The quickest way to grow your law practice

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We’ve been talking about social media marketing lately. If you embrace it, and it’s working for you, I’m all for it. But there are two things you need to know.

First, social media may do everything it’s supposed to do for you, i.e., build your list, improve your reputation, bring you leads and clients, but it usually won’t do it quickly. It can take months or years to bring in meaningful results.

Second, you have no control over what happens. Yes, you can see that you’re getting more results on Twitter than LinkedIn and direct more energy to Twitter (and if that’s what’s happening, you should), but whatever is going to happen on a given platform, or all platforms, is going to happen. You can’t make it do more or do it faster.

The same is true of other marketing techniques lawyers typically use–networking, articles, speaking, blogging, publicity, and referral marketing. They all work, but slowly, and you have very little control.

True, you might get lucky. You might meet and sign a huge client at a networking or speaking event. Your blog post may get noticed and linked to by a major publication, sending you a swarm of traffic. And while these things do happen, they are unpredictable. They may happen next month, five years from now, or never.

One marketing technique is different. It gives you tremendous control. You can try it on a small scale and if works, leverage your results into sequentially bigger results with nearly scientific accuracy.

You can also get results much quicker. In fact, I know of no quicker way to bring in business.

Oh, and there’s another advantage: you don’t need to spend time on this marketing technique. You can just write a check.

By now you may have figured out that I’m talking about paid advertising. But I’m not talking about any kind of advertising, I’m talking about direct response advertising.

Most attorneys who advertise don’t use direct response. They use “general awareness” or “branding” style ads, and they are often a giant cash sinkhole. They might work just enough to keep running them (e.g., yellow pages), but not enough to make a difference in your bottom line.

Plus, there’s almost no control. You can ask new clients, “where did you see our ad?” (and you should), but this doesn’t give you the degree of control I’m talking about.

Direct response advertising is different. You include a response mechanism in the ad (call this number, fill out this form) and measure the response. If you get enough response, if the ad is profitable, you run it again. If it continues to pull in sufficient response, you continue to run it, and in more publications or websites.

So, you start with a small, inexpensive ad. If it works you buy more ads, and perhaps bigger ads, and you continue your campaign. If the ad isn’t profitable, you pull it and try something else.

You don’t risk big money unless and until you know you have something that’s working. And then you test some of the variables (e.g., headline, offer, list, copy) to see if you can make it work even better.

Lead generation ads are direct response, and often work better than “one step” advertising (i.e., “Call for an appointment”). In a lead generation ad you offer something other than your services, in order to get people to identify themselves to you so you can add them to a list. You might offer a free report, a book, a “planning kit,” a checklist or a set of forms. The quality of your free information “sells” the recipient on hiring you.

Instead of giving away your book or kit, you could sell it. Everyone who buys your book or paid seminar is likely to be an even better prospect for your services, and their purchases help you pay for your advertising and fulfillment.

Advertising isn’t easy. It requires expertise and some money to start. But unless you are precluded from doing so (by your bar or firm), if you want to grow your law practice quickly, I suggest you consider adding direct response advertising to your marketing mix.

Because there’s no faster way to grow your law practice.

If you’re getting started in marketing, start with this.

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How to profit from rampant unemployment

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92,009,000 Americans aren’t working. That’s a lot of people who can’t afford to hire you.

What can you do to protect yourself? How can you profit (there, I said it) from everyone else’s misfortune?

I jotted down a few ideas. They may be obvious, but just because people know something doesn’t mean they’re doing it. And let’s face it, lawyers are very slow to change (anything), so there’s a good chance you may not be doing the obvious, or if you are, not doing it enough.

  1. You might be tempted to target lower “income” clients. Don’t do it. Do the opposite. Re-focus your efforts on higher income clients. Yes, there are fewer of them. But they can afford to hire you. What good is having millions of people who need you if they can’t hire you?
  2. Target industries and market sectors that are growing. For example, companies that sell to the Feds, and the people who work for them. And the companies that sell to these companies. And the professionals who advise these companies and the people who work for them.
  3. Consider adding or switching practice areas. I read one report that said half of the country is having trouble paying their mortgage and rent. Does this mean you should take up bankruptcy, foreclosure, unlawful detainer, and the like? It means you should take a look at them.
  4. Get set up to accept credit cards, PayPal, and other payment systems. Give clients alternative ways to pay you. (Bitcoin? Barter? Tulips? No comment.)
  5. Put more resources into marketing. I’ll bet you were expecting me to say that. But hey, with a glut of lawyers competing for fewer clients, you’ve got to step up your game. Review your website. Consider more “reaching out” methods than you usually use. Work on your interpersonal skills. Do some joint venture marketing. Learn how to sell.

I guess I could add, “considering moving”. Some parts of the country are doing much better than others. This may seem extreme, but in view of where we are today, nothing should be ruled out.

Review (or create) your marketing plan. This will help.

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How much are you willing to invest in your law practice?

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I read about a recent law school graduate who has $200,000 in student loans and can’t get a legal job. Not surprisingly, he questions the efficacy of taking on large loans for a spec legal career. But what if he did get the job he thought he would? Me thinks he might be playing a different tune.

We invest money in law school because we think we’ll be able to pay it back and make a handsome return on our investment. We do the same thing when we open a law office.

We also invest our time. We spend years getting our education, and more years working long hours for inadequate pay, with the knowledge that some day, it will be worth it.

When things go right, nobody blinks. When they don’t, that’s all anyone talks about.

The past is past. You either made a good investment or you didn’t. Don’t look back. Look forward.

Wherever you are right now, ask yourself what you are willing to invest in your future.

How much money? How much time? Especially time.

How many hours per week are you willing to invest in marketing and building your practice? How many networking events are you willing to go to without seeing an immediate return? How many blog posts or articles are you willing to write this week, this month, this year?

When I opened my first office, I spent the little funds I had on furniture, rent, and a typewriter. I needed the rest for living expenses. I didn’t have money but I had lots of time. Later, when my practice grew, I had money and no time. To continue to grow, I had to find the time because I couldn’t compete with the big budget advertisers in my market.

I found the time by delegating as much of my work as possible. I gave up personal time. And I invested this time in building my practice.

I talk to a lot of lawyers who tell me they don’t have time for marketing. Borrow the time. You’d borrow the money if you needed it, why can’t you borrow the time?

How much time are willing to invest in your law practice? The Formula will help you create a marketing plan.

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Contingency plans

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What would you do if you suddenly discovered you could no longer practice law? Don’t scoff. Many physicians are leaving medicine right now and many others are reconsidering their future.

You have to have contingency plans.

You might get sick or injured and find that you can no longer practice. What will you do?

You might find that market forces have made your practice area unprofitable. (You can now purchase legal services at Walmart in Ontario, Canada. What’s next?)

You might get laid off tomorrow and not be able to find another job at the same pay level.

You might find that you are no longer passionate about practicing law and need to find something else.

What will you do?

Last weekend, the service provider that delivers my emails was shut down by a major DDOS attack. It looks like they’re back online and you should now be caught up with Monday’s and Tuesday’s posts (I took yesterday off).

But what if they went down for good?

It would be a big inconvenience, but it wouldn’t put me out of business. I have contingency plans. My income doesn’t depend solely on my attorney marketing business. If I lose one source of income, I have others.

How about you? What do you do, or what could you do, to bring in other sources of income? Start a business? Write? Consult?

And then there’s the subject of retirement. I started another business because I knew that I was not putting away enough income for retirement. My business now provides me with passive income and I could retire at any time.

I didn’t do this because I’m super smart or responsible. I did it because I was scared. The thought of being too old to work, or not wanting to work but having to do it to pay the bills, scared the hell out of me.

Take some time to think about your future. Create a Plan B and maybe even a Plan C.

The Attorney Marketing Formula comes with a free marketing plan. Go here.

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Why you should offer multiple versions of your legal services

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If you only offer one version of your services, you may be losing business and short-changing your income.

Think about it, when a prospective client thinks the fee you quoted is more than he wants to spend, he has two choices: hire you or go away. One of those choices is bad for both of you. If you offer two versions, however, the client might choose the lower cost version. They’ll get some of what they need now, they can get more later, and you get a client.

When I was selling my big ticket referral marketing course a few years back, I offered Basic and Deluxe versions. The Deluxe version offered more information and more help (consulting). Most lawyers chose the Deluxe package, which meant I got more customers and earned more on the average sale.

You want prospective clients to think “which package should I get?” instead of “should I get this?” In marketing, it’s called “alternative choice”. It’s used extensively  in direct response.  And sales people use it to set appointments: “could I come out tomorrow or would some time next week work better?”

If you currently offer a menu of different services, see if you can combine some of them into bigger packages. You’ll make it easier for clients to choose, because they will have fewer options, and you’ll earn more for the same work.

If you charge by the hour, see if you can break off some of what you do, package it, and offer it for a flat fee.

And, if you currently offer a package of legal services for one set fee, see if you could break up that package into two or three separate packages. You can charge more for each package separately, or offer a lower price if they sign up for both (or all three). Not only will you get more first time clients, you’ll also earn more for each component of your work.

Learn more about packaging your services. Click here.

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Why some attorneys earn more than you do

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With my CLE compliance deadline approaching (I finshed, thanks for asking), I’m being inundated with emails offering all manor of courses. I noticed that some companies charge much more than others. In fact, prices are all over the place. I could get all 25 credits for $299 or for $60. Are one company’s courses five times better than another’s? Probably not.

So why would attorneys pay more for something they could easily get for less?

Because some companies are well known to them and have good reputations. Lawyers will order from a familiar company because it’s safe. They don’t need to check them out. Click, order, done. They may realize they are paying more but the convenience and peace of mind are worth it.

I’m sure some attorneys equate a higher price with higher quality. They assume that by paying more they’re getting better courses. Or conversely, that if they pay a low price they will get inferior quality.

Other attorneys simply don’t want to take the time to shop around. They’re busy.

Still others never considered looking at anything else. They simply order from the company they ordered from the last time. They are a satisfied customer. When they get an email from “their company,” they just order.

Make sense?

Well guess what? The same things are true for buying legal services. People will pay more to hire an attorney who is well known to them or who comes through a referral. They will pay more to attorneys who make it easy and convenient to hire them. They will pay more because they believe they are getting more value than they would get from a “cheaper” attorney.

Yes, some clients shop price. You don’t want them. You want the low-hanging fruit, the clients who are willing to pay more for intangibles that are important to them.

And that’s why some attorneys earn more than you do for the same services.

Want to get paid more? Get the Check: Stress-Free Legal Billing and Collection shows you how.

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Opening a second law office

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Every four to six weeks I pop over to a small barber shop near my home. Snip snip, buzz buzz, and I’m done.  Its quick, they do good work, and it’s a heck of a lot cheaper than the fancy places I used to go.

On my last visit, I learned that the owner had opened a second location about ten miles away. Good for him. Entrepreneurship rocks.

He’s got more overhead, responsibilities, and risk, but he’s got the system down and I’m sure the second store will be running smoothly in no time.

He opened the second location, I’m sure, because he understands that there is only so much upside in a barber shop. Men don’t buy a lot of hair care products, we don’t get our nails done or our hair colored (usually), and in a small local shop, if all of the chairs are busy, there’s only so much the owner can do to increase his bottom line.

When I was practicing law, at one time I had three offices. I earned more, but frankly, it wasn’t worth the extra time and headaches. What I should have done, and what you should probably do if you’re considering opening a second (or third) office, is to work on increasing the profits in the first office.

There are lots of ways to increase profit in a law office. You can get bigger cases and better clients. You can get your former clients to hire you again, or hire you for different kinds of work. You can get more new business, from referrals or advertising or through the Internet, and short of needing a bigger office to accommodate additional staff, you can do all of this from one location.

On the other hand, clients will only travel so far to see a lawyer. Opening a second office is tempting. Does it ever make sense?

Theoretically, yes. In southern California, for example, if your office is in Los Angeles, you might want a second office in Orange County, and another in San Diego. Three different markets, with enough population to make the investment worthwhile.

But the investment in a second office encompasses far more than rent and employee expenses. You must hire, train, and supervise the new staff, which is difficult enough when you are present. There are additional liability and ethical risks, not to mention the risk to your reputation if something goes wrong.

If you’re thinking about opening a second law office, consider yourself warned. It’s not for the faint of heart.

If you have the resources and the thick skin, a second office is a viable way to increase your income. But don’t rush into it. A good place to start is to get a shared office arrangements where you can use a conference room to see clients. This will allow you to test both the market and your capacity for operating a satellite office, before you commit to something bigger and more permanent.

Proceed cautiously, limit your downside risk, and if things don’t go the way you had hoped, you won’t have to. . . forgive me. . . take a haircut.

Get more referrals. Quickly. Here’s how.

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How to make next year better

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If you want to make next year better than this year, start by taking a look back at your practice over the last 12 months. Look at every new case or client and figure out where they came from.

Who referred them? How did they get on your list? What did you do to get them to call?

Do the same thing for repeat clients.

Also look at the quality of those clients. Some clients are better than others. They hire you more often, pay higher fees, and provide more referrals. Which of your new and repeat clients fall into the category of “better”? Where did they come from?

Grab your calendar, your bank statements, your website statistics, your notes and records, and take a mile high look at what you did last year and your results.

Look at your networking, speaking, writing, and blogging. Look at your keywords, your content, your offers.

What worked for you? What worked better? What worked best?

Look at your professional relationships. Who provided referrals or other help? Who referred more or better clients? Who provided you with important intangibles–support, ideas, friendship?

(Note to self: “Make sure to keep better records next year so the next time I do this analysis I’ll have everything in front of me.”)

You can see that some things you did this year worked great, many didn’t work at all, and most fell somewhere in the middle. The same with your relationships.

If you look hard enough, you will see that although a lot of things produced a lot of results (clients, money, subscribers), a few things produced the majority of your results. You may find that

  • Eighty percent of your results came from just twenty percent of your activities
  • Eighty percent of your referrals came from twenty percent of your clients and professional contacts
  • Eighty percent of your income came from twenty percent of your cases
  • Eighty percent of your new subscribers came from twenty percent of your posts, keywords, speaking gigs, ads, (etc.)

Or not. It doesn’t have to be eighty percent and twenty percent. But it is almost certain that a big percentage of your results came from a small percentage of efforts or sources.

Identify the activities that produced most of your results so you can do more of them. Identify the handful of referral sources that sent you most of your referrals or your best referrals, so you can strengthen your relationship with them and leverage those relationships to meet their counterparts.

If you want next year to be better than this year, you need to find what worked best and do more of it. To find the time and resources to do that, cut down on or eliminate things that didn’t work, or that didn’t work as well.

For me, one thing worked better than any other. My twenty percent activity was writing. The books, courses, and blog posts I produced brought me more traffic, subscribers, and revenue than anything else I did. Knowing this means I can make next year a better year by being more prolific.

I know where to focus. I know my priorities. I know where to spend my time.

How about you? What will you do more of next year? What can you cut down on or eliminate? How will you make next year better?

The Attorney Marketing Formula comes with a simple marketing plan that works. Check it out here.

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Law firm marketing: why you need to zag when other lawyers zig

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Most lawyers are pretty much like their counterparts. We all do the same kinds of work for the same kinds of clients and get it done with the same degree of skill and efficiency.

At least that’s what most people think.

If you’re better than average, you need to let the world know. Brag a little. Strut your stuff. Prove that you’re the better choice.

If you’ve got a successful track record, awards, endorsements, testimonials, and the like, they should be featured in your marketing.

But what if you don’t? Or what if your accolades aren’t any more impressive than the next guy’s or gal’s? What if you’re just getting started in your law career? How do you stand out in a massively crowded field?

You need to be different. When everyone zigs you need to zag.

If you do what everyone else does, the way everyone else does it, you’ll blend into the fabric of lawyerdom, where everyone looks alike and smells alike, and you will get lost.

Instead, I encourage you to get creative about how you package and present yourself. The good news is that because most lawyers are bland and boring conformists, it doesn’t take much to stand out.

What do most lawyers in your market do? What do they look like? What kinds of fees do they charge? How do they package their services? What’s on their website? What’s not on their website?

What can you do that’s different?

It might be something as simple as wearing red socks or a green bow tie. Make it your signature. You’ll stand out and people will remember you. It might also define you in a positive way. “Oh, she’s the lawyer who always wears a rhino pin on her lapel. She must have thick skin and a hard head.”

It might be something as complicated as taking a controversial stand on an important issue, when doing so risks alienating a large segment of the market. You might relinquish your claim to half of the market, but in return, gain the lion’s share of the remaining half.

If most lawyers charge by the hour, you can stand out by offering flat fees. If most lawyers avoid sharing information about their outside interests, you might stand out by promoting photos of your antique cuckoo clock collection.

As you make plans for the coming year, think about what you can do to stand out from the crowd. I know that might make you nervous. Lawyers don’t like to take chances. And if we’re honest about it, we really don’t want to stand out, unless it’s to get noticed for our good work.

But you should. Go a little crazy. Throw caution to the wind. Get down with your bad self. Because if you don’t get noticed and talked about and remembered, it might not matter how good you are at what you do.

Don’t like bow ties? This shows you more traditional ways to stand out in your law firm marketing

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A high school class that has earned me a fortune

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I took a typing class in high school. I think we learned on Remingtons, ancient mechanical monsters that made typing a labor-intensive chore. The keys would get stuck, corrections were slow and frustrating, and typing line after line of “f-f-f-space, j-j-j-space” barked out by our instructor made the experience anything but enjoyable. But I learned to type.

Still, in my practice, I used a dictation machine and had a secretary do the typing. Even on a fast and forgiving IBM Selectric, typing was frustrating and it was better to let someone else do it.

Not anymore.

Today, with the computer I am able to type quickly and errors are no bother at all. I can get the words down “on paper” as soon as I think them. There’s no need to have someone else do the typing. In the time it would take to dictate, I can have it done myself.

I think that’s true of many attorneys today. But not all. Many attorneys never learned how to type, or if they did, they don’t do it well. If that’s you, I encourage you to do something about it. Take a typing class. There are many available online. Increase your speed and accuracy.

For the record, we’re talking about “touch typing” here–typing without looking at the keyboard. The two-finger jab, no matter how fast you are, doesn’t cut it.

The other day, I wrote about the value of practice for improving our skills. Typing is a skill with a huge return on time invested. The thought of spending 40 hours practicing typing may seem ridiculous when you bill $400 an hour, but it’s not ridiculous at all if it allows you to save 30 minutes a day for the rest of your career. You’ll be in the black in less than 90 days.

And, what if improving your typing skills allows you to lower your secretarial costs?

The idea is to “slow down so you can speed up.” Invest time to learn, practice, and improve. There is a cost, but there is a greater return.

I bought a new laptop last week and it arrived a few minutes ago. It’s my first experience with Windows 8 which I hear is not very intuitive. If I can’t figure it out, I’ll go online and learn what I need to know. I’ll take a class if I have to. Or. . . I might just trade that sucker in on a Mac.

Want more referrals? Quickly? Here’s what to do.

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