Not so fast

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Your clients generally like when you get the job done quickly. It shows them you have the experience and confidence to do a good job and give them the solution or prize without delay, often at lower cost.

But if you move too quickly, they may wonder why.  

Did you overlook anything? Take too many risks? Make mistakes that will come back to haunt them? 

Did you push them to settle too soon, for less than they could have gotten?

At the other extreme, if you move too slowly, they may think you don’t know what you’re doing or you’re dragging your feet to bill more hours.

Too fast, or too slow, and you make clients nervous. 

It’s the same with prospective clients. 

After a meeting or presentation, if you follow up too quickly or too often, they may wonder if you need the work. If you take too much time to follow-up, however, they might think you don’t care about their business and won’t give them enough attention. 

Each case or client is different, of course. Set the pace accordingly. 

Consider the size and complexity of the case, the emotional aspects of the issues, the number of decision makers, deadliness, and the best practices in their industry or market.

Talk to the client and find out what’s most important to them. Some will tell you they want the best results, no matter how long it takes or what it costs. Some will want you to prioritize cost. And some will tell you they don’t know and ask what you recommend.

In that case, think about what you would want if you were the client—and do that. 

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Push or pull? 

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You tell clients what to do and what to avoid, but maybe you’ve noticed—clients don’t always listen. 

Neither do prospective clients.

You show them the benefits of hiring a lawyer (and why that should be you), but they often do nothing (or hire someone else). 

Your clients and prospects might not believe you. They might not have the money or want to spend it. They might think they can do “it” themself. Or they might be busy with other things and not pay attention. 

How do you get them to do what you recommend?

Repetition is a good option. If you want them to make an appointment or call you to discuss (something), you send them a series of emails and letters; you have an assistant call them, and then you call them. Or you write articles and blog posts and come at the subject in different ways, over an extended period of time, and eventually they get it.

But repetition doesn’t always work. Sometimes, you have to scare the hell out of them by telling them the bad things that can happen if they don’t follow your advice.

Sometimes you give them the facts. Sometimes, you dramatize the facts and get them to feel the heat.  

You want them to consider the plea deal, so you sit them down and explain the worst-case scenario. 

You want them to update their documents, but they drag their feet so you tell them what happened to some of your other clients who waited too long or didn’t do it at all. 

Fear of loss is the most powerful way to motivate someone, and you should use it when necessary.

Sometimes you push—emphasize the bad things that can happen if they don’t follow your advice, and sometimes you pull—emphasize the benefits if they do. 

Yes, tell them both. But they want to know what you think, what you would do if you were in their shoes. Don’t be too quick to answer. Walk them through it. And be as gentle or as tough as you need. 

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When do prospective clients decide to hire you?

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By the time most prospective clients meet you or speak to you, they’ve already decided to hire you. Or not.

They usually know something about you—from your website, your ad or mailing, a review, or a friend who referred them. When they speak to you, their gut tells them yes or no.  

You can give them more information about yourself, about their case and what you can do to help them. But they’ve usually already decided. They use the information you give them to confirm their decision or to see if there’s a reason to override it.

Which means you don’t have to give them a lot of information or go hard trying to persuade them.

If, based on first impressions, they’ve decided they want to hire you, you only need to tell them enough so they can justify their decision. If you give them more, you risk overwhelming or confusing them, giving them more things to think about or question, and talking yourself out of the sale. 

On the other hand, if they initially decided to not hire you, loading them up with information is unlikely to get them to change their mind. 

People don’t like changing their minds.

Give them basic information and not too much of it. If they want more, they’ll ask for more. 

Hey, this is good news. Since the sale is made before you speak to the prospective client, you just have to say enough to not screw it up.

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How much is that doggy in the window?

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You know, the one with the waggly tail? 

How much does he cost? And how much is he worth? 

He’s more than a bag of bones and fur, you know. He’s warm and cuddly and will make you smile and laugh and love you to pieces. 

He’s worth far more than he costs. 

Just like the value of your services. 

Clients aren’t just buying the results you deliver. That’s a big part of it, but they’re also buying other benefits like the way you treat them and take care of them and make them feel safe. 

They’re buying a bundle of benefits and they are part of the value you deliver.  

Value includes everything you do to make your client’s life happier, easier, safer, or more profitable. At a price they’re willing to pay. 

How much is all that you do worth to them? I don’t know, but your clients will tell you. They’ll tell you by the way they say thank you, the ease with which they pay, their repeat business and referrals, their positive reviews, and how they sound when they hear your voice on the phone. 

I don’t know if you have a waggly tail, but you’re worth more than a bag of bones and fur. 

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Make it easy for clients to find you, hire you, and work with you

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In the world of marketing and client relations (which is a sub-set of marketing), one of the best things you can do is to make things easy for your clients and prospects. 

Because the easier it is for them, the better it is for you. 

Here is a simple checklist of things to do, and a reminder to do them.

MAKE IT EASY FOR CLIENTS TO FIND YOU

  • Website (SEO, links from authority blogs, other professionals)
  • Referrals 
  • Advertising
  • Content (Blogs, articles that get indexed, shared, etc.)
  • Networking and speaking
  • Handouts 
  • Directory listings
  • Newsletters

MAKE IT EASY FOR CLIENTS TO CHOOSE/HIRE YOU 

  • Website (About/bio, service descriptions, FAQs, navigation, contact forms)
  • Testimonials, reviews, success stories
  • Everywhere: Explain “why you” instead of doing nothing, doing it themself, hiring someone else, or waiting
  • Flat fees, guarantees
  • Simple hiring documents: agreements, disclaimers, authorizations 

MAKE IT EASY FOR CLIENTS TO WORK WITH YOU

  • Explain everything, copy everything
  • Keep them informed about everything 
  • Remind them of deadlines, appearances, updates, appointments
  • Encourage them to contact you with questions
  • Be available. Tell them what to do if they can’t reach you, after hours.
  • Don’t nickel-and-dime; give them the benefit of the doubt
  • Make it easy for them to refer, post a review, promote your content

I’m sure you can add to this list and you should. Then, periodically, survey your clients (and prospects) about how you’re doing (and not doing) so you can continue to improve.

Because the easier you make it for your clients and prospects, the better it is for you. 

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Mo (value)

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Clients hire you because they want value from you. They want the results you deliver via your legal services, but there are other ways you can give them value. 

Give them more value than they expect, more value than other lawyers deliver.

This doesn’t mean giving away your core services or discounting your fees. (Don’t do that). 

You can deliver more value with

  • Bonus services. Include add-ons or small additional services they need or might need soon. 
  • Better terms. Payment plans, guarantees, more manageable retainers, hybrid fees.
  • Information. Forms, guides, reports, templates, checklists, seminars, and other things they can use in their business or personal life.
  • Speed. If possible, give them the results they seek in less time than they think it will take. Return calls and emails quicker. Show them into your waiting room a few minutes after they arrive.
  • Support. Proactively refer them to other professionals or businesses who can help them with business or personal matters. Promote their business, their charity or cause. Give them advice, feedback, or a shoulder to cry on. 

Ultimately, clients want to feel good about their decision to hire you. They took a chance on you and may be nervous about that. Show them you will protect them, work hard for them, and treat them exceptionally well. 

The more value you deliver, the more value they will deliver to you. They’ll be easier to work with, give you more work, recommend you, promote your events, and otherwise help your practice grow. 

The Attorney Marketing Formula

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I don’t know

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We tell clients that if they’re not sure about something, it’s okay to say “I don’t know”. In fact, we encourage it. But when a client or prospective client asks us a question and we don’t know the answer, we’re often uncomfortable “admitting” we don’t know.

Because we’re supposed to know. 

And if we don’t know and we should, or the client thinks we should, we look bad. So we avoid answering the question directly, change the subject, or stall. 

That can be even worse. 

It makes it look like you’re hiding something, aren’t the expert we purport to be, or want them to cough up more fees before we answer what the client believes is a simple question. 

What should we do? 

I don’t know. No, really, it’s one of those things that doesn’t have an easy answer. 

Is it a complex issue? Unsettled law? Unclear fracts? What is your relationship with the client? What do you need to ask them before you can provide a complete and accurate response? How much time is available to answer?

And, is it the type of question you ordinarily get paid to answer?

Clients don’t expect you to know everything. Or tell them everything. But you should tell them something. 

Tell them what you do know, or tell them some of the issues that make it difficult to answer on the spot. And then tell them you need to do some (more) research, ask them (more) questions, or give it some thought.

Or tell them there are issues that are outside the scope of your practice area and you need to consult with (or refer the client to) another lawyer.

Of course you could also just tell them you don’t know or you’re not sure and, say it with me, “you don’t want to guess”.

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The worst clients are (sometimes) the best clients 

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Most lawyers are leery of clients who already have an attorney and are looking to switch. They’re often considered difficult to work with, impossible to please, micro-managers, complainers, and a one-way ticket to trouble. 

And that’s often true. But not always. 

Sometimes, their attorney is the problem. Sometimes the chemistry isn’t right. Sometimes the client had unreasonable expectations, perhaps because someone was in their ear about what to expect, and they have now come to their senses.

Yeah, it’s complicated. It could be a combination of factors. Which suggests the wisdom of spending time to find out instead of rejecting them at the first sign of (potential) trouble. 

One thing is certain, dissatisfied clients are motivated and if you talk to them while they’re looking for a new attorney, or thinking about it, they could be easy to sign up and a great client, at least for you. 

When you don’t do the same things their previous attorney did, when they are relieved that they found you and wondering “where were you when I first starting looking for an attorney,” not only could they be easy to work with, they could become a great source of referrals. 

I know, you might think that’s crazy talk, especially if you’ve been burned by “problem clients” in the past. And, if your gut tells you “no,” you probably should go with that. 

But sometimes, your gut is trigger-happy and you should sleep on it before you decide. 

In fact, instead of avoiding prospective clients who are unhappy about their case or their attorney, you might consider “specializing” in them. Focus on people who are dissatisfied with their current provider. Marketing is easier when you target this type of client, especially when most attorney are so quick to avoid them. 

Yes, they might be trouble. You have to get good at sizing them up and lay out ground rules for working with you if you agree to represent them. If you do, and you hit the right notes with these clients, you might find this to be a very lucrative niche for you. 

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I don’t like my doctor

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Pretend I’m talking about my lawyer because it works the same way. So there’s this lawyer (doctor) I “use” and I trust her medical skills (which is why I have continued to “use” her, including for two (minor) surgeries) but now that I’m “better” I don’t think I’ll go back to her if I have another issue.  

It would be convenient to go back to her, and a hassle to find someone else, but I can’t say for sure what I would do. 

Remember, “all things being equal (e.g., skills, trust, convenience, value, results, etc.), people prefer to hire professionals they ‘know, like, and trust’. 

I know her. I trust her. But I don’t like her. Use her again? Not sure. Refer others to her? Probably not. 

Much is said about the importance of trust, and rightly so. Not enough is said about the importance of liking. It should be, however, because in the competitive environment we find ourselves in today, likability makes the difference. 

You can only go so far in a professional practice built mostly on transactional relationships. If you want sustained growth, you need loyal and committed relationships that all but guarantee repeat business and referrals. To achieve that, you need people to like you. 

So, why don’t I like my doctor? The usual reasons. Essentially, not making me feel cared for or appreciated. 

She doesn’t listen as closely as I would like her to (or at least pretend to), and doesn’t respond as thoroughly and patiently as I’d like. 

I get that she’s busy. And that I ask a lot of questions and aren’t that warm and fuzzy myself. But I’m not asking for too much. Maybe just taking an extra second or two at the end of an appointment to assure me before turning and scooting out the door. 

Show me you care about me. Give me a reason to like you. And maybe I will. 

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The case is closed; your relationship isn’t

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You finish the case and send the client a letter explaining that the case is closed. You tell them what happened, what to expect, how to get their documents, and so on, and thank them for allowing you to represent them. 

Your letter allows you to protect yourself, in much the way a letter declining representation does, and provides other benefits. This article does a good job explaining these benefits, the risks for not sending one, and a description of what should go in your letter.

But I write about marketing and would be remiss if I didn’t point out how your closing letter (or a secondary letter or document) can bring you more business and solidify your relationship with the client. 

What should you say that speaks to that subject? That depends on your practice area, your relationship with the client, and other factors, but here are some options to consider:  

  • Thank you again for choosing me/your firm, how they helped make your job easier (with examples), and how you enjoyed getting to know (and work with) them and their team, partners or family
  • A summary of the steps you took during the pendency of the case, or a recap of what you’ve previously sent them, so they can see how much you did to earn your fee
  • If the case was lost or the result was disappointing, some perspective about that
  • A request to fill out a survey about their level of satisfaction with the work you did and how you treated them
  • A request to leave a review and instructions about how and where to do that; copies of (or links to) reviews by other clients as examples
  • A list of your other practice areas, a description of how to recognize when they might need them, and (optionally) an offer for a free consultation or special offer
  • Asking them to contact you about any future legal issue because you know a lot of good lawyers who handle things you don’t handle
  • A request to share your report, presentation, brochure, business card, web page, etc. with people who might need or want information about a legal issue and how you can help them
  • A request for referrals and details about what to say and do to make it easier for them and the people they refer
  • Telling them you will continue to send them information they can use in their business or personal life (and/or requesting them to sign up for your newsletter) 

And then, in a couple of weeks, call them to see if they got this letter, if they have questions, and to once again thank them for choosing you as their attorney. 

The case has ended; the relationship continues. 

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