The cure for the overworked and overwhelmed attorney

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I don’t know a single attorney who wants to work more. Oh they want more work, they just don’t want to work longer hours.

Unfortunately, we have been trained to believe in an absolute correlation between our income and the amount of work we do, but that correlation simply does not exist.

As a young lawyer starting my career, I had very little work and an income to match. When I finally learned marketing and starting bringing in more clients, naturally, my income and work hours increased. Eventually, I had lots of clients and incredibly long hours, obviously proving there is a correlation, right? Well, that depends.

I realized that I wasn’t happy working so much but I wasn’t willing to cut back my schedule if it meant cutting back my income. I struggled with this for a long time and, thankfully, I figured out how to do it. I was able to significantly reduce my work week without reducing my income. In fact, when I got things fully underway, my income took a dramatic leap.

There were a few things I did to make that happen. One of those was to get comfortable with delegating.

Attorneys are famously bad at delegating. There are a number of reasons, ranging from fear that the person to whom the work is delegated will screw up, to ego, the notion that, “nobody can do it as well as I can.” I had a little bit of both going on in my head; it took some effort to come to terms with these beliefs, but I did.

On the “screw up” issue, I realized that I would still be supervising my employees, I was the failsafe. I also realized that happiness (or a successful law practice) doesn’t require the complete absence of risk. Risk can be managed. That’s why God created “E & O” policies, after all.

As for the idea that I was the best one for the job, I simply had to accept the premise that if I was ever going to have relief from eighty hour weeks, “good enough” would have to be good enough.

Once I crossed the threshold of acceptance,  I began to see that there were many functions in our office I could let go of and, in fact, there were many functions where I really wasn’t the best person for the job. Once I started the process of handing over responsibilities to others and saw that the sky did not fall and, in fact, good things were happening, I embarked on a quest to delegate as much as possible. Eventually, my philosophy was to only do that which only I could do, and this was a major turning point in my career.

If you are overworked because of reluctance to delegate (or delegate as much as possible), I urge you to do as I did. Change your philosophy and learn some techniques. Your kids will be glad you did.

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Lawyers required to protect personal information under new federal rule

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Oh what fun, lawyers (and their clients) have new regs to comply with and new exposure if they don’t. Civil damages, administrative penalties, and even criminal charges are possible under these new rules. But this emerging field also provides new marketing opportunities. You can advise (and bill), you can represent damaged parties, and you can defend parties charged with failure to comply. And, if you practice in any related field, you can attract new business by speaking and writing about these new regulations. You can also earn profits beyond your legal fees by offering non-legal identity theft protection to your clients and their employees. I work with many attorneys who do this and the income is not only substantial, it is residual. If you’re interested in learning more, send me a personal message. dw

By Susan D. Oja and Alex De Grand

April 1, 2009 — Lawyers who bill their clients after services have been rendered are expected to implement a written program guarding against the theft of their employees’ and clients’ personal information under a new federal law.

The Federal Trade Commission will begin enforcement of the “red flags rule” on May 1. The rule is part of the Fair and Accurate Credit Transactions Act of 2003 (FACTA), a congressional response to spikes in reported identity theft. Identity thieves assume a person’s entire identity or synthesize one from parts of various victims. Because more than half of identity thefts occur in the workplace, businesses are required to implement safeguards.

Those subject to the rule are “creditors” and financial institutions who maintain consumer-type accounts or other accounts at reasonable risk of identity theft. The FTC noted that identity thieves look for opportunities to obtain products or services that do not require payment up-front.

As interpreted by the FTC, “creditors” has a broad definition, encompassing professionals such as lawyers and doctors who defer payment of a client’s bill. The American Medical Association protested that other federal laws and professional ethical duties to maintain patient confidentiality precluded the new rule. But the FTC held in a letter that the statute borrows the sweeping definition of “creditor” from the Equal Credit Opportunity Act (ECOA). Agency interpretation of the ECOA specifically includes doctors and lawyers within the meaning of “creditor.”

What is expected

Under the new rule, lawyers must implement a written policy specifying how they will watch for the warning signs — the “red flags” — that indicate an identity theft may be occurring and how they will respond to prevent or mitigate the crime if uncovered.

Policies are supposed to be tailored to the amount of risk. The FTC acknowledges there is no bright-line rule to distinguish between high and low-risk. But the rule suggests a lawyer consider such factors as how easily an account is opened or accessed and previous experience with identity theft.

If a lawyer finds there is little risk, an appropriate program might comprise no more than checking photo id at the time services are sought and a policy against collecting from an identity theft victim or reporting it on the victim’s credit report.

In its letter to the AMA, the FTC stated that it does not foresee the new rule imposing a great burden. “For example, a small medical practice with a well-known, limited patient base might have a lower risk of identity theft, and thus might adopt a more limited Program than a clinic in a large metropolitan setting that sees a high volume of patients,” the letter read.

What to watch for

The Appendix of the “red flags rule” provides examples of incidents putting a creditor lawyer on notice of potential identity theft. In addition to fraud alerts from consumer credit agencies or the client’s complaint, this list includes suspicious documents, perhaps altered or forged. A creditor lawyer may receive fishy personal information such as an unexpected change of address. Creditor lawyers are also directed to look for unusual use of an account.

A creditor lawyer’s policy should address the detection of “red flags” at the time an account is opened by obtaining identifying information about the new client and verifying it, the rule instructs.

What to do

Responses to “red flags” should be in proportion to the risk posed and a creditor lawyer is advised to consider any “aggravating factors” such as a data security breach that may exacerbate the threat. The rule Appendix suggests appropriate responses could be alerting law enforcement, monitoring the account for evidence of identity theft, changing passwords or other security devices controlling account access, reopening an account with a new account number, or closing an account. Under certain circumstances, the rule states that a creditor lawyer may determine no response is necessary.

These written policies should be updated periodically to account for changes in risks to clients’ information or innovations in detection of identity theft. A subsequent merger, acquisition, joint venture, or service provider arrangement may also prompt the need for an updated written policy.

The rule also requires appointing a senior management person to implement the program; appropriately educating employees; and overseeing any service provider arrangements. Liability follows a creditor lawyer’s data, so due diligence is necessary to confirm vendor compliance before outsourcing payroll or hiring an office cleaning company.

More information from the FTC: The Red Flags Rules: Are you complying with new requirements for fighting identity theft?

Susan D. Oja, a solo practitioner in Middleton, is a certified identity theft risk management specialist through the Institute of Fraud Risk Management. Alex De Grand is a legal writer for the State Bar of Wisconsin.

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Attorneys can benefit from a unique selling proposition

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A few years ago, Progressive Insurance ran TV commercials touting that they assign a dedicated claims specialist claimants their policyholders can count on for the life of their claim. The benefit is that you can always call "your" representative and never have to worry about what’s going on with your claim. Policyholders want to be able to talk to the same person each time they call, someone who understands their claim and is staying on top of it "for them".

Now, most other insurance companies probably do the same thing. But because those companies aren’t saying they do it, when Progressive says it, they virtually OWN that benefit.

You can do the same thing. You can promise prospective clients that they will have a dedicated member of your firm assigned to their claim, so that they don’t have to worry about who to ask for when they call. They’ll feel better just knowing that someone is assigned to their case and that it’s not lost in the shuffle.

The fact that most lawyers do the same thing is not important. If you say it and they don’t, or you say it FIRST, you can effectively "own" that benefit and preempt other lawyers in your market from using it. It can become your "Unique Selling Proposition" (USP), the competitive advantage that sets you apart from other lawyers in the minds of clients and prospects.

In marketing, perception is everything. If you appear to offer a unique advantage, people will see a benefit to hiring you instead of your competition.

Your USP can be about any meaningful benefit you offer. What do you do faster, better, or more thoroughly? What do you do that you know clients like?

A great way to find a powerful USP is to learn what your clients DON’T like about lawyers in your field, and promise them the opposite. If clients consistently complain that lawyers who do what you do take to long to do it, for example, your promise to do it quickly would likely be seen as valuable and desirable to those who can hire you.

The number one complaint received by state bar associations is lack of communication by their lawyer. Many lawyers have difficulty, it seems, keeping their clients informed about the progress of their legal matter. Even worse, many complaints involve lawyers who don’t return phone calls. Something this common, and this easy to fix, would seem to be a great USP for lawyers in many practice areas.

If you’re bad at keeping clients informed (or returning calls), resolve to get better. In fact, I’d suggest a goal to become not just better but the best. Make a promise to yourself to return calls within 24 hours, for example. Raise the bar. It’s so easy to do and it will have a profound impact on your practice. Fewer unhappy clients, more repeat clients and referrals.

Then, proclaim it to your clients and everyone else. Let them know of your commitment. Make it your unique selling proposition.

If you’re already good at keeping clients informed and returning calls, the odds are you don’t tell people this, or you don’t tell them enough. Consider doing so before some other attorney decides to make it her unique selling proposition.

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Should your law firm have a marketing committee?

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Marketing professional services cannot be done by committee. It’s something professionals should do. That means you should market "you". Assistants can help with administrative tasks, scheduling, and so forth, but building a law practice means building relationships and that’s something you cannot delegate.

Besides, it’s not the firm that should be marketed. It’s you. Clients don’t typically say, "call my law firm" when they refer you; it’s "call my lawyer" every time. Okay, larger firms can engage in activities that brand the firm’s name and establish good will in their target markets, and a committee would be appropriate for that purpose, but it’s still the individual attorneys that bring in the clients.

On the other hand. . . there are ways a marketing committee can play a role, even in a small or mid-sized firm. A committee can help coordinate the marketing efforts of the individual attorneys, for example. Newsletters, seminars, speaking engagements, mailings, public relations and advertising could well be done more effectively, and at lower cost, when attorneys aren’t duplicating each other’s efforts.

Here are a few other ways a committee could serve and assist the individual attorneys:

  • Bringing in trainers and consultants to help the attorneys improve marketing skills
  • Providing technical assistance with graphics, printing, web sites, event booking
  • Clearance of ethical questions
  • Coordination of cross-selling efforts
  • Decisions about the firm’s design issues (letterhead, decorating)
  • Recognition of attorneys for meeting goals

A committee can’t do the marketing for you. But, like a good secretary, it can certainly make you look good.

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What to put in your new client welcome letter

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There are many benefits to sending your new clients a "welcome" letter.

  • It allows you express appreciation by saying "thank you"
  • It shows that you are organized, which reduces anxiety and inspires confidence
  • It lets you assure clients of your commitment to helping them achieve their desired outcome
  • It lets you tell them what to expect, avoiding surprises and allowing you to deliver more than they expect
  • It orients them to office procedures (hours, whom to call, where to park, etc.), reducing confusion
  • It allows you to encourage the client to ask questions or express concerns
  • It can inform the client about your other practice areas (cross-selling)
  • It can let them know that you appreciate referrals
  • It let’s them know more about you, adding to your developing relationship

Your welcome letter should make the new client feel truly welcome, appreciated, and empowered. It should calm their fears, inspire their confidence, and innoculate them against negative consequences. They should conclude, upon reading it, that they absolutely made the right decision in choosing you as their attorney.

Welcome letters should be signed with an original signature, not a photocopy, or worse, left blank. Add a personal note, handwritten at the end of the letter, adding a comment about the client’s situation, family, or business, or an additional word of encouragement. Show the client that you took the time to personally ackowledge them, rather than asking your secretary to send out a form letter.

For a unique twist, consider an "audio letter". Simply record your welcome message and burn it onto a CD. You can add audio greetings from your partners and staff, too. If you really want to go crazy, you could record a video welcome letter onto a DVD. Take the client on a video tour of your office, introduce them to staff, show them your library, and so on. You should do this with them in person, of course, but this is nice added touch.

Is your welcome letter doing everything it could? If not, take the time to make it better. You won’t get another chance to make a first impression.

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Successful lawyers are unbalanced

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A few years ago, I didn’t know the difference between leadership and management, and, frankly, I didn’t care. To my way of thinking, these were "corporate" concepts, irrelevant to my needs as a sole practitioner trying to build a law practice.

In my never-ending quest for personal development, I have since learned a great deal about these subjects and now appreciate their value in building a law practice.

If you would like a shortcut to understanding the essence of these subjects, I’d recommend a book by Marcus Buckingham, author of the best sellers, "First, Break All The Rules" and "Now, Discover Your Strengths. Buckingham’s latest is "The One Thing You Need to Know. . . About Great Managing, Great Leading, and Sustained Individual Success." His insights on leadership and management will truly help you become more effective in managing your practice. His conclusions about "sustained individual success" will not only help you attract more clients and increase your income, they will help you enjoy the process.

Success and happiness. Not a bad combination.

I agree with Buckingham’s conclusion that success does not require (and may actually be inhibited by) balance, a conclusion supported by another book I recommended and frequently refer to, "The 80/20 Principle" by Richard Koch. Yes, we want balance between our careers and personal lives, but when it comes to marketing a law practice or building a career, I have always counseled an unbalanced (focused) approach: specialization, niche marketing, and maximizing strengths while making weaknesses irrelevant.

So when people say I’m unbalanced, that’s a good thing.

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Free advice that can make you millions

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One of the best ways to get from where you are to where you want to go is getting help from someone who has done what you want to do. Make a list of areas you would like help with or areas where you would like to grow. Three key areas for lawyers in private practice would be

  • Substantive practice areas
  • Marketing
  • Administration/management

Specific areas you might want to key on might be

  • Technology/internet
  • Employee relations
  • Taxes/record keeping
  • Risk management/insurance
  • Retirement planning/investments

And so on.

Of course you can always hire experts to consult and advise you in these areas, and you might. But why not find lawyers (or other professionals) who have had success in these areas and ask them to be your mentor?

Mentors help you see what’s possible by serving as a role model. They can keep you from going off course by providing feedback about your ideas. And they can open doors for you to opportunities, introductions to vendors, prospective clients and referral sources. The right mentors can spare you years of hardship and, literally, make you rich.

Once you have identified a list of areas you would like to be mentored in, start asking everyone you know for recommendations and referrals to experts in those areas. “Who do you know who is a great networker?” “Do you know any lawyers who know a lot about web sites?” “Who is the best construction litigation attorney you know?”

Next, make a list of specific points you’d like to cover in your first conversation, such as why you’d like them to mentor you and what kind of help you might be looking for.

Successful people like to share what they have learned. Properly approached, you’ll find any number of individuals willing to share a few minutes of their time with you each month.

Here’s an approach you can take:

“Hello, Mr. Jones, my name is Robert Lawyer. We haven’t met and I know you’re a busy man, so I’ll be brief. I’m a sole practictioner in the area of estate planning. I know you’ve built a very successful estate practice over the last twenty-five years. I’ve been practicing for four years now and I’m ready to take things to a higher level and I would appreciate it if you would consider being my mentor. All that would mean is spending ten minutes with me on the phone once a month, so I could ask you a few questions. I’d really appreciate it. Would you be open to that?”

Be prepared to give your mentors something in return. At the very least, give them feedback on how their advice has worked out for you. Look for information and resources that can benefit them and share it with them.

Eventually, find others whom you can mentor. There’s no better way to pay tribute to your mentors than to follow in their footsteps.

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