Treating your competition

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You read that right–”treating” your competition, not the conventional advice about “beating” them. 

It’s a different philosophy. 

Reach out to other lawyers in your niche or market and get to know them, or, if you already know them, get to know them better. 

See them not as a threat but as a friend. Not someone to “beat” but someone to work with.

Treat them to lunch, share your presentation or article, find something positive to say about theirs.

Yes, even though they might target the same cases or clients you target. Even if they are literally your competition.

I know what you’re thinking. You’re thinking I’m suggesting this because if these other attorneys or firms see you as a friend, you might get some referrals from them when they have a conflict or a case or client that’s not right for them. 

This is obviously true and how I started my practice. But the philosophy of reaching out to other attorneys in your niche goes beyond that. You can learn from them and be inspired by them, even if just by observing them. 

What are they doing that’s working? Maybe you can do it, too. What mistakes have they made? Perhaps you can avoid doing what they did. Who do they know you should know, if not by name but by category?

Why would other lawyers be willing to embrace you this way? After all, you might look at them as a friend or business asset, but most attorneys, raised on a zero-sum “beat the competition” mindset, are unlikely to see you the same way. 

Maybe. In which case, their reticence might become a self-sorting mechanism, showing you who might be worth knowing and who might be best kept at a distance. 

On the other hand, maybe your openness will unlock something in them that could be mutually beneficial. Maybe they would love to get to know you (or know you better), learn from you and be inspired by you.

In the end, it’s not about them. It’s about you. Your habit of seeing everyone as a potential friend and a willingness to see where that could lead. 

I know lawyers who are like that. Natural networkers, with lots of friends and contacts, and very successful practices as a result. 

It’s not the only path to building a professional practice, not something I’m good at or enjoy. But it’s something I’ve been willing to do over the years, and it has almost always led to good things.

We don’t have competition, you and I. Just people we don’t yet know, or know well enough to call a friend.

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The most important decision of your legal career

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Ever notice that the most successful lawyers aren’t necessarily the best lawyers? If you’re smarter, work harder, and do a better job than those other lawyers, why do they earn more than you do? 

It’s because being a better lawyer doesn’t mean prospective clients and the people who can refer them will notice you, trust you, and hire or refer you. 

You may be a brilliant lawyer, dedicated, hard-working, and well-liked, but if you’re not good at the business side of your practice, you’ll always be a step behind. 

The good news is that you can change that. It starts with a decision. 

The most important decision of your career.

You have to decide to commit to the business side of your practice. That it is at least as important as the legal work and deserves your time and energy and money. 

Decide to get serious about business and marketing. Study it, schedule time for it, and consistently and enthusiastically work at it. 

Average lawyers don’t do that.

Average lawyers provide lip service to marketing and management, taking action only when something falls in their lap, there is a fire to put out, or they have a few extra minutes between appointments.

Unless driven by desperation, they don’t schedule anything, try anything new or otherwise work on improving the business side of their practice. They see it as a burden, an expense, at most a necessary evil, instead of embracing it as the path for achieving their biggest goals. 

Why? Ego, mostly. They believe that to be successful, they shouldn’t “have to” do anything more than be a good lawyer. Or they don’t know what to do and aren’t willing to find out. 

They might assume that the lawyers who earn more have the right connections, innate interpersonal skills, or just got lucky. 

Excuses. And any excuse will do. 

Don’t make excuses. If you want to achieve more, decide that you will do everything possible to make that happen. And do it. 

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A simple way to get more clients to say ‘yes’

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They’re interested. They know what you do and know they need your help. They (probably) want to hire you, but they don’t call or return your retainer agreement. 

What can you do to get them off the fence?

The answer is simple. Easy to do. And could double or triple your sign-ups (according to studies). 

What is this miracle strategy? Follow-up. Contact them again. Send them another letter, or email, or call.

Many (most) attorneys don’t. One email or conversation and they’re done. “If they want to hire me, they have my phone number” is the prevailing thought.

They don’t want to appear needy or pushy or bother the client. Or they followed up already and don’t know what to say to the client or prospect that they haven’t already said. 

But here’s the thing. You’re not being a nuisance by following-up with someone who needs your help; you’re doing them a favor. 

They contacted you or responded to you because they need your services but aren’t sure it will be worth the cost or if there are other options. Or they’re dealing with even more important, possibly urgent problems, and haven’t been focusing on this one. 

They might have forgotten your initial conversation, or gotten distracted. When they hear from you again, they remember their problem or need and remember that you could be the solution. 

Following up helps them decide to say yes. 

But you need a plan. 

Without a follow-up plan, when you follow-up randomly, you don’t know what to say or do, or when, or how often, or you get busy and forget to do it.  

To your detriment and to the detriment of the client. 

I can’t give you your plan, of course, because this will depend on your practice area, target market, deadlines, and other factors. But I can give you some guidelines. 

In general, depending on your services and the urgency of their situation, plan to follow-up at least 3 times. If possible, do these a few days to a week apart, to give the prospect enough time to consider your solution but not so much time that they lose interest or find another lawyer. 

Send these follow-ups at different times of the day, to increase the odds that they will see them, and for the same reason, use different media, e.g. email, regular mail, and, if appropriate, social media, phone or text. 

Never apologize for contacting them again. Remember, they need your help. 

Don’t limit your follow-ups to providing more facts or discussing the law. Stories and testimonials and emotional appeals can make a massive difference.  

If appropriate, consider offering different services and payment plans. 

Give them alternative ways to reply—filling out a form, calling your office to schedule a phone appointment or office consultation, calling your assistant with questions, or calling your cell. The more options you give them, the more likely it is they will do something and thus take the next step to hiring you. 

Test different approaches, timing, and offers. Track your results and be prepared to modify your plan. But don’t get caught up searching for the perfect approach. 

The most important element in a follow-up plan is that you do it. The second most important element is that you do it more than once. 

However flawed your follow-ups might be, doing them more could be all you need to double or triple your sign-ups.

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Client surveys

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Lawyers ask questions to diagnose clients’ problems and prescribe effective solutions. We question witnesses and other parties to learn what they know and how they can help or hurt our case. We hire experts and ask for information and advice to help us better manage our cases. 

Questions are the cornerstone of legal work. But they can be much more. 

Asking questions—through surveys, questionnaires, interviews, and even just conversations—can dramatically improve a lawyer’s marketing and practice management.

What can you ask? Here are a few ideas:

  • Ask prospective clients how they found you and what they heard or read. Did they see an ad? Where? What caught their attention? Were they referred by another client or another professional? What were they told that inspired them to make an appointment? 
  • Ask new clients how they were treated at their first appointment. What stood out about what they saw and were told? Was everything explained to their satisfaction? Did they understand fees, costs, and other terms? What did they like best? What could you improve?
  • Ask existing clients what groups they belong to, to help you identify where you might advertise, network, write articles, or speak. 
  • Ask your subscribers (newsletter, blog, social media) which topics they’d like you to write about.
  • Ask clients if they know about your other services. “Did you know we also do X?”
  • Ask everyone if they might anyone (at work, in their neighborhood) who might like a free copy of your new report or a link to your video. 
  • Ask all clients about their industry or market, business or practice, to “get to know them better” (to create more effective marketing collateral and offers). 
  • Ask all clients if they would recommend you to others and what they would tell them. This could lead to reviews, testimonials, referrals, and ideas for improving your services or your marketing message.
  • In conversation, when you learn a client or contact knows someone you’d like to meet, ask if they would introduce you. 

You can pass out questionnaires at presentations. You can conduct “exit surveys” at the end of cases. You can add “getting to know you” questionnaires in your “new client kits”.

And you can ask clients for feedback or information about themselves or their business any time you meet. 

Questions like these can not only help you create more effective content and marketing messages, they can help you strengthen relationships with your clients and contacts because they really will help you get to know them better.

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Managing client expectations to sell more legal services

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Prospective clients often don’t trust lawyers. They may have had a bad experience, friends or business associates may have shared their bad experiences, or decades of TV shows depicting lawyers as liars and cheats might have indoctrinated them.

So they often expect the worst from you. 

Among other things, they expect you to be less than transparent about the value of your services and their strengths and limitations. They might expect you to charge top dollar for services they don’t need or could get elsewhere for a lot less. 

You want to overcome their doubts and fears and get “the sale,” and make them happy so they hire you again and provide you with great reviews and lots of referrals. 

To accomplish this, you should do your best to exceed their expectations. One way to do that is to “down sell” them. 

They expect you to tell them they need your “big package,” which costs a lot but is necessary for their protection, yada yada, and they doubt you. When you instead tell them they don’t need that, that they can get most of the benefits they want and need with your “regular” package of services and save a bundle, they are surprised and probably thrilled.

Down selling is a simple and effective way to overcome a would-be client’s fear and skepticism and make them see you as one of the good guys. 

You might be inclined to lead with your basic package to get them in the door and then show them your deluxe package or various extras. There are times when this is the right strategy. 

But consider down selling instead. 

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Why your subscribers and followers aren’t hiring you (and how to fix it)

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Okay, there are lots of reasons someone might not hire you, starting with “they don’t need your services yet/anymore,” all the way to “they haven’t heard from you in a while and forgot about you.”

It could be your “open rate” (or lack thereof). You haven’t told them what to do, or told them often enough. Perhaps they don’t have a sense of urgency about their situation and “someday” is still a long way off.  

Maybe they stopped reading your posts or emails (for a lot of reasons). Maybe you said something that turned them off. Maybe they hired another attorney who showed up at the right time or said the right things. 

Maybe they’ve gotten used to getting free information from you and don’t see why they should pay now for your advice. 

NB: Don’t stop the free information; do show them the benefits of hiring you or taking the next step. 

Of course, there could be other reasons. Maybe they want to get to know you better—your style, your consistency, how you work with your clients—and the list goes on.

You need to pay attention to these things, but don’t obsess over them. There’s something else you can do that can take care of a lot of these issues.

Grow your list. Get more subscribers or followers. 

New blood is the lifeblood of any business. New newsletter, blog, or podcast subscribers, friends or followers are more likely to hire you simply because they are new.

They’re new (recent) because they had a problem or an interest, went looking for a solution, and “found” you. They want to improve their situation and pay attention to what you say, unlike many on your existing list who may not.

New contacts are “hotter” than old ones. 

More content and better messaging to your existing list can bring you new business. Growing your list might bring you a lot more.

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The cost of marketing your legal services

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Lawyers choose which marketing strategies to use based on a variety of factors, not the least of which is cost (money, time, other resources). But cost is a misleading factor.  

It’s not how much we spend. It’s how much we earn in return. 

We might think a certain ad campaign (or any marketing strategy) is “expensive” but if the ROI is high enough, it might actually be “cheap”. 

If you spend $1,000 per month on an ad, for example, and it brings in $5,000 per month in net revenue, that ad is profitable. If you can continue to get that kind of ROI, you would want to invest as much as you can in as many ads as you can. 

The same goes for seminars, mailings, video production, other content, or other marketing endeavors. 

It’s also pertinent to hiring additional staff (or better staff), a bigger office, or even a better wardrobe. 

Nothing is expensive if it pays for itself and helps you increase your profits. 

You might be reluctant (or unable) to spend $50,000 per month on advertising, but if you’re getting a 5-1 return (and you can handle all the new business), you’d be foolish not to beg, borrow, and steal to get more money to invest in that slot machine. 

There is a risk that you won’t continue to get a sufficient ROI, however, so you have to watch your numbers.

But many lawyers don’t. They allocate a monthly or quarterly budget for “advertising” or “marketing” and hope it pays off. 

But that’s not how a profitable business (or practice) should be run. 

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Leap and the net will appear

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When I started practicing law, I took an office in a suite with other lawyers. It gave me access to a law library, receptionists who answered the phones and greeted my clients, copy machines, coffee service, and other features that allowed me to move in and get to work. 

When a client came to see me, I didn’t look like a “beginner.” I looked established and successful. 

The biggest advantage of this arrangement was that it gave me access to other lawyers with whom I could associate, learn from, and get some work.

I did appearances. I did research and drafted documents. And I got referrals.

If you’re starting your legal career, I recommend you consider a similar office arrangement. 

When you are more established, however, when you need room for your growing staff and can afford to build out your own suite of offices (as I did), do it if you’re ready but wait a bit if you’re not. 

Having your own office is nice. You get your name on the door and the building directory. Your clients like having an attorney who (looks) more successful than the average Joe. 

But is the additional overhead and responsibility worth it? 

Maybe. 

My practice grew significantly after I got my own office and hired more staff. But did it grow because it was my own office, or were there other reasons? 

I can’t say for sure, but I know one thing. The additional overhead forced me to do things I might not have done, or done as aggressively, if I hadn’t had to cover the additional overhead. 

I got bigger, faster, because I had to. 

If you are thinking about getting your own office or moving to a bigger office, if you’re considering hiring more staff, investing in more advertising, or spending more time marketing, I get you. 

My advice? Yes, run the numbers. Talk to other lawyers who did what you’re thinking of doing. And, most of all, pay attention to what your gut tells you.

I was nervous about expanding. What if this and what if that? Ultimately, I did what I wanted to do and trusted that everything would work out. 

And it did. 

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Long time no see. Let’s fix that. 

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Your best clients, closest friends, strongest business contacts, people who know, like, and trust you and with whom you communicate most—your “strong ties”—are often your primary source of referrals and opportunities to grow your business. 

What about everyone else? 

What about former clients and business contacts you haven’t spoken to in a long time? People who know your name but aren’t now actively involved in your life? Experts say these are your “weak ties” and if you’ve been around for more than a few years, there are far more of them than your weak ties. 

And they represent a potential bonanza of business and prosperity for you. 

They can provide you with valuable information about your (their) market, introduce you to people you’d like to know, send traffic to your website, promote your content and events, provide you with a testimonial or endorsement, and otherwise help your practice grow. 

But their value isn’t so much what they can do for you, it is how easy it is for you to get them to do it. 

You don’t have to spend time or money to identify them, and meet and get to know them. You just have to reconnect with them. You don’t have to win their trust, you just have to kindle it. 

And it can be as simple as digging out their contact information, reaching out and saying hello.

Is that it? Just call or write and say hello? 

Yes. 

Acknowledge the passage of time, ask how they’re doing, and wish them well 

You can do more. You can also send them something, perhaps an article you found (or wrote) and thought might interest them. You can offer to meet and buy coffee or lunch, or invite them to your upcoming event. Or find out what they need or want and help them get it.

What’s next? Perhaps you’ll get together with them and continue the conversation. Or invite them to sign up for your newsletter so you can keep in touch. Or simply calendaring a few months and contact them again.

You might not need to do anything else.

How about contacting them and finding out?

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Have you lost your edge?

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If your practice isn’t growing, it might be because you’re not doing the things you did when you started out, or you’re not doing them the way you did before. 

You’ve become complacent. And lost your edge.

Fortunately, you can switch back to the way things were. But to do that, you need to get out of your comfort zone and be willing to take some risks. 

Risks that you might fail. That you might lose money or embarrass yourself. Or you might not like doing the work, and then what?

But you can do this. It’s not like the work is inherently difficult. You don’t have to dig ditches or work for peanuts like I did starting out, taking cases that paid total fees of $300 and doing things I was not (yet) good at, or things I hated.

Don’t dwell on the negative. Give it a try.

It might be rough and make you question life, but (surprise) it might not. You might find it more fun than annoying, more invigorating than daunting. 

Begin by making some goals. Make them big, nearly impossible; so big they make you laugh. 

Why?

Well, when you were new, you might have been desperate (like me) and willing to do anything, put up with anything, risk everything, but now, if you’re not desperate and the fear of failure and becoming homeless isn’t driving you, you need different motivation. 

To wit, big, hairy, crazy goals that put a smile on your face. That might be just what you need to let go of your resistance, get out of your comfort zone and get to work. 

But tell no one. Make a pact with your ego to make something happen first, and then you can surprise anyone who might care.

Then, make a plan. Choose a target market, ideal client, and one or two marketing strategies. Grab your calendar, schedule time for marketing and practice development, and put one step in front of the other.

One more thing. No matter how hard it might be, it will be infinitely easier than it was when you were new. You have experience, now, professional contacts, and satisfied clients willing to work with you and refer others.

Compared to the old days, it will be a cakewalk.

This will help

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