Why some lawyers get big and some don’t

Share

My wife and I were talking about a lawyer we knew many years ago when he was new and full of piss and vinegar, and I had been practicing for only a few years. We lost touch with him, but recently heard he had been gravely ill for several years.

He recovered and built a very successful practice with dozens of employees and the wherewithal to purchase his own office building in a swanky part of town. 

From death’s door to massive success. How did he make it big when so many lawyers don’t?

I don’t know. But I can guess. 

Two things, actually. 

First, he was clearly a fighter. Building a successful practice was nothing compared to beating the Grim Reaper. 

But that’s more “why” than “how”. What did he actually do to build his practice? 

Maybe he made a few powerful connections. Ran a series of ads that took off. Or stumbled into that one big case that brought him lots of attention. 

Maybe. But my guess is it was none of those things. My guess is he became successful doing things any lawyer can do. He just did them consistently, something many lawyers don’t. 

He didn’t try to reinvent the wheel. He didn’t change his tactics or chase after new markets every few years. He didn’t change what he did or who he was. He stuck with the basics but did them over and over again, making small improvements and otherwise sticking to his knitting.

Over time, his efforts compounded and his fortunes grew.

That’s all it takes to keep clients happy, generate positive word of mouth, and bring in a steady stream of repeat business and referrals. 

You show up and do the work and your clients and referral sources fall in love with you. 

No shortcuts. No hacks. No surprises.

Just the basics. 

That’s all any lawyer needs to make it big. With or without surviving a terminal illness. 

Share

The pros and cons of changing practice areas

Share

I know a lawyer who, after decades of building a successful practice, started a new (for him) practice area. I don’t know if he wants to replace his current practice area with the new one or he plans to continue doing both, but as someone who has contemplated this question more than once over the years, I know it’s not an easy decision and here are some of my thoughts.

First, the pros: 

  • A new practice gives you the opportunity to bring on new clients and/or cases you might otherwise have never have attracted, and additional revenue you might never have realized
  • A new/secondary practice area gives you the opportunity to cross-sell your new services to your existing and former clients
  • You have something new to offer to prospective clients who can’t or won’t hire you for your primary services 
  • You might bundle one service with another service and increase your average “sale’
  • In certain markets and for certain clients, offering new, additional services might make you the better choice of lawyer or firm for them
  • You might be able to stop doing, or do less of, something you don’t enjoy, aren’t especially good at, or that’s too competitive. Do less litigation (or eliminate it), for example, and replace it with something less stressful, time-consuming, or expensive.
  • A new practice area might be “fun”; you get to meet new people, use new marketing strategies, speak or write about different topics

All of which means a new practice area might allow you to increase your income, reduce your expenses, and get more satisfaction in your practice. 

But then, there are the cons: 

  • The learning curve; remember what it was like starting your practice? You will have to do a lot of that all over again. Plus, continuing education, certification, risk management, ethical considerations, and other things you have to think about
  • You need new marketing materials, websites, strategies, testimonials, and new referral sources
  • You might need to find a new target market; you might lose referrals from lawyers who now see you now as direct competition 
  • You’re the new kid on the block; why should anyone choose you instead of a more established firm?
  • You might have to use marketing strategies you don’t want to use, e.g., advertising, social media, public speaking, internet marketing, blogging, writing 
  • Your new practice area might be saturated, dying, being crippled by ai, or more difficult than you anticipated. You might have to hire and supervise new staff, rent a bigger office, or otherwise increase your overhead 
  • It could create confusion in your market. They knew you as doing X, now you do Y? 
  • You need a lot of time to learn everything and do everything, new on top of everything you already do  

Bottom line, adding a new practice area might be perfect for you, bringing you additional income and professional satisfaction. Or, it might be a colossal mistake. 

If you’re considering doing this, test the idea first, in a different market, with a separate website and marketing strategies, and by speaking privately with a few existing clients to see if they would hire you. 

Until you know that this is something you could be successful doing and worth the effort, don’t do anything radical or announce anything across the board to your clients and contacts. When you’re ready to do it, however, announce it to everyone.

Subscribe to the Attorney Marketing Letter

Share

Do more hard things?

Share

It sounds like good advice, doesn’t it? Do hard things, take on bigger challenges, put in more hours—that’s how you get ahead today. That’s what the books and videos and blogs repeatedly tell us.

Doing hard things, they say, helps us improve our skills and strengths, increase our confidence and self-discipline, and as we take on greater challenges and achieve them, we gain motivation to continue to achieve even more.

Our efforts compound, and so do our results. The harder we work, the more value we create for ourselves and the people we serve, ultimately leading to greater success and happiness. 

But is it true? 

Should we train ourselves to make hard work our default? 

Not necessarily. 

Learning new things, improving our skills, and putting in more effort can all distract us from doing the things we’re already good at and easily do—the types of things we get paid to do every day. 

Doing hard things might actually make us less productive and lead to a lower standard of living.

It’s called hard work for a reason. 

Don’t discount the value of doing easy things. The kinds of things we’ve been doing for a long time and are good at.

If we’re good at speaking, for example, we usually find ways to do more presentations, and the more we do, the more effective we become at convincing people with our oratory skills. We get more new clients, we win more motions and hearings, and we settle more cases for higher amounts. Without breaking a sweat.

So, which is it? Should we do more hard things or continue doing things we find easy? 

Obviously, we need both. The better question is, “How much of each should we do?”

I don’t know the answer. I don’t have a formula or percentage. So here’s what I suggest.

As you plan your week, look at the list of tasks you need to do and make those your priority. Even if they are (relatively) easy. You need to do these to pay the bills.

But don’t ignore the hard things. You need to do these to learn more about yourself and what you could do, and to challenge yourself to do a bit more than you do now.

Do hard things, but make easy things your priority. 

Subscribe to the Attorney Marketing Letter. It’s free

Share

Why good lawyers aren’t necessarily successful lawyers

Share

We all know lawyers who are good at their job but never seem to get ahead. They’re intelligent, work hard, and get good results for their clients, but success (at least financial success) eludes them. 

Paradoxically, their lack of success might stem from the very attributes that make them a good lawyer. 

Good lawyers are risk averse. They don’t want their clients to take chances and sustain losses and advise them accordingly. Unfortunately, they almost always adopt the same standards for themselves. 

They’re careful to a fault. They don’t try new marketing ideas or different ways to manage their practice. They don’t experiment, test out new ideas, or do anything they haven’t done before. 

Or that other attorneys are already doing.

They avoid doing things unless they see proof they will work. Failure is not an option.

And that’s the problem. 

The only way to be more successful is to increase our rate of failure.

The missing element? Feedback. Failure is feedback, and without it, you don’t know what works or gain insights into what might work better. 

If you want feedback, you have to take the chance. 

When you do, there are three possible outcomes: 

  1. It works. You get a good result, you’re happy and encouraged to do more.
  2. It doesn’t work. But you do it again, make changes, and keep at it until you eventually find the solution.
  3. It never works. You see this and learn from it and can use what you learn with your next idea.

Everything we do gives us feedback, which we miss if we don’t risk failure.

When I started practicing, I volunteered at a legal clinic, speaking with indigent clients. I didn’t get many cases or clients and earned next to nothing. 

But the experience was invaluable. 

I learned how to diagnose legal problems, how to talk to clients, and how to give them hope, even if I was not able to help them. 

I learned things about being a lawyer I didn’t learn in law school and used that experience to build my practice. 

Failure leads to feedback, and feedback leads to success. The only way to be more successful is to increase our rate of failure.

Share

Growing your practice by doing LESS? 

Share

This might be the year you take your practice to a much higher level. But not in the usual way. Not by doing more, but by doing less. 

What do I mean? 

I mean that instead of increasing your billable hours, getting more cases or clients, ramping up your ad spend or expanding into new markets, you cut back on what you’ve been doing or planned to do this year. 

You don’t hire more employees or open another office. You don’t force yourself to create more content or do more networking. Growth doesn’t always require “addition”. It can also occur through “subtraction”. 

Doing less but better. 

It might mean putting fewer hours into marketing but getting better clients or bigger cases, or more income and greater profits.

How does that happen?

When you do less or spend less on something, you have more time and energy and cash (and enthusiasm) for doing something else produces better results. Or allow you to accomplish more with less effort. 

When we simplify our marketing and management workflow, we get better at what we do. When we spend less on one strategy or in one market, we have more to spend on others.

It’s called leverage. The 80/20 principle. Working smarter. And it’s a beautiful thing.

Start by taking inventory of what you did last year—all of your time, all of your expenses, all the people and processes you managed. 

Then, review the list and consider what you could cut or change. 

Maybe this is the year to downsize some personnel. Maybe you can do just fine with a smaller office. Maybe one ad or one marketing technique is producing the lion’s share of your income and the rest aren’t contributing much.

Of course, you might also see things that are worth expanding, and others you’ll simply decide to continue. 

It’s all good. 

Sometimes you subtract, sometimes you add, and sometimes, you appreciate your blessings and look forward to the coming year.

Share

Action isn’t (always) the answer

Share

It’s called having a bias for action and is often said to be a recipe for success. “Don’t wait until you’re ready or you are motivated,” we’re told. “Do something, and when you see something happen, you’ll be motivated to continue”. 

I agree. Action is often the answer. 

But not always. 

Sometimes, it’s a mistake. 

You take the wrong action and someone gets hurt. You make an error, and it creates an even bigger problem. Or nothing happens, the problem persists, and you’ve wasted time you could have used doing something else. 

Sure, we learn from our mistakes. But mistakes can damage our reputations, our relationships, and our self-esteem. 

A bias for action isn’t always the answer. 

Maybe that project or idea is a good one, but you get bored or nervous about the cost and abandon it and squander a great opportunity. Maybe It is a bad idea, but you continue working on it because you’ve already invested in it. 

A bias for action can work against you. 

It may sound old-fashioned, but it really is better to think before we act. Aim before we fire. 

Do some research, consider the options, crunch the numbers, talk it over with someone you trust. 

Don’t decide right this minute; sleep on it. 

That’s what you advise your client’s to do, isn’t it? 

On the other hand, after you’ve done some research and thought it through, a bias for action is likely to be your best friend. 

Because nothing happens until you do something. 

Share

Marketing is easier today than when I started my law practice

Share

I’m not going to tell you that marketing is easy. It isn’t. It takes focus and consistency and hard work, and you often have to do things you don’t want to do. So, no, it’s not easy. But. compared to the way it was when I opened my law practice decades ago (cue “old man” rant), it is almost laughingly easier.

When I opened my first office, I had very few clients, very little experience, and very little money. I used what I had available—time and the need to pay my rent—and did everything I could think of to bring in business. 

One thing I did was volunteer several hours a week at a legal clinic. I actually got some clients that way, but most of them were as broke as I was, so while this gave me some valuable experience speaking with prospective clients, it generated little income. Eventually, I got a few cases and some paying clients, but I survived mostly on savings. 

I knew I needed to focus on marketing, but my options were limited. 

As soon as I could afford it, I advertised in the Yellow Pages. I did some networking but hated it and wasn’t very good at it (and I was very young and looked it). That left referrals, which became my favorite strategy.

It took years, and I struggled mightily, but eventually. I made it. 

It’s much easier today because the opportunities for building a practice are unlimited. 

  • Social media provides you with free access to prospective clients and people who can refer them, and you can connect with them without getting up from your sofa or going to a single networking event.
  • YouTube, podcasting channels, and other portals looking for content allow you to get your name and face or voice in front of your target market and show them how you can help them. Medium, Substack, and other platforms not only give you exposure without asking you to pay for it, some of them actually pay you. 
  • You can post articles on a (WordPress) blog, or get exposure by guest posting on others’ blogs, or be interviewed on their channel, allowing prospective clients to find you and get to “know” you before they ever speak to you. 
  • Search engines weren’t a thing back then. Today, that’s how most clients find attorneys.
  • You can use Amazon KDP to self-publish a book, which can build your reputation and generate targeted leads from prospective clients.
  • You can build an email list and continually follow-up with everyone who expresses interest in something you said or wrote.  
  • Referrals are more plentiful today because clients and professionals don’t have to actually know you to refer you; they can share your website or blog or article, recommend your book, or tell someone they heard you interviewed and thought you had some good things to say. 
  • And the list goes on.

You don’t need a big budget for advertising or to hire marketing consultants—you can tap into everything that’s available today, at little or no cost, without putting in years building your reputation.

Yes, there is more competition today, but there are so many more opportunities to bring in business, if you’re willing to put in a bit of effort, it almost doesn’t matter how much competition there is. 

You have unlimited potential today and can be as successful as you want to be, without breaking the bank—or your back. 

Of course, that also means you have no excuse for not being as successful as you want to be. 

Subscribe to The Attorney Marketing Letter. It’s free 

Share

The most important decision of your legal career

Share

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. 

Subscribe to The Attorney Marketing Letter

Share

The real reason you’re not doing more marketing

Share

You know you should do more marketing, but you don’t. Why?

It’s not because you don’t know what to do or how to do it. You’re smart; you can learn. 

It’s not because you’re not good at it. You can hire people to help you or do most of it for you.  

It’s not because you don’t have the time. If you’re bringing in a lot of new business, it’s worth it, and you’ll find the time. 

How about this one: you don’t think you should have to? You’re a good lawyer, and good lawyers get all the business they can handle without doing a lot of (or any) marketing. Yeah, well, they might not do some things, but they do others. 

No, there’s another reason you might not be doing more marketing. 

Fear. 

You’re afraid it won’t work and you’ll be embarrassed. Or that other lawyers will look down on you and you’ll be embarrassed. Or your clients will think less of you, and you’ll lose them. Or you don’t want to stand out from the crowd and do things other lawyers don’t do. 

Or maybe all of the above. 

It’s just fear. And it’s normal. But you don’t have to let it stop you from doing things you know you should. You can use fear to force yourself to do those things.  

That’s what I’ve done over the years. I’ve used my fear to motivate myself.

When I was new and broke, I used my fear of failure and poverty to get to work.  

When I was doing okay and got comfortable, I used my fear of mediocrity and failing to reach my potential to get myself to work harder.

And when I became successful, got a bigger office and hired more employees, I used my fear of over-extending myself to stay focused and try things I didn’t want to do. 

At each stage, I used my fear to motivate myself and took my practice to the next level. 

If you’re not doing what you know you know you should (and could), don’t let fear hold you back. Use your fear to pull you forward. 

Fear protects us and helps us. We can use it this way. And we should. 

Subscribe to our free newsletter

Share

Successful attorneys do this more

Share

Most attorneys are perfectionists. They do everything they can to make the right decisions, minimize mistakes, and maximize their results. Unfortunately, this is why most attorneys aren’t as successful as they could be. 

Fear of failure stops them from trying new ideas and doing things in new ways. Their aversion to risk often stifles their creativity and leads to stagnation. 

If you’re not as successful as you want to be, the most likely reason is that you’re not failing often enough. 

Successful attorneys willingly take chances. They don’t let their fear of failure stop them from putting their ideas into action. They don’t dwell on worst-case scenarios or downplay the potential rewards of a successful plan. 

Most attorneys play it safe. Ironically, this abundance of caution is the riskiest thing they can do because risk and reward are two sides of the same coin. 

If you want to accomplish more, you need to embrace a different mindset. When you try something and it doesn’t work, you learn from it and apply what you learn to your next idea. Similarly, if you try something and it does work, even a little, you learn from this to improve your results. 

Don’t be reckless, but don’t let your inner perfectionist stop you from taking risks. 

Do this consistently. You’ll likely discover that the risks are never as great as you feared and the rewards are almost always better than you imagined.

Share