Me love you long time: the ethics of a client inner circle

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In response to my post about creating a client inner circle to recognize and reward your best clients and thus motivate them to remain loyal and refer others, I received an email from a lawyer who loves the idea but has questions.

His first question is about identifying clients, by name, when that may violate a client confidence, embarrass them, or otherwise look indelicate. The short answer is to get their permission before you reveal anyone’s name. If you don’t get it, or don’t want to ask, identify them by first name only, first name and last initial, or by a pseudonym.

Or don’t use any names. Describe them with a detail or two that won’t identify them specifically. For example, you could say which city they live in, or their occupation.

The client will know they were chosen, you’ll know, but your newsletter subscribers and other clients will only know that you had three new inductees this week.

The second question is about how to avoid letting your other clients see themselves as “second class” or think you might ignore them in favor of your inner circle clients.

One way is to handle this is to promulgate a written policy that lays out “the rules”. For example, with respect to returning phone calls, your policy might say, “Emergency calls always move to the front of the line; Inner Circle clients [or whatever you name your “club”] are handled next, in the order in which calls were received; all other calls will be returned after that, but in no case, later than 48 hours.”

Another way to handle this is to say nothing specific about how return calls and the like are handled. Figure out other ways to “reward” inner circle clients.

The third question was about the ethics of providing anything of value to clients. “Some people take the position that a dinner, or an event, or round of golf, or whatever, is something of value. Giving them away is fine. Giving them away because someone sent you a referral is not,” he said.

I’m not an expert, and of course each jurisdiction has different rules, but here’s my take on this. If you don’t promise a reward in advance, and/or, the reward is of nominal value (whatever that means), you’re probably okay. But you might not be, so find out what your rules say and follow them.

If the rules aren’t clear about what is and isn’t permitted, if things fall into a gray area, I would take the chance. But that’s me. I like to draw lines and argue. You may not.

If you like the idea of an inner circle but you’re concerned about some of these issues, here’s a suggestion. Start your inner circle but don’t tell anyone about it. That is, when a client qualifies, notify them privately. Only those who are in the club will know, your other clients won’t feel left out, and nobody will know anyone’s name.

Yep, a secret society of your best clients who get their calls returned on a priority basis and are otherwise made to feel special. Of course they’ll also get your secret decoder ring, because that’s still a thing.

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How am I doing?

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Yesterday’s post was about seeking feedback from your clients, so you can discover problems that need fixing and also bring in some testimonials. A lawyer thought this was a hunky-dory idea and wanted to know if I had any sample forms he could use.

I don’t, but I sent him a few ideas he could use to design his own form. I thought I would share those with you.

Now, have you ever taken online surveys that seem to go on endlessly and ask questions nobody who thinks for a living can answer?

Yeah, don’t do that.

Make your survey as simple as possible.

There may be occasions when you want to ask yes/no or multiple choice questions, but for an all-purpose survey, I suggest you avoid the laundry list of options and ask a few open-ended questions.

Tailor it for your practice area and market, but here’s what you want to know:

  1. What am I doing well?
  2. What could I improve?
  3. Do you have any suggestions (additional services, changes, etc)?
  4. Would you recommend us to your friends? Why?
  5. Additional comments:

Leave two or three blank lines after each question, so they know they’re supposed to write something.

Precede this with a sentence or two explaining that their feedback is important to you and you would appreciate their help in filling out this brief survey. Tell them what to do after they’ve filled it out, i.e., how to get it to you. Make this easy to do.

After the questions, say thank you, and mention how their responses help you do a better job for all of your clients.

And that’s about all you need.

Most won’t fill it out. That’s okay. You want to hear from clients who think something is wrong, you want to know if anyone has suggestions, and you want to hear from the clients who love you.

If you want to increase response, you might hold a monthly drawing. Everyone who fills out the form is entered and has a chance to win a $20 gift card.

Contact everyone who response and thank them again. Tell them again that you appreciate their taking the time to answer. Address their concerns, consider their suggestions, and when they give you praise, ask permission to use their comments as a testimonial.

So, what do you think? Did you like this post? Did I miss something? Do you have any suggestions?

No gift card, but if you have something you want to tell me, I’d love to hear it.

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Do your clients ever complain? Good!

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Amazon delivered my new mechanical keyboard and mouse. Everything is good. I’m a happy camper.

I got an email from the company that fulfilled the order for the mouse. Did everything arrive in good shape? Any issues?

They provided me with a link where I could give feedback, report issues, and provide a review.

Did I click the link and tell them I was happy? Did I leave a review?

I did not.

Sorry, busy here. I’ve got a blog post to write.

The thing is, when everything is okay, your clients won’t tell you, either. Even when you ask them to and make it easy, like this email.

If something is wrong, on the other hand, you’re going to hear about it, right? You’ll get an earful from the client and a bad review on Yelp.

Not necessarily.

Unless things are really bad, most dissatisfied clients quietly go away, never to hire you again. They don’t complain, they just leave.

But you want them to complain. If they are dissatisfied with your work, if they think you offended them, you want to know about it, so you can fix the problem and make amends.

You need to ask for their feedback, not once, but continually.

Through email, online surveys, and especially when you speak to them.

Encourage them to be open with you about everything. Let them know you won’t be hurt if they aren’t happy about something, you’ll be glad they told you so you can do something about it.

Tell them that they are doing you (and all of your other clients) a favor by being honest with you, because they are.

Ask your clients for feedback, and ask often. Put a link in every email. Give them a form every time they come into the office. Bring up the subject when you have them on the phone.

Let your clients be your “quality assurance” department. You’ll find out about problems so you can fix them, and. . . you’ll also get more testimonials.

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Would you hire you?

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I’ve got a question for you. Something for you to ponder over this weekend. Don’t just answer and move on, give this a bit of thought because it is important.

The question is, “Would you hire you?” Knowing what you know about your skills and experience and what you really bring to the table, if you needed a lawyer who does what you do, would you hire you?

If you would, great. Write down all of the reasons you would do that. In fact, keep a running list of reasons because you can use these in your marketing. Make sure you do this for each of your practice areas and/or services.

If you would not hire you, why not? If you have doubts about some things, what are they?

Be honest. Nobody else is listening.

What could do you better? What skills do you need to improve or acquire? Where are you “just okay,” when you know you should be great?

Since you might not be able to see these things, or admit to them, you might ask others to help you with this. Ask you clients. Do exit surveys. Do anonymous online surveys and let them tell you what you need to improve. Ask your staff, your partners, and your spouse.

Can you see how this information would be helpful?

Good. Because when you’re done with this question, I have another one for you to answer:

Would you buy your practice?

If it was for sale, would you plunk down the cash to buy it? Would it be a good investment? Or would you just be buying yourself a job, and underpaid one at that?

I don’t have the answers. Just the questions. Because that’s my job, and I’m good at it.

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If The Three Stooges managed your law firm

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“Moe, Larry the Cheese!”

If that puts a smile on your face and brings back memories of your silliness-obsessed youth, welcome to my world. If you don’t get the reference, I’ll meet you in Niagara Falls.

I confess, as a kid, I loved The Three Stooges. What can I say, they made me laugh. They still do. I might just watch me some Stooges on YouTube after I finish this.

My wife doesn’t share this opinion, although she did see the Stooges movie that came out a few years ago and didn’t hate it. I think very few woman like The Stooges, and that’s okay. I’m not crazy about shoes.

Anyway, I’ve written before about what might happen if your Mom managed your law firm, and if my cat was in charge, and a few other critters, and I got to thinking, what would it be like if The Stooges managed your firm.

For starters, you’d have to increase the amount of liability insurance you carry, because God knows something is going to happen to one of your clients who runs late or doesn’t want to pay their bill. You also need a first aid kit in every lawyer’s office.

But despite their penchant for hitting and falling down and putting heads in a vise, you’ve got to admit that The Boys were hard workers. They might not have been very good at hanging wall paper or fixing the plumbing in the upstairs bathroom, but this wasn’t for lack of effort.

They wanted to please the boss. The customer was always right. Service with a smile, yessir.

So if they were in charge of your firm, they would insist that you put your clients first. Unless they were bad. If they are bad, all bets are off. The bad guys always get clobbered.

More than anything, if The Stooges ran your firm, every day would be an adventure. You would never know what might happen, you just know that before the day is out, someone will have their face slapped and their eyes gouged, and someone will be laughing.

And that’s my point.

There isn’t enough laughter in the law business. It’s much too serious.

Yeah, we deal with serious matters, and no, you can’t go telling your clients jokes all the time, but can we all lighten up a bit and have some fun?

You don’t agree? Pick two.

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It’s all about keeping your clients happy

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Nobody would argue that keeping your clients happy isn’t vital. Clearly, it is the genesis for repeat business, referrals, and getting paid on time. But is keeping your clients happy paramount?

No. Keeping your employees happy is more important.

If you don’t keep your employees happy, you can forget about keeping your clients happy.

By the same logic, keeping yourself happy is more important than keeping clients happy. If you’re not happy, you won’t be much good to anyone else.

In response to yesterday’s post about not negotiating fees, a personal injury lawyer wrote and said he disagreed. “It’s all about keeping your clients happy, so they will return and refer,” he said.

Yes, smother your clients with love and attention. Remind them often about how much you appreciate them and want to help them. But just as a parent doesn’t need to buy his kid a pair of $300 sneakers when he asks for them, lawyers don’t need to buy our clients’ love by agreeing to cut our fees.

I showed my clients I cared about them by taking cases with questionable liability and negligible damages. I showed them that I was on their side and would fight for them when they asked for my help, even when I thought we would probably lose the case, and even if we won, I knew I wouldn’t earn much of a fee.

I also waived my fee on many cases, or cut it voluntarily. When it’s your idea, you are a hero. When the client asks (or insists), you’re just a commodity.

So be generous with your clients. But do it because you choose to do it, not because you might lose them if you don’t.

The writer also said he doesn’t think his other clients know when he cuts his fee for a client who asks him to.

Question: What happens when client A (who got a discount) refers client B? Does he offer the same discount to client B? If he doesn’t, what happens when the new client finds out that you charged his friend less?

And what happens when client A returns with another case? Does he get the discount on that, too?

Cutting fees is a slippery slope. I know. I once had an office in a market where all of the PI lawyers ran dueling ads promising increasingly lower contingency fees. You charge one-third, the next guy says he’ll take the case for 25%, three more lawyers advertise 20%.

When it got down into the 8-10% range, I’d had enough and closed that office.

With low overhead and high volume, I was still making a profit. But I wasn’t happy.

For more, see The Attorney Marketing Formula and Getting the Check

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Would you like that in tens and twenties?

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In law school, my torts professor told us that he was able to close his practice (retire) because he settled a particularly big case and banked a big fat fee.

It was close to 40 years ago, but I remember thinking, “Sounds good to me.”

One reason I chose personal injury over other practice areas is because big cases happen. One case could retire you, and that was my plan.

But it didn’t happen. I had some big cases, but not big enough to let me fold up my tent.

I was thinking about this on my walk this morning and I thought I would ask you a question. Here it is:

Would you rather have a big pile of cash (from any source) or enough cash flow coming in (from any source) to accommodate your desired life style?

Five million dollars in cash earning a four percent return, for example, equates to $200,000 in cash flow per year. Would you rather have the five million or $200k in passive income?

When I was in law school, I would have said gimme the cash. With what I know now, I’d take the income.

Aside from the fact that I’ve put on a few years and my priorities are different today, if I had the cash, I’d be afraid of squandering it. I might spend it or make bad investments. I’d have to spend time nurturing my nest egg, time I could spend doing other things.

How about you? Which would you take? I know, you’d take both. Touche, mon frere.

But this isn’t just a fanciful exercise. There is a point to it.

What you want in the future influences the choices you make today. To some extent, your cash or cash flow preference will dictate the direction of your career.

If you prefer cash, you need to consider practice areas that makes that possible. You might target start ups for clients because they might offer you a piece of their company in return for your services.

If cash flow is your thang, in the short term, you’ll want clients who have ongoing work for you. Business clients rather than consumer clients. For the long term, you’ll look at investing in income producing assets.

You could also start a business. That’s what I did. A series of businesses, actually, that provide me with passive income and allowed me to retire from practicing law.

One lesson in all this is that long term plans are often like an oral contract. They’re not worth the paper they’re written on.

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Marketing metrics for attorneys

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When it comes to marketing, I don’t obsess over the numbers. But I don’t ignore them, either. Neither should you.

Tracking numbers allows you to see trends in the growth of your practice. If you’re not growing, you’re dying.

Tracking also allows you to test new ideas and make better decisions about where to spend your time and money. If something isn’t working, you can take steps to fix it. Or abandon it in favor of something else. If something is working, you can look for ways to make it work better.

Every practice is different, of course, but here are the types of marketing metrics you should consider tracking:

  • Traffic to your website(s)–unique visitors, page views, bounce rate,
  • Traffic sources (social, search, keywords, page referrers)
  • Email subscribers-new, total
  • Leads–inquiries, requests for consultation, questions
  • New clients (quantity, fees, source)
  • Source of new clients (ads, referrals, website, individuals)
  • Revenue–first time clients, repeat clients, total
  • Revenue–compared to previous month/quarter/year
  • Revenue per practice area, service
  • Expenses–overhead, variable (e.g., advertising, etc.)
  • Net profit (after draw)
  • Retention–how many clients return/hire you for something else
  • Referrals–quantity, source (from clients, from lawyers, from others)

Some things you track daily. Some weekly, monthly, or quarterly. Some you look at once in awhile.

You probably don’t need to track all of these. You also don’t need to get into the minutia of things like open rates and click through rates. I know I don’t.

I mostly pay attention to two things: the number of new subscribers to my email list and monthly revenue. As long as both are growing, I know I’m doing okay.

How about you? Which of these metrics do you track? What else do you track and why?

Marketing online for attorneys: go here

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How to find the time to grow your law practice

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On my walk yesterday, I listened to an interview with Michael Hyatt on The Smart Passive Income podcast (episode 163). One thing he talked about was how he hired his first outside assistant after he had resisted doing so for a long time.

He told a story about an entrepreneur he knows who had also resisted hiring help. A friend showed him the light.

First, his friend asked how much his time was worth. He estimated $250 an hour. Then the friend asked him to name a task he did in his business that he wasn’t particularly good at. “Updating my website,” he said. The friend asked, “If you did hire someone to update your website for you, would you pay them $250 an hour?”

The entrepreneur said no, of course not. “But that’s exactly what you’re paying now,” his friend said.

Hyatt said that when he realized that a virtual assistant  could free up his time to do the work that he does best, he decided to give it a try. He started slowly and hired someone for just five hours a week.

He quickly realized how much more high-value work this allowed him to do and increased it to ten hours a week. Because he was doing more of what he does best, his business really took off. He now has a stable of employees and virtual assistants who do the work that they do best, allowing him to focus on his strengths.

I thought about that and realized that all of us could find enough tasks in our week to keep a virtual assistant busy for five hours. If the assistant costs $10 an hour, that’s only $50 a week.

Who wouldn’t pay $50 to free up five hours?

What if that allowed you to bill an additional five hours a week? What if you used that time to bring in more clients?

If you want to grow your law practice, this is a place to start. Make a list of things you do that you’re not good at or don’t enjoy and find an assistant who can do them for you.

What will you do with all that extra time?

Learn more ways to leverage your time. Click here

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Do you make clients feel welcome?

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Most people have never hired an attorney before. When new clients or prospective clients come to your office, they are nervous. Do you make clients feel welcome? Do you make them feel comfortable?

If you do, you take a big step towards ensuring that they like you, hire you, and recommend you.

First impressions count.

What are you doing in your waiting room to make clients comfortable? What do they experience when they talk to the receptionist? What impression do they get when they meet you for the first time?

Take inventory of what it’s like to come to your office for a first appointment, or any appointment.

Here are some suggestions:

Reception Desk

  • Greet client with a smile
  • Ask about traffic, parking, weather
  • Make it easy to fill out paperwork: sticky notes, highlights, clipboard, pen
  • Tell them how long it will be before attorney will see them
  • Offer coffee, water

Waiting Room

  • Something to read , TV–take their mind off their situation
  • Kids: coloring books, toys
  • Plants, pleasant decor, comfortable seating

You/Your Office

  • You come to get them
  • Business attire, well groomed
  • Handshake, smile, eye contract
  • Greet by name, ask how they are doing
  • Comfortable small talk
  • Offer coffee, water, refills
  • Explain what will happen at the appointment
  • Free consultation: explain no cost or obligation
  • Ask open-end questions, take notes, ask”confirming” questions
  • 100% attention: no calls, texts, emails; continue making eye contact
  • Summarize plan of action before they leave
  • Walk them back to reception room
  • Consider: brief office tour, introduce staff

Make clients feel welcome and appreciated. Help them relax. Show them that you are a professional and that you will take good care of them. Show them that they made the right choice when they chose you.

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