Your doctor doesn’t use an away message so why do you?

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I saw an article this morning about how to write a good out-of-office email and reminded myself that I’ve never used one. I don’t want to tell anyone that I am in or out of the office. I don’t want a leash.

Why do your clients need to know where you are? And why does it matter if you’re out? Do you need to be “in the office” to receive or reply to an email?

No, you don’t.

“What about when I’m out of town and cannot be “reached” (i.e., on vacation?) I won’t even look at their email for two weeks. Don’t I need to tell them that?”

No. Nobody needs to know where you are, or for how long, or when you might read or reply to their email.

Yes, you do need to be accessible. Clients need to know that when they need help, they can count on you. But that doesn’t mean they should expect a personal reply to every email or phone call. You have staff to do that for you.

In fact, why are you even giving your clients your email? Do you have your doctor’s email? If he provides one at all, it’s for his office, and if you write to him, someone in the office will reply. You don’t know whether your doctor is in the office, at the hospital, or on the golf course. If it’s an emergency, someone will be able to reach him.

And that’s how it should work for you.

If you are a lone wolf, have one email for your office, another for you in your capacity as a lawyer, and another for personal matters. Don’t give everyone your lawyer email. Give them the official office email, and make sure they know that someone else will be reading it.

Don’t give everyone your cell number, either. Get an answering service who can call you if it’s an emergency, and take messages if it is not.

When I started practicing, in the days before email and cell phones, I had a secretary, an answering service, and a pager. A client could reach my “office” at midnight if they wanted to, but unless it was a true emergency, nobody called them back until the morning.

I was accessible, but on my terms. I served my clients, but I wasn’t at their beck and call.

 

 

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The best way to increase your income

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My wife is a good shopper. On major purchases especially, she does her homework and makes sure that we always get a good price. She saves money by shopping online as much as possible. She buys fruits and vegetables at one grocery store, and paper goods at another. And she’s pretty good at finding sales when she buys clothes.

But although she is a good shopper, she’s not a great shopper. She doesn’t count pennies, she doesn’t clip coupons, and she doesn’t drive miles out of her way to save a dollar or two.

And that’s good because her time is valuable.

Now, how about you? Are you a good shopper or a great shopper?

I know attorneys who are good at keeping their overhead to a minimum. That’s good, but some attorneys go too far. If you want better clients, you have to have a decent office and clothing. It’s part of the deal.

I also know attorneys at the other extreme. They spend money needlessly. Ten dollars here, fifty dollars there, and before you know it, they’re wasting hundreds or thousands of dollars per month.

Every attorney should periodically audit their expenses. Do this for your practice and your home. Look for ways to cut expenses and lower your overhead. It’s the easiest way to increase your income.

Focus mostly on big expenses and recurring expenses. If you buy a new piece of software, it’s okay if you don’t get the best deal in town. But if you’re buying insurance or renting a new office, it obviously makes sense to invest extra time to find or negotiate the lowest cost.

But don’t spend too much time. I don’t want you to save 0 a month when you could use that time and energy to find ways to earn an additional ,000 a month.

Be a good shopper, not a great one.

Earn more without working more. Here’s The Formula.

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What should I have my virtual assistant do for me?

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I got an e-mail from attorney who uses a virtual assistant “to write and edit letters to prospective clients”. He asked me what else he could have her do.

Great question.

To answer it, I’ll share a (slightly edited) email I received in response to a post I did about justifying the cost of hiring outside assistants:

I have a full-time VA in the Philippines. She costs me about $75 per WEEK (full time). I gladly pay this even though I often don’t have 40 hours’ worth of stuff for her to do. I don’t let her handle much for my law practice. Her English grammar is a bit off sometimes, but she updates websites, edits video, does show notes for my podcast, handles blog posting, social media promotion of my stuff, etc. She’s been invaluable in getting my courses and info products created and published. This frees up some time for marketing, client service, and for ME… I get to have dinner with my kids almost every night.

Letting go of control is my big challenge, but I’m working on it, and Managing a VA is a skill set that needs to be developed, too… the time/distance and cultural differences require some finesse… But I’m glad to have Joanna on my team. I encourage everyone to find a VA to help out with things.

So, here’s what I would do.

Make a list of every task that is performed in your practice, by you or anyone on your behalf. Write down everything, from opening the mail, opening and closing files, meeting with clients, writing articles, and everything in between.

Then, look at that list and put a check mark next to every task that can only be done by YOU.

You probably do a lot of things that someone else could do. They may not do it as well, but as long as they can do it at an acceptable level, you should let them do it.

Make sure break down the tasks that only you can do into sub-tasks that others can do.  You may be the one who conducts the trial, but you can have others assemble documents and write (the first draft) of motions.

Now, what about the tasks that nobody is doing? What could you have a VA or employee do to help you with marketing, for example? That depends on your objectives and what you’re willing to do to accomplish them.

If you want to do Facebook advertising, you can have an assistant find keywords, create the ad graphics and copy (or co-ordinate with freelancers), and manage the campaigns.

If you have my new course on getting referrals from lawyers, you would have your assistant find other lawyers that you can contact to discuss referrals and joint ventures. The VA can compile details about what they do, make the initial contact on your behalf, and follow-up with those who respond affirmatively.

Do only those things that only you can do and delegate everything else. But first you have to figure out what needs to be done.

Get more referrals from other lawyers: click here

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What’s next?

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What are you working on right now? What will do after that?

What project(s) have you lined up for next week, next month, and later this year?

It could be anything: hiring a new virtual assistant, updating your website, or getting trained on a new contact management system. Whatever it is, you need to know what’s next.

I just finished a project (Lawyer to Lawyer Referrals) and I’m already working on the next one. I also know what I’ll do after that.

For me, knowing my next project gives me time to think about that project before I start it. I can do research, outline and plan. My subconscious mind will cogitate on the subject and prompt me with ideas and questions.

Knowing what’s next also means I don’t have any “dead air”. I go from one project to the next without missing a step. And if I have any challenges with a project, or it fizzles out, I always have something else to turn to.

It’s exciting to think about what I’ve got lined up. Thinking about future projects inspires me to finish the current one.

I don’t know my next ten projects, just the next two or three. But I have a list of hundreds of ideas to draw from, and as I complete the next few projects, I’ll have the next few lined up.

Mind you, I’m not obsessed with planning. I like a little spontaneity in my life. When I stumble upon a new idea that excites me, I’m fine with pushing aside my other projects to make room for it.

No matter what productivity system or method use, or if you don’t use any, develop the habit of always knowing what’s next. Whenever you start a project, ask yourself, “What’s will I do after this?”

When you know what’s next, your productivity will soar.

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Lawyers make the worst clients

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Just as most doctors will tell you that doctors make the worst patients, I think most lawyers would say the same thing about our species.

It’s because we know how things are supposed to work. And it’s because of ego. We’re not comfortable letting someone else call the shots.

And so we routinely handle our own legal affairs, often to our detriment. Nowhere is this detriment more apparent than when we have a dispute with another lawyer.

A lawyer friend contacted me the other day and told me about one of his clients, another lawyer, who has become the proverbial client from hell.

She isn’t happy with anything and blames him for things outside of his control. She wants what she wants and steadfastly refuses to compromise, despite his many attempts to accommodate her. At first, he wanted to save the client. Now, he just wants to save himself.

How bad is it? She’s reported him for imagined ethical violations and is threatening to file a criminal complaint.

As I say, the client from hell.

He asked for my take on it. Naturally, I suggested he turn it over to another lawyer. Not just because of the ethical and criminal risks, but because the whole thing is making him miserable.

“You’re too close to the situation and she will continue to push your buttons,” I said.

If he’s lucky, she will get a lawyer, too. Then the two lawyers can negotiate without the animus or emotion that has gripped this situation. It will cost him, but can you put a price on your sanity?

I’ve met lawyers who swear they will never again have a lawyer for a client. What say you? Have you represented any lawyers who made you wish you hadn’t?

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You can expect what you inspect

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In marketing legal services, you need to know your numbers. You need to know where prospects and new clients and website traffic are coming from so you can do more of what’s working and less of what isn’t.

Knowing your numbers allows you to cut expenses (time, money) and increase profits.

For starters, ask your new clients how they heard about you. If they found you through a search engine, ask which one, and which keywords they used. If they saw one of your articles or blog posts or videos, on your site or elsewhere, ask them to identify it. If someone shared one of your blog posts or social media posts, which one?

Do the same for prospects who call to ask questions or schedule a consultation.

If the client or prospect was referred to you, you need to know the source of the referral. Was it a client? Another lawyer or other professional?

Who was it? What did they say about you?

You need to know so you can thank the referral source, even if the referral doesn’t become a client. When you show people that you appreciate what they have done, they are more likely to do it again.

What you recognize, grows.

Of course you also want to know which of your referral sources deserves more of your thanks and your attention. You may know 100 lawyers, but if four or five are sending you more referrals (or better referrals) than the rest, you’ll want to send your referrals to them.

When someone calls your office, they should routinely be asked where they heard about you. Your intake form should ask this question.

Because you need to know.

You can track referrals and other metrics with a simple text document, a spread sheet, or on a legal pad.

Once a month, examine your global numbers, i.e., how much new business (traffic, opt-ins, etc.) you got for the month, and from what sources. If one of your articles is drawing lots of traffic to your site, you need to know this so you can write more articles like it. If you’re getting more business from referrals and less business from social media, knowing this will help you know where to invest your time.

In addition, once a month, look at your numbers for each individual source of business–each ad, your blog, speaking, individual referral sources, etc.

Know your numbers, because you can expect what you inspect.

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What would you do with a $200,000 line of credit?

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What would you do with a $200,000 line of credit, or a windfall in that amount?

What would you buy? Who would you hire? What would you do to grow your practice or free up more time?

Would you hire more or better employees? What would you have them do?

Would you invest in additional web assets?

Would you invest in advertising, or increase your ad buys?

It’s up to you.

You might pay off higher interest debt. Maybe you’d open a second office, or move to a bigger one. Maybe you’d buy new computers or furniture or invest in training your staff to work more efficiently.

Think about your SWOT: Strengths, Weaknesses, Opportunities, and Threats. How would access to cash allow you to maximize your strengths, minimize your weaknesses, take advantage of opportunities, or neutralize threats?

What do you want to accomplish this year? Where do you want to be in five years?

Maybe you would invest in a business venture outside of your practice. For additional profit, for retirement, or just something you’ve always wanted to do.

As you think this through, you might decide to do nothing. You know you’re on track to meet your goals and you don’t need a pile of cash to get there.

The point of this exercise is to make you think about where you are and where you want to be. It’s to make you see what’s possible if money wasn’t an issue. It’s to give you ideas you can put on the drawing board.

If cash or credit would help you accomplish your goals more quickly, begin working towards acquiring a line of credit or amassing a pile of cash.

If you don’t need capital to get to the next level, however, consider building a line of credit anyway, because once you get to the next level, you might need cash to get to the level after that.

Do you know The Formula?

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You don’t know what you don’t know

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I’ve hired hundreds of people in my career (law and business). I’ve looked at thousands of resumes and conducted more interviews than I can count. One thing I’ve learned is that while resumes and interviews and checking references help, you really don’t know how someone will do until you give them a try.

Some people look good on paper but aren’t right for the job. Some don’t present well in an interview but turn out to be great at doing the work.

You make an educated guess, but you don’t know until you hire them.

This is also true in the world of marketing. You don’t know how something will work out for you until you try it.

If you don’t have a blog, how do you know it’s too much work or won’t be worth the effort?

If you’ve never tried advertising, or only advertised (unsuccessfully) in the yellow pages, how do you know it’s not for you?

If you tried networking once or twice and hated it, how do you know you won’t love it if you find the right crowd?

You don’t. Because you don’t know what you don’t know.

Just as you have to hire a lot of people to find the ones who work out and stay with you long term, you have to try out lots of marketing techniques to find the ones that are the right fit. If something doesn’t work out, fine. But before you “fire” that activity, you might want to give it a second chance.

With a little time and a little coaching, it might turn out to be an amazing addition to your team.

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If Donald Trump managed your law office

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If Donald Trump managed your law office, you’d be in for one hell of a ride. On the first day he arrived, he’d call a meeting and lay out the plan to take you into the big (or bigger) leagues.

Before he arrived, he would have had his people study you. They would know your operation better than you do, and they would have recommendations. Lots of them. They will have briefed The Donald and he will be ready to sell the plan to you and your staff.

And that plan would be breathtaking.

Everything that you have always taken for granted would be back on the table. Every document, every procedure, every employee would be examined, and that includes you. Some of your staff will be given raises. Some will be fired. New people will be brought on board.

Waste will be eliminated. Opportunities will be exploited. Everything will run smoother, faster, and more profitably.

I imagine The Donald will tell you (repeatedly) why a business person and not a lawyer should run things. He’d point out that lawyers aren’t good at taking risks, they don’t appreciate marketing, and they are often better with paper than people.

Yes, he’d ruffle feathers and leave you breathless trying to keep up, but as a result of implementing his plan, new clients would come in, bills would go out, and your bank account would grow.

The lesson? Hire a business person to manage your law firm. Or change your thinking, crack the books, and become one yourself. Embrace the notion that your firm is a business and needs to be run like one. Change the way you think about things, and change the things you do.

Because Mr. Trump is a little busy right now and probably won’t show up at your office any time soon.

Here’s a good place to start

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Getting the right things done

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Venture capitalist Mark Suster has a rule he lives by that helps him be more productive and successful. The rule: “Do Less. More.” It means doing fewer things overall, and getting the right things done. “Success often comes from doing a few things extraordinarily well and noticeably better than the competition,” he says.

Richard Koch, author of The 80/20 Principle, says, “Everyone can achieve something significant. The key is not effort, but finding the right thing to achieve. You are hugely more productive at some things than at others, but dilute the effectiveness of this by doing too many things where your comparative skill is nowhere near as good.”

Koch also says, “Few people take objectives really seriously. They put average effort into too many things, rather than superior thought and effort into a few important things. People who achieve the most are selective as well as determined.”

So, what do you do better than most? What should you focus on? I asked this question in an earlier post:

Look at your practice and tell me what you see.

  • Practice areas: Are you a Jack or Jill of all trades or a master of one? Are you good at many things or outstanding at one or two?
  • Clients: Do you target anyone who needs what you do or a very specifically defined “ideal client” who can hire you more often, pay higher fees, and refer others like themselves who can do the same?
  • Services: Do you offer low fee/low margin services because they contribute something to overhead or do you keep your overhead low and maximize profits?
  • Fees: Do you trade your time for dollars or do you get paid commensurate with the value you deliver?
  • Marketing: Do you do too many things that produce no results, or modest results, or one or two things that bring in the bulk of your new business?
  • Time: Do you do too much yourself, or do you delegate as much as possible and do “only that which only you can do”?
  • Work: Do you do everything from scratch or do you save time, reduce errors, and increase speed by using forms, checklists, and templates?

Leverage is the key to the 80/20 principle. It is the key to getting more done with less effort and to earning more without working more.

Take some time to examine your practice, and yourself. Make a short list of the things you do better than most and focus on them. Eliminate or delegate the rest.

Do Less. More.

This will help with getting the right things done

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