tell me about the care and treatment of my eye, including what to do now and what she will have me do later if things don’t clear up. The problem? She delivered this information rapid-fire, with a foreign accent, through a mask, and I didn’t catch most of it.

No problem, I thought. I’m sure she’ll give me some instructions to take home. Maybe a link to a video or two, so I can see what to do and how to do it.

Not so much.

They gave me a list of things to get at the pharmacy, but no instructions about how to use them. No, it’s not obvious, and it’s my eye and I don’t want to wing it. So now, I have to call the doctor’s office and have them explain it to me.

Doctors (and lawyers) need to spell things out. Assume your client (patient) knows nothing, is distracted by their problem, and not able to process and remember all of your information or advice.

Assume they are as dumb as a rock because in that moment, they probably aren’t their usual clear-thinking self.

If you have a new PI client, for example, and you tell them to keep a “pain journal” to document their aches and pains, their sleepless nights, the medications they took, and so on, you may assume that your advice will literally go in one ear and come out the other.

Assume they didn’t hear, didn’t understand, and won’t remember everything you said. Or anything.

Give the client detailed written instructions. Explain what you want them to do, how to do it, and why it is so important to their case. Give them some examples, so they can see how much to record. And have them email you their notes once a week, so you can make sure they’re doing it, and doing it right.

Because your clients depend on you to take care of them. And sometimes, that means assuming they are as dumb as a rock.

Happy clients provide more referrals

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Do your clients know how smart you are?

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My accountant and I recently started using a shared Dropbox folder to exchange documents. I spoke to him the other day about a bunch of things and when we were done, I asked if he wants me to keep everything in that folder, or could I remove them.

Some things I want to put elsewhere. Some things I want to trash.

He said I could do anything I wanted with those documents, they’re all copies.

One reason I asked is that every year he sends me an inch-thick booklet of “literature” to read, information about changes in tax law, recommended record-keeping practices, and various strategies for reducing taxes.

It’s a lot to read and I’m sure it’s very good but I usually don’t read it.

I always assumed it was canned material, purchased from a service that sells research and recommendations to CPAs to send to their clients. Something he and a thousand other CPAs stick in the envelope (or dropbox folder) they send to clients each year.

Boilerplate. Generic. Boring.

But I was wrong. He told me he writes all of it.

I was impressed (and told him so) and embarrassed that, at best, I only skimmed his good work.

My fault for assuming. His fault for not letting me know he wrote it.

Had I known that, I would have read (some of) it and probably found something I could use. At the very least, I would have been even more impressed at how smart he is and how hard he works for his clients.

So that’s my message to you. If you write or record something, send it to your clients and prospects, even if it’s not completely applicable to their case or situation. And make sure they know you wrote it.

You want them to know that you’re smart, good at your job, and work hard for your clients. You want them to feel good about choosing you as their attorney.

Pretty sure you want that too.

How to write a newsletter that brings in more business

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Learn more, remember more

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The other day I mentioned the value of spaced repetition for learning and retention. You review the ideas you’ve learned and want to remember at a later date, often more than once, to help you better understand and remember the material.

There are other ways to enhance your comprehension and retention, however, and you can use them with or without spaced repetition.

Instead of merely re-reading your notes, use one or more of the following techniques to learn more and remember more:

  1. Add meaning. When you read a book or watch a video presentation, you’re taking in someone else’s ideas. You can enhance your comprehension and retention of those ideas by adding context from your own thoughts or experiences. Add your opinion, your doubts, your questions, or your own examples, to further explain or differentiate the material.
  2. Review other sources. What do others say about the subject? Add their ideas, examples, and stories to your notes. Note how they describe things, where they agree or disagree, and their reasons.
  3. Explain it. Test your understanding by imagining you’re explaining the concepts to a friend. Recite what you got out of the article, book, or video, what you want them to understand and remember.
  4. Use what you learned. Connect the material to one of your goals or projects. If you’re preparing a new presentation, for example, find ways to add some of what you learned to that presentation.
  5. Create an “executive summary”. Re-read your notes, think about them, and write a few sentences or paragraphs representing the most important takeaways.

Instead of just re-reading what someone else wrote or said, or your notes about what they wrote or said, go deeper. Add your own thoughts about the information. Put it in your own words. You’ll understand it better and remember it longer.

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I don’t want to and you can’t make me

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As a child, I always hated being told what to do. Even if it was for my own good, as my parents would remind me.

It’s something visceral with me, even today. I don’t like the word should. As in you should do this or you should(n’t) do that.

I want to do what I want to do and I don’t want anyone telling me I shouldn’t.

We hear the words should and shouldn’t a lot, don’t we? Spoken by skunks with evil intent, but also by well-meaning people who care about us.

They might tell us what to do because they know more than we do about the subject. Or think they do. Or because they’ve done it themselves and want to justify (to themselves) having done it.

I’m not a bandwagon kinda guy. How about you?

What if they’re right? They might be. We might be on the wrong side of the issue. We might be doing ourselves a big disservice by refusing to listen.

I don’t care. I want to do what I want to do.

When I was a pup, my dad told me I should go to law school. I didn’t want to go, not because I had any material objections, but because he told me I should. I had other ideas, other plans, and didn’t want to be told what to do.

Of course I went, but it was my decision, made after exploring my other options and finding them wanting.

Okay, I’m a rogue. Stubborn as hell. Maybe a bit crazy. And I don’t understand why so many people buy what others are selling.

But I’m not going to tell anyone what they should or shouldn’t do.

Okay, that’s not true. I also have a big mouth and often tell people what they clearly don’t know or correct them when they’re clearly wrong.

Especially when someone says I shouldn’t.

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What could you improve?

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The other day I stopped at a light. On the corner, a building was under construction and I saw a tradesman poised on a beam, doing something with a piece of lumbar. I couldn’t tell what he was doing but I could tell he was doing it purposefully and carefully.

Like he wanted to do it right.

No doubt he’s proud of his work, I thought, and wants to do a good job so he’ll be hired again.

And because he knows his work will be scrutinized by a building inspector.

That’s when I thought about you.

You do your best work because you are a professional and you’re proud of what you do. Like the contractor, you have a client who expects and deserves your best work.

Your client is interested in the results you obtain for him, and wants to know he got his money’s worth, but he won’t “inspect” your work like a building inspector.

So it comes down to you.

From time to time, you might ask yourself a question: “If my work was inspected by the bar, by my insurance carrier, or by another attorney my client hired to get a second opinion, what would they conclude?”

Did I cut any corners? Omit steps? Make mistakes?

A little introspection is good for the soul, and the pocketbook.

But don’t stop there. Don’t focus solely on avoiding mistakes, consider ways to improve what you do well.

At the end of each case or engagement, examine the steps you took and the order in which you took them. Do you see a way to improve your process? To do a better job or get the work done more quickly? To make it easier for you to do that work for the next client?

While you’re at it, examine how you treated the client. Did you make them feel appreciated? Did you make them feel like you gave them their money’s worth?

Ask yourself questions like these and take notes. Write down what you did well and what you could improve.

Because you are your own building inspector. And you don’t want to merely be up to code, you want to be the best you can be.

Ready to take a Quantum Leap in the growth of your practice? This will show you how

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Lawyers usually don’t get punched in the face

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The other night I watched an old favorite, Hard Times, starring Charles Bronson, James Coburn, Strother Martin, and Jill Ireland. It takes place in Depression-era New Orleans when a stranger comes to town to earn some money with his fists.

There are some great fight scenes in the movie and if you’ve never seen it, or want to see it again, you can rent it on Amazon Prime.

I tried to find some parallels between the world of street-fighting and the world of lawyering, but I had to tap out.

We may have long hours and a lot of stress, we may lose a case or a client from time to time, but no matter how difficult things might get in our world, no matter how much we get “beat up,” we (usually) don’t get punched in the face.

We talk, we write, we argue, and we get paid. Usually, even if we lose.

In the fight world, you either win or you’re a bum. And no matter how good you are, no matter how many fights you win, someone eventually comes along who’s better and you’re back to being a bum.

Lawyers don’t have to be the best. Frankly, we don’t even have to be that good. We can have a nice career even if we’re just average.

How about marketing? Piece of cake. I never once had to deal with gangsters or loan sharks or had my life threatened in order to keep my doors open. How about you?

Nah, we’ve got it good. Let’s raise our glasses to making a fine career choice, shall we?

No matter how bad things get, after our fight, we can dance in the ring, grab the microphone from Mr. Cosell, recite a poem, and tell the world, “I’m still pretty”.

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The game is afoot

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One way to get more work done, especially work you aren’t otherwise inspired to do, is to make a game of it.

Jerry Seinfeld was said to have done this early in his career when he promised himself he would write at least one new joke each day.

Although he later disputed the details, he was said to make a game of it making a big X on his wall calendar for each day he met the goal. Eventually, he had a long chain of consecutive X’s, giving rise to the expression, “Don’t break the chain.”

The prize for winning this game? A massively successful career.

You can gamify your work with “achievement” goals, e.g., winning the case, signing up 5 new clients this month, or earning $500,000 this year.

You can also do it with “activity” goals, e.g., emailing 5 former clients a day for 90 days, writing one blog post each week for 12 consecutive weeks, or calling 3 professionals in your niche each week for a month.

Achievement goals provide their own reward. You won the case or signed up the clients. Be proud and enjoy the additional income.

Activity goals are a means to an end. Making those calls will eventually bring in more business. In the short term, you can also reward yourself for reaching them by taking some time off, buying something you have your eye on, or treating yourself to a steak dinner.

You can increase the odds of hitting your goal by competing with a friend, partner, or professional contact, to see who can reach the goal.

You can also increase your odds by making your goal public: mentioning it in your newsletter or on social media or telling your friends and asking them to hold you accountable.

Your goal might involve quantity (how much, how many), quality (5-star reviews, six-figure settlements), speed (getting it done by a certain date), or a combination.

Making a game of a goal can help you:

  • Overcome procrastination
  • Get more done
  • Get better results
  • Gain bragging rights
  • Challenge yourself
  • Have fun with your work

And don’t forget the streak dinner you promised yourself for reaching your goal, or, even better, the steak dinner your partner pays for when you reach the goal before she does.

Marketing legal services made simple

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Leave your baggage in the trunk

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If you’ve done a lot of networking, you may have heard the expression. It means “don’t bring your problems into the meeting”.

If you had a bad day, nobody wants to hear about it. They don’t want to see your grumpy face or listen to your complaints.

Your clients and prospects and professional contacts may know, like and trust you, but they have problems of their own and don’t want to hear about yours, any more than you want to hear about theirs. Unless it’s a legal problem and they brought their checkbook, of course.

The same goes for your partners and employees. Nobody wants to work with a Debbie or Dennis Downer.

Leave your baggage in the trunk. If you’re meeting online, put on your happy face before you turn on the camera.

This doesn’t mean you can never display emotions. You don’t have to be like Mr. Spock. Your emotions are part of who you are and you would be wooden and unlikeable without them.

But if you’re in a dark place, filled with anger or sadness or feeling sorry for yourself, don’t ask anyone to join your pity party. Reschedule the meeting or send someone in your place.

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Captain obvious

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When I was fresh out of law school, I volunteered time at a legal clinic, speaking to indigent people, mostly about family law matters. At the time, I didn’t know squat from shinola about restraining orders.

Fortunately, the clients did.

They’d talked to friends and other people who were similarly situated. They knew what forms to file and what they would need to prove. Usually, they just needed help cleaning up their declaration.

From that day forward, I always assumed my clients and prospective clients knew more than I might think.

You should, too.

Listen to what they tell you or ask you. You’ll be able to do a better job for them when you know what they know.

On the other hand, when you write a newsletter or article or blog post, when you post something on social media, you don’t know how much your readers know.

You have to assume they know nothing, and cover the basics, even if you’ve covered them before.

You probably know much of what I share with you, because you’ve heard it before or you have personal experience with the subject.

Or because it’s just common sense.

And that’s okay. What I share with you, what you share with your readers, doesn’t have to be “news”.

Often, we write to remind our readers to do what they already know, because knowing isn’t the same as doing. Or we show them other ways or better ways to do it.

You surely know the value of staying in touch with your clients and contacts, for example, but do you do it as often as you should? Hearing me talk about it (again) might catch you at just the right time when you needed to hear it and prompt you to get back on track.

You certainly know the value of referrals, and I know you want more of them, but you might not be comfortable asking clients for referrals, until you read about a way to “ask” without speaking to them.

We remind our readers about what they already know, show them different ways to do what they know they should do, and inspire them to do it with our examples and stories.

Share new ideas when you get them. But never hesitate to share old ideas, or assume your readers already know them.

How to get referrals from your clients without asking

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