How to Improve the Effectiveness of your Public Speaking Opportunities

By John Remsen, Jr.

Study after study says that public speaking is among the most effective business development activities for lawyers. Yet, many lawyers are often disappointed that public speaking rarely results in new business for them. By following some of the suggestions outlined in this checklist, you can significantly increase the marketing effectiveness of your speaking engagements.

Think about your upcoming speaking engagement as rare opportunity to accomplish several very important marketing objectives — all in one swoop. Through it, you can:

• Build relationships with people who can hire or refer you;
• Enhance your reputation as an expert in a particular area of law; and
• Increase your visibility among key target audiences.

However, if you merely give your presentation to an organization never to be heard from again (which is what most lawyers do), you are likely to be disappointed with the results. To get the most from the activity, you must take the time to properly prepare and, more importantly, follow up.

Because of the time necessary to make speeches work effectively from a business development perspective, you should be selective about the speaking opportunities you pursue and/or accept. Here is a checklist of items you should consider to capitalize on your upcoming speaking engagement.

BEFORE YOUR PRESENTATION

Be Clear About Your Purpose
Of course, the ultimate objective of your presentation is to generate business for you and your firm. But, give some thought to your primary purpose for each particular presentation. Is your primary purpose to build relationships with people you already know, build your reputation as an expert in an area of law, or increase overall visibility with a key audience? Once you determine your primary purpose, you can then incorporate some of the ideas presented here into your strategy.

Learn About Your Audience
Talk to a few of the key players in the organization at which you will be a speaker. Ask questions about their industry and its current issues. Get a feel for the role your audience members have at their companies. Determine the degree to which they have the authority to hire or influence the decision to hire outside counsel. By talking to these folks, you are also building important relationships with them. Consider sending a questionnaire before your presentation to learn about topics of interest and get your name in front of them.

Know the Format for Your Presentation
Are you the only speaker or is it a panel discussion? What other topics and speakers will be presented at the meeting or conference? Is there an opportunity to invite a key client or referral source to “partner” with you for this presentation?

Take Full Advantage of Relationship Building Opportunities
Call the president of the group and take him/her to lunch to talk about issues important to the organization. Get to know staff as they are in a key position to get you and other lawyers at your firm more speaking and writing opportunities down the road. See if you can arrange a few complimentary registrations for an important client or two. Perhaps there are others at your firm who should attend.

IMPORTANT: Request a list of registrants a few days before the meeting. Review and make note of at least two or three people you want to get to know better. These are the people you will seek out on the day of your presentation and for whom you will develop a personal follow up plan.

Develop Good Handout Materials
Not a document the size of a telephone book….but a smart, concise set of materials. Here, less is more. Give members of the audience a reason to call you after the presentation if they have specific questions or want additional information on the topic. An outline of your talk (little more), an article or two on a topic of interest to the group (hopefully something that you or a member of your firm has written), and information about you and your firm. Don’t forget to include a business card and keep in mind the rules imposed by the Bar in certain jurisdictions.

Generate Some Pre-Event Publicity
Ask if you can submit information about you and your firm for publication in the organization’s newsletter or meeting notice. Let everyone at your firm know what you are doing. Consider sending a press release to key local newspapers and trade publications.

Clarify Who Pays What up Front
Be certain to discuss any speaker’s fee and other expenses (such as travel and accommodations) up front. Have a clear understanding of who pays what. And it’s not a bad idea to get it in writing. It can save a lot of embarrassment and misunderstanding later on.

AT YOUR PRESENTATION

Arrive Early and Stay Late
Among your purposes for the presentation is to enhance your relationships with clients, prospective clients and referral sources. The best time to do this is the half-hour or so before your presentation and immediately after your presentation. This is an ideal time to “work the crowd” and it’s almost as important as the talk itself. You should try to be there at least an hour before your session is scheduled to begin.

Check the Room and Your Presentation Materials
Familiarize yourself with room and lighting. Make certain the A/V equipment is in proper working order. Distribute your handout materials. Do this first thing when you arrive so it does not interfere with your time to “meet and greet.”

Meet the Key Players
Seek out the people you identified on the registration list ahead of time and make it a point to introduce yourself to them. Find the leaders of the organization to thank them for inviting you to speak.

Collect Business Cards
Pass around a fish bowl asking audience members to deposit a business card. Raffle off an item that relates to your talk, like a book, or something clever and different. Let folks know that if they deposit a card in the bowl, they will be added the firm’s mailing lists. This little trick may allow you and your firm to send future marling material to audience members without filing it for review because they have now requested it. Florida, for example, allows law firms to send marketing material, such as seminar invitations and newsletters, to existing clients and upon request without filing them for review and approval by The Florida Bar. Unsolicited direct mail, however, is subject to a myriad of requirements (such as disclaimer language or the word “Advertisement” in red on the envelope) which significantly reduce the effectiveness of your marketing effort. Get folks to “opt-in” to receive future communications from you and firm.

Make Your Presentation Memorable
Try to make your presentation as lively and entertaining as possible. Make it interactive by involving your audience in your talk and encouraging them to interrupt you if they have any questions. Get out from behind the podium and walk among the audience. This technique works amazingly well to make people perceive you as personable and easy-to-approach. Always allow time for questions and answers at the end of your talk.

Leave Them Wanting More
If your objective includes developing relationships with key people, you can do that most effectively by not giving away all the answers. Give people a reason to call you later. For example, refer to articles and additional information not included in the handout materials. You can send it to those who leave a business card. A follow up phone call to those people you want to know better (remember the ones you identified on the pre-conference registration list?) is a natural next step and presents another great relationship building opportunity. Ask audience members with specific questions to speak to you one-on-one after your presentation. You do not have to give out all the answers and cover all the issues to give an effective presentation.

AFTER YOUR PRESENTATION

The Importance of Follow up
If, after your presentation, you go away never to be heard from again you have wasted your time. Do not even think about taking the time to prepare and deliver a presentation unless you plan to dedicate time and resources necessary to follow up effectively.

Notes and Letters
At the very least, take the time to send a hand-written thank you note to the leadership of the organization and to the person responsible for inviting you to speak. In addition, consider writing a note to other speakers and key audience members. You may even want to send follow up letters to everyone who heard your talk. If your firm has a newsletter, add certain individuals to its mailing list.

Circulate the Registration List at Your Firm
Share the registration list with others at your firm. Maybe, just maybe, some business development opportunities become evident.

Go After Your Key Targets
This is the most important aspect of turning your speaking engagement into a meaningful and effective business development strategy. Personally follow up with a phone call to the two or three individuals you identified to specifically target. If you spent a few minutes with them at the presentation, they would likely welcome a telephone call and would be interested in getting to know you better. For starters, consider inviting them to lunch or an upcoming sporting event. Your objective at this point is start building relationships with them.

Future Speaking and Writing Opportunities
Work with the organization to identify topics for future programs. Ask about opportunities to write articles for the organization’s newsletter. If the group includes decision-makers and represents an industry group important to you and your firm, you should consider joining the organization and becoming an active member.

Play it Again, Sam
Chances are there are other organizations that would like to hear the same presentation. Promote yourself and you might be surprised by the result. Also, consider converting your speech into an article on the topic.

Generate Some Post-Event Publicity
Just as before the speech, consider any publicity opportunities, both within the firm and externally. Maybe it’s something you should add to your resume or biographical profile.

Strive to Improve Your Public Speaking Skills
Review the evaluation forms that the audience filled out after our talk. They usually contain some insightful information. And if you really want to become an effective speaker and make it an important part of your marketing plan, join a Toastmasters group in your area or consider a course in public speaking.

CONCLUSION

By following some of the ideas and suggestions set forth in this checklist, you can start to realize the full benefit of public speaking to accomplish your marketing goals and objectives.

About the Author
John Remsen, Jr. is President of TheRemsenGroup, a marketing consulting firm that works exclusively with law firms to help them attract and retain the clients they want. He is Past President of the Southeastern Chapter of the Legal Marketing Association and is a frequent speaker and author on law firm marketing topics. He can be reach at 404.885.9100 or JRemsen@TheRemsenGroup.com

How to Improve the Effectiveness of Writing Articles

By John Remsen, Jr.

Most law firm marketing experts agree that by-lined articles are an extraordinarily effective way to establish your reputation as an expert in a particular area of law. For best results, your article should appear in a well-respected publication read by people who have the decision-making ability to hire and/or refer you.

This checklist is written to give you some practical ideas to maximize the effectiveness of this particular marketing strategy. If approached in the right way, your writing opportunity can help you:

• Enhance your reputation as an expert in a particular area of law,
• Increase your visibility among key target audiences, and
• Build relationships with key contacts at publications read by your target audience.

As with most effective business development activities, some time and effort will be required on your part to make the most of a great writing opportunity. Therefore, you should be selective about the writing opportunities you pursue and/or accept. Here is a checklist of things to consider to capitalize on your upcoming writing engagement.

LAYING THE GROUNDWORK

The last thing you want is to have spent countless hours on a literary masterpiece that no one will print. Therefore, before you even think about lifting your pen (or sitting down at your keyboard) there are several important things that you need to do.

Be Clear About Your Purpose
Of course, the ultimate objective of your article is to build your reputation in a particular area of law that will generate business for you and your firm. But, give some thought to your primary purpose for this particular article. Is your primary purpose to build relationships with people at a particular organization, enhance your reputation as an expert in an area of law, or increase overall visibility with a key audience? Once you determine your primary purpose, you can then incorporate some of the ideas presented here into your strategy.

Determine Who You Want to Reach and the Publications They Read
Give careful thought regarding who you want to reach with your article. Then, find out the publications they read and respect. This enables you to identify the publications for which you want to write an article.

Of course, the better read and respected the publication is, the more difficult it becomes to get your article in it. For example, it is much more difficult to get your article in The Wall Street Journal than in your local chamber of commerce newsletter. There is a trade-off to consider.

Get to Know the Editors
Once you have figured out the publications you want to go after, schedule a meeting (or telephone call) with the editor to find out more about the publication, its editorial calendar and its guidelines for article submission. Be clear on the parameters (length, style, deadlines, etc.) for your submission. Ask him or her about topics in which he/she has a particular interest. Editors are always looking for timely, well-written articles for their publications and you are likely to be surprised about how receptive they can be to your call. Be sure to ask for a media kit, if available. Now might also be a good time to discuss reprinting policies and copyright issues. More about that later.

Also, by talking to these folks, you are also building important relationships with them. Who knows when they might be looking for a quote from an expert attorney on a particular legal issue?

Get A Commitment BEFORE You Start to Write
Before you commit to spend the time it will take to write your article, get a tentative commitment from at least one worthwhile publication that they are likely to include it in an upcoming issue. Be clear on the topic, the length of the article and submission requirements.

PUTTING PEN TO PAPER (OR FINGERS TO KEYBOARD)

Now that you have determined your audience, selected the publication(s) and discussed potential topics with an editor or two, you can get to work on writing your article.

Stick to the Parameters
Be certain to stick to the publication’s parameters for by-lined articles. An article that is too long or submitted after the deadline stands a good chance of not being published. If you run into problems or have any questions, let your editor know as soon as possible.

Write for Your Audience
Write to your audience’s level of understanding. Avoid using “legalese” or writing in a style not easily understood by your readers. Keep in mind that many magazines are written to the reading comprehension level of a sixth grader. For a good overview on writing articles and getting them published, we recommend The Writer’s Yearbook or a magazine entitled Writer’s Digest.

Focus on a Strong Opening Paragraph
Hit your reader with a strong opening paragraph. Many readers will fail to get beyond your opening paragraph unless it catches their attention and compels them to read more.

Have Others Proofread Your Final Draft
At last you are done with your article. You have read and re-read the final draft and are ready to send it off. BUT WAIT! Always have at least two other people (preferably members of your target audience or, better yet, a client) read it for clarity and relevance.

SUBMITTING YOUR ARTICLE

Now that your manuscript is complete, you are ready to send it off to the editor who has agreed to publish your article. First, you should call that individual to let him/her know the document is on its way. There may some other details about submission to discuss. Also, give thought to the following:

Who Owns the Copyright?
In most instances, the publication wants to own the copyright of the article, so any reprints or subsequent publication will require its approval. Also, if your work will appear on the Internet, there is a myriad of other copyright issues to consider. Ideally, you want to own the copyright so that you control decisions to reprint the article or the ability to shop it to other publications read by your target audience.

Include a Photograph and Two-Sentence Description About Yourself
Many publications will include your photograph if you send them one. Check to see if they will include it and, if so, send along a professional 5” X 7” black and white photograph of yourself. Be sure to label the back of the photo and do not expect to get it back. Also include a two-sentence biographical profile about yourself. In many instances, the publication will include a brief statement about the author. If you don’t write one, the publication just might and it may not include information about you that is most important.

Send Both a Hard Copy and Diskette
The editor will really appreciate it if you send your article in both hard copy format (typewritten, double-spaced) and on diskette. Here again, do not expect them to be returned.

AFTER YOUR ARTICLE APPEARS IN PRINT

Notes and Letters
Send a note to the editor thanking him/her for the opportunity to contribute an article to the publication. In your note, let him/her know of your interest in future writing opportunities on other topics. Also, be sure to thank anybody who helped you with your article, including your proofreaders. Why not include a copy of the article as it appeared in the publication?

Distribute Reprints of the Article to Clients and Others
Herein lies the true business development power of by-lined articles. Get the article reprinted on good quality paperstock and use as a handout at speeches and seminars. Include it with the firm brochure. Use it in proposals.

Few things position you as an expert in your area of law more powerfully than a well written article in a well-respected publication. Send the article to clients, prospective clients and referral sources and don’t forget to include a brief hand-written note. (You should consider your state’s Bar rules and regulations this subject.) Distribute it throughout the firm and encourage other attorneys to send it to their clients and friends. Display articles in your firm’s reception area, along with other firm collateral materials.

Future Writing and Speaking Opportunities
Work with the publication to identify topics for future writing opportunities. Offer to be a resource for ideas, topics and commentary for future articles. If you were writing for an association newsletter, ask about speaking opportunities at the organization’s meetings and seminars. And if the group includes decision-makers and represents an industry group important to your firm, join the organization and become an active member.

Play it Again, Sam
Chances are there are other publications that would be interested in the same or similar article. If you control the copyright, send the article to other publications to see if you can get additional mileage from your writing effort. Promote yourself and you might be surprised by the result. Also, consider converting your article into a speech on the topic.

Generate Some Post-Event Publicity
Now that you have been published, consider any publicity opportunities, both within the firm and externally. Maybe it’s something you should add to your resume or biographical profile.

Strive to Improve Your Writing Skills
See if you can’t get some reaction from several individuals who read your article. Ask them what they thought. Ask if they have any recommendations to improve it. And if you really want to get serious about wring articles as an important part of your marketing strategy, consider a course on the subject.

About the Author
John Remsen, Jr. is President of TheRemsenGroup, a marketing consulting firm that works exclusively with law firms to help them attract and retain the clients they want. He is Past President of the Southeastern Chapter of the Legal Marketing Association and is a frequent speaker and author on law firm marketing topics. He can be reach at 404.885.9100 or JRemsen@TheRemsenGroup.com.

The Best Way to Catch New Clients? Find Their Associations and Get Actively Involved

By John Remsen, Jr.

Generally speaking, I find that many (maybe even most) younger attorneys I meet — say those born after 1960 — are willing and, in many cases, eager to “market.” They realize that marketing and business development are part and parcel of being a successful lawyer and essential to operating a successful law firm.

In most law firms, existing client relationships tend to be controlled by more senior lawyers. That means that junior lawyers must go outside the firm to find clients and build their books of business. And we all know, it’s just not that easy.

Studies tell us that it takes 8-11 “impressions” to convert a prospect to a client. On top of that, it takes 5-7 times more time, effort and energy to generate a new matter from a new client than from an existing one. Needless to say, finding new clients takes time (non-billable), commitment and perseverance.

So what should a young lawyer who wants to build a book of business do in order to create these 8-11 impressions? Where is the best place to invest that precious time, effort and energy?

To use a fishing analogy, you’ve got to first figure out what kind of fish you want to catch and then hang out where they do. The “fish,” of course, are the prospective clients. The place they hang out — the “reef,” if you will — is their association. It’s where they go to be with others like them. It’s where they learn and keep abreast of industry trends. And you need to be there…one of the fish, part of the school, actively involved and, one day, leading the way.

When it comes to organizational involvement, most lawyers join and seldom go. Or they pick the wrong organization for marketing and business development purposes. Our October “Marketing Tip of the Month” counts down our top ten recommendations to maximize your ROI from involvement in associations.

#10) Stay Out of The Bars
Your parents always said that hanging out in bars can only lead to trouble. And, from a marketing and business development perspective, spending lots of time in bar associations is probably not the best place to meet and build relationships with prospective clients. Alas, many lawyers find comfort here among other lawyers and they call it “marketing.” But I’m going to suggest that you find somewhere else to go.

#9) Figure Out What You Want to Catch
Here we are back to that fishing analogy. But it proves my point. The more clearly and narrowly you define your target audience — the kinds of clients you want — the more effective your marketing and business development efforts will be. Let me repeat that. The more clearly and narrowly you define your target audience, the more effective your marketing and business development efforts will be.

This is half the battle for most lawyers and law firms. They tend to want to be all things to all people and they try to market every tiny little thing they do. But if you spread your marketing time and dollars too thin, you wind up catching nothing.

Another important consideration: Market what you want, not what you do.

#8) Think Industry, Not Area of Law
Most lawyers and law firms like to market their areas of law, such as corporate, tax, environmental or litigation. Clients, on the other hand, look for lawyers and law firms with knowledge and experience in their industries, such as construction, entertainment, transportation and health care. There is a growing body of research that supports this most important distinction.

The moral of the story: Market to an industry, not your area of law. That suggests that you should get involved in an industry trade association. Many law firms, following the lead of banks and CPA firms, have taken the next logical step and created Industry Practice Groups.

#7) Do Your Research and Develop a Short List
There are associations for just about everything. And if you live in a large metropolitan area or state capital, chances are you can find a number of organizations to consider. For example, if you are a banking lawyer, check out your state Bankers Association. If you are a female real estate lawyer, take a look at an organization called Commercial Real Estate Women (CREW).

Do some online research. Talk to clients and prospective clients about the organizations to which they belong. Check out these organizations’ websites. Take a look at the Board of Directors. What about the rank and file members? Are they decision makers? Can they hire or influence the decision to hire lawyers? Talk to a Board member about upcoming meetings and opportunities for you and your firm to get involved. Find out what other lawyers or law firms are involved. You are looking for a target rich environment where you will have the opportunity to get involved. Do your homework and develop a short list of organizations to consider.

#6) Pick One and Go Deep
Next, go to a meeting or two of each group you have identified. Ask one of your clients if you can go to an upcoming meeting as a guest. This is the time to conduct some due diligence, because once you find the right organization, you must become active and invest lots of time there to make it pay off.

Although there is nothing wrong with the Chamber of Commerce or the United Way, these groups cross industry lines. They are too diverse and their memberships are typically too fragmented. I submit that you’ll find a more target rich environment if you stick with an industry trade association.

My advice is to find the right group — just one — and go deep. That will be far more effective than peripheral involvement in three or four organizations.

Finally, if the organization you seek isn’t out there, start it. That’s what we’ve done with the Managing Partner Forum and we’ve worked with many law firms to create similar opportunities.

#5) Jump in With Both Feet
Once you’ve found the right organization, you’ve got to get actively involved. And, frankly, this is where most lawyers and law firms fall down. They join and then never go. Too busy. Kid’s softball game. Conflicts. Whatever.

Well, guess what? Getting meaningful results through organizational involvement is like joining the gym. If you want results, you have to go and you have to exercise. You’ve got to make it a top priority.

You get involved by going to monthly meetings. And you go religiously. You start to meet people. You develop friendships. Remember those 8-11 impressions? Here’s where they start to happen fast and, in time, it will start to pay off.

It’s an investment in you. Make it part of your routine. A little bit every week.

#4) Join a Committee and Perform
Early on, you should join a Committee and I often suggest the Program or Membership Committee. Both tend to be active and visible within the organization and will afford you the opportunity to meet lots of people. Once you’ve selected your Committee, volunteer to lead a highly visible project and perform like crazy. Do what you say. Meet deadlines. Exceed expectations. Do a great job and people will notice.

Remember those 8-11 impressions? Here’s where they start to happen really, really fast…and it all happens very naturally.

#3) Throw Some Money At Them
Ask the firm to sponsor a meeting or two, or run an ad in the membership directory. Make an impact with your dollars and resist the temptation to spread them too thin. For example, it is far more effective to pick one high profile annual event and own it as the primary sponsor, rather than being one of three dozen bronze sponsors for a multitude of events throughout the year.

#2) Befriend Future Leaders
Make it a point to befriend key leaders (both current and future) of the organization. Seek them out at meetings. Set up a breakfast or lunch meeting twice a month with selected Board members and Committee Chairs. Do some research ahead of time and ask questions about their company, its plans for the future and their role in the organization. Get to know them on a personal level. Be sincere and, by all means, don’t ask for business too soon. You’ve got to build trust and that takes time….it takes 8-11 impressions.

#1) Achieve a Leadership Position
In time, you should seek to Chair a Committee. In most organizations, this can be realistically achieved within two years. A year or so later, you are likely to find yourself in a position to run for a seat on the Board of Directors. I guarantee that you can become President of almost any organization you want within five years if you set your sights on the prize and go for it. It’s not hard. It just takes time, commitment and perseverance,

As you climb within the organization, seek opportunities for you (or your colleagues at the firm) to participate in programs and contribute articles to the newsletter or website on a regular basis. Talk to the Program Chair and the Newsletter Editor about your interest in helping them put on good programs and provide timely and relevant articles for the members. Chances are you will be pleased by the responses you get. Find out what they need and help them get it.

Conclusion
If you find the right organization and do the things we’ve set forth in this article, it won’t be too long before you and your firm are recognized as can-do people who know and understand the concerns and issues facing the industry. Along the way, you will have developed relationships with persons in a position to hire or refer you. It doesn’t get much better than that.

But it takes time, commitment and perseverance. Get out there. Get active. Start today.

About the Author
John Remsen, Jr. is President of TheRemsenGroup, a marketing consulting firm that works exclusively with law firms to help them attract and retain the clients they want. He is Past President of the Southeastern Chapter of the Legal Marketing Association and is a frequent speaker and author on law firm marketing topics. He can be reach at 404.885.9100 or JRemsen@TheRemsenGroup.com.

Top 100 Tips for Working the Room

By Jeffrey M. Horn

Level I — Beginner Learnings
Before the reception

1. Think about who will be attending. Who do you want to meet? Who can you introduce to whom?
2. Practice a self-introduction. Think about what you will say when asked, “What do you do?”
3. Bring a stack of business cards
4. Have some topics to talk about: read a newspaper, watch the news

At the reception

In General

5. Arrive early
6. Try wearing your name tag on the right
7. Don’t be pond scum
8. Avoid off-color humor
9. Avoid smoking
10. Avoid being loud
11. Avoid complaining
12. Don’t sit
13. Avoid excessive food
14. Avoid excessive drink

Introductions

15. Meet more people rather than fewer
16. Focus on introductions and relationships, not selling

Conversations

17. Look at and encourage the speaker
18. Resist interrupting
19. Spend 95 percent of time asking questions about other person
20. Try to spend 5 minutes not using the word “I”

Remembering Names

21. Repeat the name throughout conversation (judiciously)

Business Cards

22. Ask for business cards (rather than offering yours) and spend some time examining the card

Body Language

23. Smile
24. Make and maintain eye contact
25. Speak at a medium pace and clearly
26. Stand up straight

Graceful Exit

27. Keep one hand free to shake hands in next interaction
28. Don’t be afraid to say, “Excuse me—I see someone I need to say hello to”

Follow-up

29. Send thank-you notes

Level II — Intermediate Learnings
Before the reception

1. Create an action plan of how you are going to “work” the event
2. Set one goal for the event and write it down — make the goal attainable and realistic (e.g., meet two individuals and collect two business cards)
3. Get a copy of the attendee list

At the reception

In General

4. Position yourself near the door
5. Think of yourself more as a Host, as opposed to a Guest, and act accordingly
6. Avoid sizing up name tags
7. Avoid the “sympathy vote” by beginning conversations complaining (about weather, health, room temperature, etc.)
8. Carry a half glass of beverage and order only half a glass of beverage to greater facilitate separation
9. Avoid people you know unless they have the opportunity to give you a cross-introduction

Introductions

10. Initiate handshakes, but respect people’s personal space — don’t crowd them
11. Repeat the name of the person when you meet them
12. Be sure you have a brief, effective introduction of yourself — it should be less than 15 seconds and identify your name, areas of interest, and what you do
13. Look for individuals in the room with “white knuckles.” Although they may be “wall flowers,” they might be valuable people to spend time with

Conversations

14. Repeat what you hear during the course of a conversation — it reflects that you’re listening, and it clarifies points
15. Refer back to conversation later in the dialogue — “As you said earlier, …”
16. Discuss any subject other than doing business
17. When you enter a group; listen for 3 minutes and avoid “striking up the conversation”
18. Focus on be interested vs. interesting
19. Try to find two things in common with the other person

Remembering Names

20. Introduce yourself in a way that teaches people your name: “My name is Jim Hanley — it rhymes with manly…”

Business Cards

21. Make notes on the back of a person’s business card — “Let me write that down on the back of your card…”
22. Keep your business cards in an easy-to-reach pocket — pulling them out of your wallet can be clumsy

Body Language

23. Be relaxed
24. Watch when you nod
25. Pause and listen
26. Don’t look over the shoulder
27. Be sensitive to body language

Graceful Exit

28. You should anticipate that you will spend no more than four to seven minutes with any one individual. After that, you should be prepared to “move on.”
29. You feel more uncomfortable about leaving the interaction than the other person. It’s acceptable to say that you have to make a phone call, get a drink, go to the restroom or say hello to someone you have seen.

Follow-up

30. Follow-up as soon as possible (within 1 week)
31. In follow-up letters, see if you can remember something to ask them to send you. This puts a little bit of the ball in their court.

Level III — Advanced Learnings
Before the reception

1. Pick one name from the registration list to call. “I noticed you were also attending this conference and I was wondering if you were going to the reception as well. I was hoping to steal a few minutes and meet you to find out more about you and the ABC Company…”
2. Think of several questions in advance: “How would I know if I ran into your ideal client or prospect?”
3. If attending with co-workers, share thoughts, strategy, and mental checklist of action items before attending

At the reception

In General

4. Study clothing, shoes, etc. — you can tell many books by their cover.
5. Never sit at an empty table or next to an empty chair
6. Work one-on-one or with small groups
7. Never be critical of anyone at the reception to their face or behind their back
8. Be extra courteous to the staff — they can be a friend or an enemy

Introductions

9. Volunteer your name
10. Split up with colleagues and circulate
11. When introducing someone to someone else, tell a bit about each person, something that might connect them
12. If you have met two people, introduce them to one another
13. Introductions are perfect times to “market” new colleague
14. Look for Meet

Conversations

15. Ask for interpretations: “What do you mean by ‘often’?”
16. Control your body language — be aware of messages you are sending and those you should be receiving
17. Be hypersensitive
18. Ask questions requiring more than a one-word answer
19. Explore comments another makes—more questions are a way of demonstrating interest

Remembering Names

20. Ask the other person their name and then spend time on it, asking the person about self, unusual-sounding name, or other aspect of her introduction
21. Give a memorable description of self, and self-deprecating is okay: “I’m the only one here who can’t break 150 on the golf course.”

Business Cards

22. Use notes on business cards to forward articles of interest

Body Language

23. Keep a level head
24. Don’t fidget
25. Use entire physical being to express yourself
26. Don’t respond to distractions
27. Show people what you mean
28. Maintain an approachable expression

Graceful Exit

29. “Well, I don’t want to take up all your time. I’m sure you have other people you want to talk to and so do I. I’d like to continue our conversation, so why don’t we plan to get together? I’ll call you next week.”

Follow-up

30. Stay in touch: mailing list, invitation to participate

Seven Habits of Successful Rainmakers

By Sara Holtz

What distinguishes lawyers who are very successful at business development from equally talented lawyers who are not as successful at business development? Seven habits.

A gregarious personality, a network of high net-worth individuals, or a competitive nature can all be assets in developing business. But not everyone has these assets.

However, cultivating these seven habits is well within the grasp of any successful lawyer with sufficient commitment.

Successful rainmakers treat their clients as the most valuable asset of their practice.
For most lawyers, the vast majority of new business derives, either directly or indirectly, from existing or past clients and referral sources. Past and current clients can be a source of new business by sending new matters. They also can be powerful referral sources.

Yet sometimes lawyers focus their marketing efforts on cultivating new relationships with people they have never done business with before. They ask these “strangers” out to lunch, invite them to firm seminars, and call and e-mail them. Meanwhile, their most valuable assets—their existing clients—are being neglected.

Successful rainmakers treat their current and former clients as well as, or better than they would treat a prospective client. They recognize that existing clients are the most important people in their marketing mix.

Successful rainmakers nurture their relationships with their clients by providing outstanding, not just good, service, staying in touch on a regular basis, seeking feedback, celebrating clients’ successes, and showing appreciation by sending gifts or hosting special client-appreciation events.

Successful rainmakers make business development a priority.
Successful rainmakers recognize that to be successful at business development, they need to make it a priority and work at it on a consistent basis. They treat their business development activities with the same level of commitment that they bring to client service.

Making business development a priority is as much about mindset as it is about time management. There are opportunities to market each day. Throughout the day, lawyers talk to clients, opposing counsel, and consultants. Spending a few extra minutes deepening a relationship at the end of each of these conversations, whether on a professional or personal level, will dramatically increase the probability of being hired.

But mindset is not enough. Consistent business development requires a system. The approaches are limitless and highly personal. Some people spend the first ten minutes of each day involved in a business development activity. Some schedule business development on their calendars, just like client meetings or court appearances.

The important thing is that there is a structure in place that keeps marketing a consistent priority, as opposed to something that is done when there is a lull in a busy workload.

Successful rainmakers have a plan.
The people who are most successful at business development do not commit “random acts of lunch.” For example, less successful rainmakers, upon hearing that the best friend of their college roommate just became chief of litigation at a company, rush to have lunch with that person and “try to drum up some business.” Successful rainmakers recognize that such “random acts of lunch” are not usually successful and therefore not a good use of limited marketing time. Successful rainmakers ask, “Where am I going to focus my marketing efforts this year?” and then translate their answers into a written plan.

Plans can take on many different forms. They may be strategic and detailed, based on a vision, goals, targets, strategies, and activities. Or a plan may be something as simple as consistently pursuing three marketing activities that have been successful in the past. One of the simplest plans consists of writing an annual goal (for example, get three referrals from the corporate department) on an index card and placing it in a pencil drawer. Every time the drawer is opened, the goal is there. Either consciously or subconsciously, that goal becomes a filtering device to determine what activities to engage in that day.

Successful rainmakers focus on high-potential marketing opportunities.
Lawyers are very busy people. Under the best of circumstances, they have a limited amount of time to invest in marketing.

Successful rainmakers focus their limited marketing time where they can get the biggest return on their investment: high-potential targets that are most likely to become clients or refer them to potential clients. Typically, these targets are existing or former clients or those who have referred in the past. These are people with whom the rainmaker has a relationship based on demonstrated trust and knowledge of capabilities.

Successful rainmakers do not market to people who don’t know them or their work until after they’ve mined their existing relationships.

Successful rainmakers invest their time in high-payoff marketing activities. These activities vary from person to person, depending on their practice, their personal strengths, and where they are in their careers. But the important thing is to focus on those activities that actually produce business or, at least, leads. Few marketing activities produce results immediately, but, if after a reasonable amount of time an activity is not generating new work, it is not a high-payoff activity.

For the vast majority of lawyers, the high-payoff activities are those that involve building personal relationships with clients and referral sources—taking people out to lunch, staying in touch on a regular basis, and asking clients about their kids or another personal or professional subject that is important to them.

Successful rainmakers follow up consistently.
The biggest marketing mistake that lawyers make is failing to follow up. Many embark on a marketing campaign by taking prospects out to lunch or giving a speech to a local industry group. Then, because of the demands of a busy practice, they fail to follow up. Eventually enough time passes that they then feel very uncomfortable about following up.

Statistics show that less than 3 percent of all sales—and, after all, pitching legal services is a form of sales—are made on the first attempt. It’s unlikely that the prospect who’s taken to lunch will make a hiring decision on the spot.

Hiring a lawyer is not like buying another pair of shoes. There are very few legal services that are discretionary. People only hire a lawyer when they actually have a need for their services—when they’ve been sued or when they want to make a deal. Successful rainmakers recognize that their marketing activities must coincide with the client’s need. And the only way to ensure that happens is to use consistent follow-up to stay on the client’s screen.

Many lawyers worry about being too intrusive in their marketing, and obviously nobody wants to do that. Successful rainmakers look at their marketing contacts from the client’s perspective rather than their own. They consider what the client wants to learn, not what they want to tell the client. With this mind-set, the client’s reaction is likely to be, “Thanks for sending this information. This is really useful,” not, “Quit bugging me!”

Successful rainmakers listen more than talk.
Listening can be a big challenge for lawyers who are used to being the ones with the answers. People come to them with problems, and they want advice on how to solve them. This leads lawyers to think people are looking for a persuasive argument as to why they should hire them. But nothing could be further from the truth!

Successful rainmakers recognize that before they can sell something, they need to know what the prospective client wants to buy. Even the most articulate marketing pitch will fail if the client does not need the services being marketed.

Successful rainmakers take time to understand what their clients’ needs are—not what they hope or think the clients’ needs are—but what their actual needs are. The only way to discover what clients require is to ask and then listen to their answers. Only after clarifying their clients’ needs do successful rainmakers try to sell their services.

Successful rainmakers ask for business at the appropriate time.
Once they are clear about a prospect’s needs and are confident they can help, successful rainmakers ask for business. This is perhaps the most difficult of all habits to cultivate. Lawyers fear rejection and take it personally. But successful rainmakers realize that people can only hire them when they have a need. The probability is that there is nothing personal about not “making the sale.”

Successful rainmakers have figured out a way to comfortably ask for business. Some people bring a marketing lunch to a close by asking, “When do we get started?” Others might find that approach difficult. They may choose to ask, “So, what’s our next step?” or “You know, I’d really love to have an opportunity to work with you, because I think I can address your needs. I think you’d be a great client and I’d really enjoy working with you. How do we go about doing that?” No matter what approach is used, like the Nike ad says, eventually the time comes to “Just do it!”

With the other six habits firmly in place, asking for business may not be so daunting. Once a client’s needs are understood and a relationship is established, asking for business becomes an extension of the roles of counselor and problem-solver—familiar and comfortable roles for lawyers.

Successful rainmakers are made, not born.
Most successful business developers are not born that way. Consciously or unconsciously, they have adopted certain critical habits. Employing these habits consistently has given them confidence in their marketing abilities. It also has positioned them in their clients’ minds as a trusted advisor and a natural choice to handle pressing legal issues.

By incorporating these seven habits into your marketing approach, you too can become a successful business developer.

About Sara Holtz
Sara Holtz is founder of ClientFocus, a coaching company that helps lawyers become successful rainmakers. She was previously general counsel of a major consumer products company and was the first woman chair of the Association of Corporate Counsel. You can visit her website at www.clientfocus.net and her Women Rainmakers Blog at www.womenrainmakers.com

Finding Your Best Role in the Law Firm

by Matt Sherman and John Remsen, Jr.

Most of us are familiar with the traditional “finder/minder/grinder” model attributed to professional services firms. The “finder” goes out and gets new clients; the “minder” gives them great service and builds the relationship once the client is in the door; and the “grinder” works hard putting out a quality work product.

Of course, it’s difficult to be effective in all three roles. Certain personality types tend to enjoy the challenge of the hunt, while others prefer the comfort of the back office.

My friend and colleague, Matt Sherman, offers a slightly different take on this traditional model and identifies four different roles that lawyers might play in the firm. He says they aren’t scientifically developed — just based on his personal experience — and I like what he has to say.

Matt maintains that, although there are numerous other models that exist, these are the roles that lawyers can play in the law firm environment. They are:

The Rainmaker: The person who truly can work a room and always seems to come out with work or at least three or four key contacts that will lead to work. They typically aren’t great at sweating the details of a contract or a matter, but definitely see the “big picture.” They often benefit from a strong #2 who will sweat the details and make sure client work gets executed. Rainmakers make it look easy, but these folks work their butts off. They can suffer from letting things “slip through the cracks” so it is very important to pair them with a strong #2 (who often fits the Client Builder model).

The Client Builder: This person often does not initiate the relationship, but for some reason “clicks” with the client and sees an opportunity to substantially grow the relationship. Often, this relationship will be the attorney’s primary — and sometimes — only client. The attorney will work hard to deepen the relationship and expand it to new areas. They will know the client’s business almost as well as the client. They will develop and nurture a loyal team to serve the client, but that loyalty can demand lots of commitment. These relationships often double or triple in billings and the strength of the relationship can weather various client “storms” and/or law firm screw ups.

The Trusted Advisor: These folks tend to manage 3-5 key client relationships and always seem to do a good job for the client. Internally, they are not afraid to ruffle a few feathers to get their clients served properly. They often have a relatively fluid team that serves each client, but usually there are one or two key team members who cross over several relationships. They are trusted by the client because of their judgment and experience. They are not afraid to question a client’s idea. They understand their clients’ businesses and provide sound counsel to their clients.

The Technical Expert: You often find these folks among tax practices or patent practices (as an example). These are attorneys who have deep, deep knowledge and experience in an area of critical importance to clients — sometimes entire industries. They are in demand because of that experience and their ability to deliver a high level of value to the client for the investment. They usually get top dollar and should not be discounting their fees. These folks are often lone wolves. This person is often considered a grinder, but does a little marketing (articles, speeches, networking, etc.) to build a strong referral network.

Unfortunately, most law firms trot out only the Rainmaker model to illustrate what every attorney can become — IF they could run faster, IF they could leap tall buildings in a single bound and IF they were more powerful than a locomotive.

Which one are you?

Why not take a personality profile tests to find out? Here are a few to consider:

Caliper Profile
It’s been around for 35 years and has been administered to over one million professionals and executives, and over 25,000 companies. Altman Weil conducted a study using this instrument a few years ago to conclude that, generally speaking, lawyers hate change, hate risk and love autonomy. For information, go to www.caliperonline.com.

Myers-Briggs Type Indicator
Developed in the early 1950s, the MBTI instrument identifies 16 distinctive personality types and has been widely used by organizational consultants to help people work together, make better career decisions and enhance communication and understanding. For information, go to www.myersbriggs.org.

The Predictive Index
It’s fast, inexpensive and can identify your behavioral strengths in less than ten minutes. It was developed over 50 years ago and has been used by over 7,000 companies with great results. For information, call Vic Coppola at 561.276.9990.

If you want to be a happy and productive lawyer, we suggest that you discover the unique characteristics of your personality.

Then “go with the grain” to find your optimal role in the your firm.

By doing this, you will add value to your law firm and enjoy a more productive and fulfilling legal career.

Life is too short to try to be something you’re not.

About the Authors

Matt Sherman is Director of Marketing and Business Development at Welsh & Katz in Chicago. Before that, he was Marketing Manager for the Chicago office of Baker & McKenzie, one of the world’s largest law firms. He can be reached at 312.655.1500 or MSherman@WelshKatz.com.

John Remsen, Jr. is President of TheRemsenGroup, a marketing consulting firm that works exclusively with law firms to help them attract and retain the clients they want. He can be reached at 404.885.9100 or JRemsen@TheRemsenGroup.com.

Leading Productive Meetings

Five Practical Tips for Lawyers and Law Firm Administrators

By Sally Williamson

Meetings are one of the most universal parts of business life, but one of the least effective communication tools. Why? Managers don’t take the time to consider what should happen before, during and after each meeting.

And, many managers don’t appreciate how expensive meetings really are. Companies waste millions of dollars each year in employee time and productivity by leading ineffective meetings. (See box below.)

A survey of 950 professionals produced the top five reasons that people find meetings ineffective:

• Getting Off Subject
• No Goals or Agenda
• Too Lengthy
• Poor or Inadequate Preparation
• No Decisions or Action Items

Consider the following ideas to make your meetings more effective.

Stay on Subject
Meetings get off course when participants don’t understand the objective of the meeting or their role in being a part of it. You can help participants get focused by sending out an advance agenda that states an objective for the meeting and key points for discussion. During the meeting, make a note of issues that are off topic and commit to address them later. Then, pull the group back to the topic at hand.

Follow an Agenda
Managers fail to prepare an agenda for two reasons. They think they’re saving time and they don’t know what to put in it. Agendas are a necessary part of getting buy-in to the meeting. If participants don’t understand what you’re trying to accomplish and how you plan to accomplish it, they will disengage from the process.

At Intel, the semiconductor manufacturer, every conference room has a poster that asks three questions: Do you know the purpose of this meeting? Do you have an agenda? Do you know your role?

Manage Time
Most consultants agree that meetings should stay within 90 minutes. Beyond that time, people begin to arrive late or leave early. And, meetings become less effective when key players are missing. Be realistic about time allotments for agenda items and avoid overloading the agenda with more than you can accomplish in 90 minutes. Remember that some discussion points are better addressed in a retreat or off-site meeting environment which is not as pressed for time and allows for brainstorming, discussion and debate.

Plan Ahead
The most effective meetings are those that include a role for everyone in attendance. But, most attendees spend no time preparing for meetings in advance. Send the discussion topic with the agenda and ask attendees to give thought to the topic ahead of time. This shifts discussion from sheer opinion and quick reactions to a more thought-out discussion with insight and pros and cons.

Charles Schwab, a financial services company, offers managers feedback on meetings. An observer attends meetings, observes what went right and what went wrong and writes feedback into a meeting summary for all participants. Schwab says this has raised expectations and set the stage for significant change in the quality of meetings.

Lead to Action
Actions and follow-up are often overlooked from meetings for many reasons. In some cases, managers don’t take the time to summarize meetings or define next steps. In other cases, managers may not feel that the group reached consensus on next steps. In either case, a written summary is a great way to help attendees with clarity and direction. Meetings with a lot of discussion can raise emotions and even hard feelings. A summary helps everyone move beyond the meeting and focus on the next steps.

Many companies have begun to use technology in meetings to capture ideas and share data. Technology can be especially effective for brainstorming exercises or soliciting objective feedback.
Leading effective meetings is not a new topic, but it’s a communication challenge that many attendees feel just doesn’t seem to get better. Maybe because it takes practice and an honest assessment of what’s working and what isn’t. Effective meetings take time to consider what should happen before, during and after each meeting. Take time to calculate your meeting costs as presented in the sidebar. You may decide it’s a communication challenge that you can’t afford to ignore.

About the Author
Sally Williamson is President of Sally Williamson and Associates, Inc., an executive communications services firm. With more than 20 years of experience, Sally is both a business development coach and a speech coach for professionals. She can be reached at 404.475.6550 or info@sallywilliamson.com.

Enough is Enough: Lawyers Should Look like Lawyers!

By John Remsen, Jr.

Lawyers and law firm administrators are showing up for work dressed more and more casually these days. This trend is confirmed by The Remsen Report’s July Reader Survey that asked about dress codes in the legal profession. The topic also raised a flurry of discussion and some passionate opinions when I asked about it in the online law marketing discussion forums.

233 individuals participated in the Reader Survey, mostly managing partners, senior partners, firm administrators and marketing professionals throughout the United States. Here are the results.

How Do You Dress for the Office?

• I always wear a suit: 23%
• I prefer business casual, but wear a suit on some days: 58%
• I wear a suit only if I must: 13%
• Other: 8%
   

What Do You See as the Trend over the Past Five Years?

• More formal: 7%
• More casual: 71%
• About the same: 22%

Clearly, lawyers are “dressing down” these days. Fewer than 25% say they dress for work in a suit and tie (or female equivalent) on a regular basis and over 70% say the workplace has become more casual over the past five years. Certainly, dress codes are much different than they were 25 years ago. But is this a good thing for the legal profession?

At first, you might be inclined to diss this month’s Marketing Tip as being too shallow and superficial. “What’s this got to do with marketing or being a good lawyer?” you might ask. Well, it’s about perceptions, and how others see you. Please read on.

I don’t know about you, but if I’m paying north of $350 an hour for legal services, I want my talented, high-priced lawyer to look like a talented, high-priced lawyer….in a suit. Crisp, polished and professional. The way he (or she) looks and presents himself (or herself) has a huge impact on how I perceive his (or her) skills and capabilities. That’s just the way it is.

Whether You Like It or Not, Image Matters
Although how you dress has little to do with being a good lawyer, it has everything to do with how others perceive your legal capabilities, and it has a huge impact on your success (or failure) with marketing and business development.

It is no secret that people judge us not only on our skills and abilities, but also on the image we project. We all know brilliant and hard-working people who reach career plateaus or fail in business because of a sloppy image and/or poor social skills. In fact, a recent national survey conducted by HotJobs.com reveals that 89% of HR professionals say that dress matters when it comes to promotions in corporate America.

What is surprising, however, is how quickly people judge us. Malcolm Gladwell, author of the best-seller Blink, confirms that people can and do size you up within seconds. Harry Beckwith, author of Selling the Invisible, talked about this fact of life at the Legal Marketing Association’s 2007 Annual Conference as well.

How the world sees you is important to your long-term professional success. Mr. Beckwith maintains that your visual image overpowers both the written and spoken word. Like it or not, we are a visual society and image matters more than you think, he says.

First impressions are powerful and lasting. It’s very difficult to recover from a bad one. Rarely, if ever, will you get a second chance if you blow it. You get only one chance, so you best make it a good one!

Lawyers Should Look Like Lawyers
Back in the old days when I started my consulting practice, I used to recommend that lawyers look like their clients. For example, banking lawyers should look like bankers; real estate lawyers should look like real estate developers; and sports and entertainment lawyers should look like jocks and movie stars. As the theory goes, clients would be more likely to hire (and would feel more comfortable if represented by) someone who looks and acts like they do.

However, as I’ve matured as a law firm marketing consultant, my opinion has changed. I believe that the vast majority of clients want lawyers who look like lawyers - crisp, polished, authoritative and professional. And I’m not alone.

I recently asked members of two law marketing listservs what they thought about the topic and here is a sampling of what they had to say:

Nancy Myrland, President of Myrland Marketing in Indianapolis, Indiana observes that “very few clients will fault you because you look too nice. Dressing in a suit for work or meetings sends a message of ultimate respect and that you are serious about your business. Your presentation and ‘packaging’ sets a tone.”

Stephen Babcock of the Babcock Law Firm in Baton Rouge, Louisiana says, “I dress in high- end custom made suits and have been for the last two years. I am amazed at how it has changed my business and how I am perceived.”

Amy Smith-Pike, Marketing Director of Durrette Bradshaw in Richmond, Virginia tells the story of a young associate who recently attended a conference with the chair of her practice group and another senior attorney. “Both her dress and actions were detrimental to forging any new or meaningful relationships with other attorneys who can send business her way. To look at her you would think she was still in high school, maybe college….wearing low-cut casual pants (so low that I know she has a tattoo on her lower back), a shirt one step up from a t-shirt and showing up for a group photo in open toe shoes.” Amy added, “I strongly agree with dressing for the part. You never know when you will be speaking with a director, a client or a potential client.”

Susan Ward, Marketing, Communications and Development Director of Carlin Ward in Florham Park, New Jersey, says, “My take on ‘dress for success’ is simple: Casual dress>casual business>business casualty. Professional women in particular have to be very conscious of this. We’re still in a man’s profession, and we have to earn respect with clients, colleagues, and supervisors.”

Have I made my point?

Practical Tips for Lawyers and Professionals
If I’ve managed to persuade you (or if you already believed) that the image you project is important, here are my tips for busy lawyers and professionals.

• Pay Attention to How You Look Because Others Do

Take pride in your appearance as a lawyer. It’s one of the noblest professions on earth. Always be conscientious about what you wear and how you present yourself to other people.

• Buy the Highest Quality Clothing You Can Afford

It’s far better to invest in a few high-quality suits than a closet full of less expensive, trendier outfits. Buy classics that will stand the test of time. You can always spice things up with accessories like scarves and neckties.

• Wear Colors that Look Good on You

Based on your hair color, eye color and skin tone, some colors will naturally look better on you than others. Take the time to find out which colors flatter you most and build your wardrobe accordingly.

• Find a Really Great Tailor

You can buy the most expensive suit in the store, but it won’t look very good on you if you don’t get it properly tailored. Ask the well-dressed folks at your firm where they go. Spend the money. It makes all the difference in the world.

• Find a Good Dry Cleaner, Too

When I moved to Atlanta two years ago, I searched far and wide to find the best dry cleaner in town. I asked my friends (the ones whose fashion sense I admired) where they went and tried a few different ones before settling on the one I use. Sure they’re a bit more expensive than most others, but worth every penny.

• Get Your Hair Styled on a Regular Basis

For those of you who happen to have hair (I don’t), a great hair stylist can make a big difference in how you look, as well. Make an appointment at least once a month. Be careful about altering your natural hair color. Men should think twice about a toupee or hair transplant.

• Don’t Forget about Your Wheels

My mother always said that you can judge a lot about a man by his shoes. Buy good quality and have them shined on a regular basis.

• Wear Jewelry Judiciously

Tasteful accessories and jewelry can add a touch of class to any outfit. But don’t overdo it. The experts suggest that you buy the good stuff and keep it understated. Avoid a gaudy display. No earrings for men.

• Stay Light on Perfume and Cologne

Like jewelry, too much of a good thing is not a good thing at all. Think about how you reacted the last time you were trapped in an elevator with someone wearing way too much cheap perfume. Don’t let that be you!

• It’s Better to Overdress than Underdress

As Nancy Myrland suggests, nobody will fault you if you dress too nicely. And you can always “dress down” if you feel overdressed in a particular situation.

An Important Message to Associate Attorneys
For young lawyers, the image you project is even more important at this stage of your career than it is for senior lawyers. You want people to value your opinion and to take you seriously. Consider Amy Pike-Smith’s story about the young female associate attending the conference with two senior partners.

My advice? Pay attention to what the most successful and influential lawyers at your firm wear. Compliment them for their sense of style and ask where they shop and have their clothes tailored. Beyond that, it’s a good idea to ask your direct supervisor(s) about what kind of attire is expected and then dress slightly better than that.

Some Recommended Reading
Finally, here are a few books I’d like to recommend about this month’s topic:

Dress for Success
John T. Molloy
An all-time classic, even though parts of it are somewhat outdated. Malloy also wrote the New Women’s Dress for Success.

You’ve Only Got Three Seconds
Camille Lavington and Stephanie Losee
This book comes highly recommended and gets great reviews on Amazon.com. I just bought a copy myself.

Power Etiquette: What You Don’t Know Can Kill Your Career
Dana May Casperson
A good, quick basic overview about business etiquette.
Practical and easy-to-read.

Color Me Beautiful
Carole Jackson
A great book about the best colors to wear. We were required to read this book in graduate business school at The University of Virginia.

The Bottom Line….
You should always look crisp, polished and professional at work. It goes beyond client meetings and court appearances. It’s about the image that you and your firm project to your fellow attorneys, your staff, your co-tenants in the building and the people you see at lunchtime.

In addition, be aware of how you look when you are away from the job. You just never know who you might run into at the grocery store!

Take pride in the way you look and the image you project. It matters…big-time!

About the Author
John Remsen, Jr. is President of TheRemsenGroup, a marketing consulting firm that works exclusively with law firms to help them attract and retain the clients they want. He can be reached at 404.885.9100 or JRemsen@TheRemsenGroup.com.

Lawyers Should Look Like Lawyers: Part II A Strong and Vocal Reaction from Managing Partners

By John Remsen, Jr.

NOTE: This is the second of two articles about current dress codes in US law firms. The first article appeared in the September issue of The Remsen Report and has since been published in the ABA’s Law Practice magazine. This second article presents reaction and commentary from managing partners and firm leaders across the country. Both articles can be found under “Marketing Tips of the Month” in the Resources section of our website - TheRemsenGroup.com. 

Lawyers and law firm administrators are showing up for work dressed more and more casually these days. And most firm leaders don’t like it all, especially managing partners.

In fact, the September Reader Survey conducted by The Remsen Report indicates that 54% of 162 survey participants oppose more casual dress codes for lawyers. And — get this — 70% believe that casual dress has a negative influence on clients’ perceptions of the quality and value of a lawyer’s legal expertise.

In light of these not-so-surprising findings, why on earth would a lawyer want to “dress down” on a regular basis in these competitive times?

In addition to our Reader Survey, we asked 60 managing partners (members of our Managing Partner Forum Advisory Boards) to review our first article and provide their comments and opinions on the subject. This follow up article highlights what they have to say.

A Strong Reaction to a “Hot Button” Issue
For starters, here are two representative e-mails that capture the rather strong opinions of the managing partners from who we heard.

Lanny Lambert, Managing Shareholder of Turner Padget, a 95-lawyer firm based in Columbia, South Carolina, says, “You have really hit a hot button with me. Call me old school but people work like they dress.”

Rhea Law, President and CEO of Fowler White Boggs Banker, a 230-lawyer firm based in Tampa, Florida, writes:

Although not popular - I agree 150% with the opinions you express in your article. I strongly believe that clients are looking for someone who looks like a professional. When they meet you, how you dress is a critical issue…not whether you are trendy, hip, or ready for the weekend.

Just Trying to Look Like Our Clients
The movement toward more casual dress is confirmed by just about every managing partner who provided his/her opinion. In most cases, the lawyers say they are simply following the trends set by their clients, as well as other lawyers and professionals in their cities. (The exceptions appear to be New York, Boston and Chicago, where several firm leaders observe a return to more formal dress in recent years.)

Joe Serota, Managing Director of Weiss Serota, a 40-lawyer firm headquartered in Miami, and Chairman of the Florida Association of Managing Partners, summarizes the opinion of many when he says:

The clear trend is toward more casual dress and we’ve gone with the flow. People here (in Miami) often point to Greenberg Traurig which has a casual-all-the-time policy. It’s hard to argue that we are more ‘corporate’ than Greenberg. People really like casual dress and consider it more the rule than the exception these days.

Allan Diamond, Managing Partner of high-powered international litigation boutique Diamond McCarthy in Houston, adds that “in our high-end practice, we have seen a gradual trend towards more and more casual apparel appearances of lawyers and most clients over the past ten years.” Diamond even uses the firm’s casual dress code to recruit talented young lawyers. “We were one of the boutique firms that helped facilitate that movement and made it a part of our efforts to recruit top students at the national schools.”

Bob Werner, Managing Partner of Brown McCarroll with 175 lawyers at five office locations in Texas, says, “Almost all of the clients who come to our offices, even those from major corporations, dress in business casual.”

And the casual trend is reported throughout most parts of the country….

In Greensboro, North Carolina, John Flynn, Managing Partner of Carruthers & Roth (24 lawyers) reports that “I’ve seen the same trend toward more casual dress in my firm and in others. We started out with a business casual Friday. Now it’s every day of the week for many of our lawyers.”

In Louisville, Kentucky, Kennedy Helm, III, Chairman of the Executive Committee of Stites & Harbison (260 lawyers) says that “the business casual approach made sense during the dot-com era. We actually had clients ask us not to come to their places of business in suits.”

In Wichita, Kansas, Jeff Kennedy, Managing Partner of Martin Pringle (37 lawyers), says that “we tend toward business casual dress, which is the style that has been adopted by an overwhelming majority of clients.”

In Jacksonville, Florida, Doug Ward, Managing Partner of Rogers Towers (95 lawyers), observes that lawyers just don’t meet face-to-face with clients as often as they used to. He says:

Our practice has so drastically changed from even ten or fifteen years ago, in that many lawyers rarely even see their clients during a normal work week. Therefore, I think there is much less reason to ‘dress up’ unless you have a client who you are actually meeting in person.

Personally, I don’t care how your clients dress. Lawyers are high-priced professionals and should look the part. The only exception would be if your clients specifically ask that you dress more casually when you go visit them at their place of business.

Geographic Considerations Factor Into the Equation
Several firm leaders mention that geography helps determine acceptable dress codes at some of their firms’ office locations.

Sharon Abrahams, Director of Practice Development of Chicago-based McDermott Will & Emery with over 1,100 lawyers, says:

In our New York and Boston offices, it’s formal business attire 24/7. They dress up even when they’re away from work. On the other hand, our lawyers in California wear Hawaiian shirts on casual Fridays. It’s fun for them, and they can pull it off in California. In our Miami office, it’s much more casual. I think it has more to do the heat than anything else.

Even within a single state, dress codes can vary by office. Brown McCarroll’s Bob Werner says, “‘The dress code for our Firm reflects the culture of the various cities where we have offices. In Austin, business casual is the norm. Our Dallas and Houston offices are more formal with most wearing coats and ties, except on casual Fridays.”

The Overwhelming Majority of Managing Partners Agree:
Lawyers Should Look Like Lawyers
Almost every managing partner who contributed his/her comments agree with my assertion that, with few exceptions, lawyers should dress like lawyers. And they feel quite strongly about it. They say that casual dress makes a lawyer look less credible. Some even go so far as to say that it has a negative impact on productivity and work product.

Don Christopher, a fellow UVA graduate and Managing Partner of Litchford & Christopher, a high-end, 15-lawyer commercial litigation firm in Orlando, Florida, has particularly strong feelings about the issue.

When serving as a law clerk to Judge Young in federal court 30 years ago, I learned quickly that how attorneys dressed affected their credibility with the judge, court personnel, jurors, and other lawyers. Those who “looked like they knew what they were doing” were invariably credenced more quickly than those who did not. Dress is a very important part of how you present yourself. Lawyers are often initially viewed from across the courtroom. I found that, without ever hearing them speak a word, onlookers immediately formed an opinion as to the lawyers’ competence.

John Flynn (Carruthers & Roth in Greensboro, North Carolina) offers this anecdote: “One of our more senior partners said: ‘If you want to look like a ball player, you’ve got to dress like a ball player.’ He was opposed to casual dress.”

Turner Padget’s Lanny Lambert has this to say:

Folks will never complain that you look too nice. I start every law clerk summer session and new associate orientation session with some of your same themes: You should always be prepared to look like a lawyer when you cover a matter, when a client drops by, or when you are called to court. It’s just part of being prepared to give the very best in client service.

Dressing Sharp for a Competitive Advantage
From a marketing and business development perspective, several managing partners feel that more formal dress creates a competitive advantage in today’s competitive marketplace.

For example, Nick Pope, President and CEO of Lowndes Drosdick which has 130 lawyers in Orlando, Florida, says:

My personal view is that it is not inconvenient to wear a tie (assuming you buy the correct size shirt) and that although it may be debatable whether some clients or prospective clients care, it is clear that some do. Therefore, why would you give up a possible edge in a business as competitive as ours?

Steve Susman, Founding Partner of the highly successful 85-lawyer litigation firm of Susman Godfrey with offices in New York, Houston and elsewhere, says, “A law firm should pay its lawyers based on what they bring in. They will then dress in a way to bring the most business in.” When I ask him the best dress to bring in business, he emphatically responds, “In a suit!”

Not Just for Clients and the Court
Several firm leaders say that, in addition to clients and the court, the impression you make with your co-workers, the lunch crowd and the people you see on your way to and from work every day is important, too. It’s a part of the overall brand and image that you (and the firm) project to the marketplace.

Mike Saunders, Chairman of Spencer Fane Britt & Browne, a 135-lawyer firm based in Kansas City, Missouri, says, “We office in a bank building and we do a fair amount of work with bank personnel. All of those bank officers are dressed in coat and tie or the equivalent. It’s important that we dress that way, too.”

A “Seriousness of Purpose”
Many managing partners go so far as to say that more formal dress directly contributes to a stronger work ethic, improved efficiency and a better work product. You may not feel this way, but it’s clear that many senior lawyers do.

Lanny Lambert (Turner Padgett in Columbia, South Carolina) captures the feelings of a good number of managing partners when he states, “Call me old school but people work like they dress.”

Don Christopher (Litchford & Christopher in Orlando, Florida) says, “My view is that dress not only colors others’ perceptions of you, but also affects your own performance and seriousness of purpose. That is why I believe a lawyer working alone in the office in a suit does better work than one in casual attire.”

John Flynn (Carruthers & Roth in Greensboro, North Carolina) says, “On the days that I am dressed casually, I feel less productive. And, as managing partner at least, I think I’m sometimes perceived as less authoritative when dressed casually than when I’m wearing a suit.

Mike Saunders (Spencer Fane in Kansas City, Missouri) has similar opinions: “We want to be projecting an image of professionalism, gravity and trust. I find it difficult to believe that someone who takes little pride in his/her appearance will take more pride in the quality of his/her work product.”

And Nick Pope (Lowndes Drosdick in Orlando, Florida) shares his philosophy:

I also feel that it lends to a more professional atmosphere in the office, whether there are clients present or not. This causes people to act more professionally, which is good for business and for morale. This view is almost always shared by the clients whose opinions I sometimes solicit on this topic.

Especially Important for Women and Younger Lawyers
No doubt, the issue of dress and personal image is far more important for younger, upwardly-mobile lawyers than it is for their more senior counterparts. And women face wardrobe challenges that men don’t.

I like the advice that Sharon Abrahams (McDermott Will & Emery) has to offer: “Dress for the job you want, not the one you have.” She cautions that men should think twice before wearing an earring and no one should ever reveal a tattoo.

Many managing partners encourage younger lawyers to look at the examples set by the most successful lawyers around them.

For example, Mike Saunders (Spencer Fane in Kansas City, Missouri) shares this advice:

I tell young lawyers to look at the most successful and most respected lawyers in our firm and then to make their own decisions on how they want to appear. I’m pleased to report that this advice has caused more than one young associate to wear a coat and tie daily.

Finally, Nick Pope (Lowndes Drosdick in Orlando, Florida) says:

I think it is harder to make judgments about what is casual and what is not for women attorneys than for male attorneys, where a tie is an obvious difference. For women the choices are much broader and while it is clear on the two ends of the spectrum, the middle is blurry, at least from a male’s perspective.

Is the Pendulum Starting to Swing Back?
Several managing partners are glad to see what might be the beginning of a trend toward a return to more formal dress codes, especially in markets like New York, Boston and Chicago.

Sharla Frost, Managing Partner of the 30-lawyer, Houston-based law firm of Powers & Frost says:

I spend the majority of my time in New York these days. Lawyers here dress like lawyers: suits, dress shirts, ties. The legal field needs to emulate the business sector it serves and the business sector has moved away from casual dress.

At Chicago’s Arnstein & Lehr (110 lawyers) , Managing Partner Ray Werner says he believes that “the casual dress trend has reversed a bit in the past couple of years…a significant segment of the young professionals have become more dressed for professional work.”

Steve Susman (Susman Godfrey), who spends most of his time these days in New York, says, “I’m happy to say that today there is a trend back to formality.”

And in Texas, Amy Miller, Director of Client Services at Cox Smith Matthews (120 lawyers based in San Antonio), says that “we are heading back to the more traditional business dress. From a marketing standpoint, I never agreed with the casual dress movement. With rates where they are and competition among law firms, dressing as a professional should be a non-issue.”

And Managing Partners Are Clearly Frustrated!
Interestingly, most managing partners appear to have little control over the situation. After all, lawyers tend to be autonomous creatures and often do whatever they feel like. In fact, many managing partners are frustrated in their inability to influence how their fellow partners (and associates, for that matter) dress.

We’ll close by sharing a few of their final comments:

Sharla Frost (Powers & Frost in Houston) says, “I have been lobbying for us to go back to a formal, professional dress code for years. We haven’t so far, but I continue to suggest it.”

John Flynn (Carruthers & Roth in Greensboro, North Carolina) adds, “I fought dressing down on Fridays for a long time but finally started doing it when I was the only person here wearing a suit.”

Nick Pope (Lowndes Drosdick in Orlando, Florida) has this observation:

We have tackled the issue several times and have found it to be one about which reasonable people frequently differ. Interestingly, it does not always divide on age. We have some more mature attorneys who prefer casual dress and some younger attorneys who prefer more formal dress. We are going to be debating the issue again shortly, as a result of a request from our Associate Relations Committee.

Steve Susman (Susman Godfrey in New York) sums it up this way: “Years ago I thought that our lawyers should wear coats and ties every day. I got outvoted. We first went to casual Fridays and then to casual all days.”

Allan Diamond (Diamond McCarthy in Houston) gives thoughtful advice:

While I still like to recruit our top talented young associates by marketing to them that we have a collegial atmosphere and lawyers can dress business casual in the office at all times, I have found that it is indeed more reflective of the image we want to promote with clients worldwide for us to dress professionally….looking ‘polished’ connotes qualities of ‘sharpness, organization and an organized mind, toughness when necessary and being at the top of one’s game.’ You are correct in that it has nothing to do with being a good lawyer, but everything to do with perception by others of whom they are hiring. Clients, whether it be real estate developers, entertainers or bankers, want to say to their bosses and colleagues that they hire the best lawyers. Being the best means looking the best too. Again, it doesn’t mean you have to wear Armani suits but it does mean you have to connote a sense of ‘power’ and ‘grace.’

And, finally, Kennedy Helm (Stites & Harbison in Louisville, Kentucky) believes that “the real test is what do those attorneys who are most successful and admired wear? If the firm’s partners dress casually, so will the associates.”

My advice to younger lawyers? Dress like the most successful lawyers in your firm. I’ll bet that most of the time, they wear suits.

Conclusion
In my humble opinion, lawyers should always look crisp, polished and professional. Not just for client meetings and court appearances, but for each and every work day.

Your clients, your fellow attorneys and your staff judge you (and your work product) by the way you look, especially if you are young and in the early stages of building a successful legal career.

So dress up, my friends! It’s a good habit for both you and your career. Besides, it will make your managing partner very happy!

About the Author
John Remsen, Jr. is President of TheRemsenGroup, a marketing consulting firm that works exclusively with law firms to help them attract and retain the clients they want. He can be reached at 404.885.9100 or JRemsen@TheRemsenGroup.com.

You Just Gotta Go

By John Remsen, Jr.

Lately, I’ve been big on using analogies to illustrate a point I’m trying to make. And the one I like to use to describe how a lawyer should approach marketing and business development paints the picture of an exercise regimen.

Most of us want to look good, be healthy and live a long, active life. And if you eat right and exercise on a regular basis, you are likely to get there. But you’ve got to make it a priority and get into the habit of exercising. Thirty to forty-five minutes, four times a week. Every week.

Even when you’re tired and don’t really feel like it. You just gotta go…because it’s good for you. And you know that good habits will pay off in the long run.

Most lawyers say they want great clients, challenging work and a decent income. Wouldn’t it be great to be able to pick and choose your clients and work only on stuff you really enjoy? Marketing and business development are what gets you there. And you should approach them much like diet and exercise.

Diet and exercise. Marketing and business development. A little bit every day. Week in and week out. Whether you feel like it or not. You just gotta go.

This month, I am challenging you to get into six great habits that will pay off in the long run. Nothing back-breaking. Just little things that will pay off over time. The best rainmakers already do this stuff on a regular basis. And so should you.

Habit #1: Show How Much You Care
Clients value lawyers who genuinely care about helping them achieve their goals and objectives. If you, as a lawyer, don’t care, you might consider another profession. But if you do care, it’s important that you show it. Client Site Visits, breakfast and lunch meetings, hand-written notes and the occasional phone call just to say hello are a few ways you can let clients and referral sources know how much you appreciate the trust and confidence they place in you. Get in the habit of showing your clients that you care about them and their success.

Habit #2: Always Return Your Phone Calls The Same Day
Most people get upset when their lawyer (or accountant or banker) fails to return their telephone calls. I know I do, and you probably do, too. Always, always, always return your phone calls (especially client phone calls) the same day. If you only decide to get into one of these six habits, this is it.

Habit #3: Meet Your Deadlines
First, don’t commit to deadlines you can’t meet. When you do set deadlines, make sure they are realistic and achievable. Mark them in your calendar, set reminders and beat them. If you realize that you can’t meet a deadline you’ve set, let the affected person(s) know about it as soon as possible. Most times, they appreciate the gesture and are OK with a reasonable delay. But don’t make your client come looking for you a week after you promised something and failed to deliver. Your client won’t be happy and that’s not good. Get in the habit of beating your deadlines.

Habit #4: Send Hand-Written Notes
Hand-written notes are a class act. Seven to ten words is all it takes. “It was great to meet you at the Chamber Dinner.” “Thanks for referring me to Joe Smith.” or “I thought you might be interested in the attached article.” Make sure that you hand address the envelope and use a stamp. E-mails are nice, but hand-written notes are much more memorable and effective. Get some nice note cards and envelopes, and keep a supply in your briefcase at all times. Write a few notes every week when you have a few minutes here and there. Get in the habit of sending hand-written notes.

Habit #5: Go to Breakfast or Lunch Once a Week
Get in the habit of taking clients, prospective clients, referral sources, reporters and others you want to know to breakfast or lunch. And do it at least once a week. To avoid random acts, create your “A” list and make it a goal to break bread with everybody on it a few times over the course of a year. Enlist the help of your assistant to create your list and schedule the meetings. Some of the best rainmakers I’ve ever met do this religiously. If you don’t take your top client to lunch every now and then, your competitors will be happy to do it for you.

Habit #6: Get Active in One Key Organization
Become actively involved in one key organization. Not three or four. Just one. I’ve noticed that lawyers like to join organizations, but seldom have time to go to meetings. Well, guess what? You’ll get out of it what you put into it.

We encourage lawyers to find a “target-rich” environment. While the United Way and Chamber of Commerce are nice, a real estate lawyer would be far better served investing his/her time in a real estate organization. Take the time to find the right organization for you and your practice. And when you find it, jump in with both feet! Go to the monthly meeting. Join a committee. And go. Make it a priority. Like exercise, you just gotta go.

Conclusion
Well there you have it. Six great habits. As a consultant to law firms, I try to do these things religiously, but it’s not always easy…especially when I’m on the road for an extended period of time. But it’s stuff that I’ve decided is important and I try my best to practice what I preach.

It’s up to you to make this stuff a priority. Just like your exercise regimen….whether you feel like it or not. You just gotta go. Ten years from now, you’ll look back and be glad you did.
 

About the Author
John Remsen, Jr. is President of TheRemsenGroup, a marketing consulting firm that works exclusively with law firms to help them attract and retain the clients they want. He can be reached at 404.885.9100 or JRemsen@TheRemsenGroup.com.

Eight Important Reminders from General Counsel

By John Remsen, Jr.

It’s always gratifying to hear what clients have to say when it comes to client service, marketing and business development. That’s because they invariably underscore everything we preach to lawyers about the importance of providing great service as a marketing and business development strategy. Great client service is, perhaps, the most effective “marketing” a lawyer (and a law firm) can implement. If you take good care of today’s clients, the theory goes, they’ll keep coming back, and they’ll refer you to their friends and colleagues.

It is important to understand that I’m taking about quality service, not quality work product. There is a big difference. I assume that you are a competent lawyer and are capable of providing a quality work product. Therefore, the way to truly distinguish yourself (and your firm) in the marketplace is to provide high quality service. Lousy service is the number one reason clients fire law firms, and there are dozens of surveys and reports concluding that most lawyers don’t do a very good job in this area.

Recently, I had the opportunity to moderate a panel of three general counsels at a client’s Firm Retreat. The GCs represented three different industries — higher education, outdoor advertising and agriculture — and they had varying levels of experience as in-house counsels. And, like most GCs with whom I have spoken, they had remarkably similar opinions on the subjects of client service, marketing and business development.

Here are eight important reminders they shared with the audience. I wanted to pass them along to you, our loyal readers, as our Marketing Tip of the Month.

I Hire Lawyers, Not Law Firms
I hear this all the time and numerous studies back up the notion that, generally speaking, clients hire lawyers, not law firms. They hire lawyers they know, like and trust. That means you — not your firm and not your marketing department — need to get out there and cultivate relationships with individuals in a position to hire and/or refer a lawyer with your expertise. It’s all about relationships.

Be There When I Need You
Clients demand responsiveness…and in this day and age of cell phones, blackberries and 24/7 access to the internet, their expectations have risen dramatically in recent years. This particular panel of general counsels said they expect a return phone call within four hours. It wasn’t that long ago when 24 hours would have been an acceptable time frame to get back to a client. The pace of business will continue to get faster, and there is little room to hide anymore.

Do What You Say You Are Going to Do
It drives people — including your valued clients — crazy when you don’t follow through and deliver the goods as promised. Always meet your deadlines and follow through on your commitments. Set realistic expectations and try your best to over-deliver whenever possible. If you run into a tough spot and can’t meet a commitment, let your client know in advance. Most of the time, it will be OK. Don’t wait for the client to call you after you’ve missed a deadline. It won’t be good.

Get to Know Me
Clients value lawyers who make the effort and take the time to get to know as much as possible about them and their companies. Your objective is to become an indispensable trusted advisor…part of the team. Obviously you can’t do this for every single client, but it’s a good idea to do it for your top five. Do some research. Schedule a Client Site Visit. Monitor the company’s activities in the media. Get to know your client’s people, policies and procedures, as well as its business goals and objectives. Find ways to add value to the relationship.

Don’t Surprise Me
Here, we’re talking mostly about that higher than average invoice or the bad news that you don’t promptly report to the client. Clients hate surprises, so you should try to eliminate them as much as possible. If there is an unexpected turn of events, let the client know up front and as soon as possible.

Make Me Look Good
In house counsels, like most lawyers, have big egos. They like to look good in front of their bosses. Therefore, it’s in your best interest to make them look good, even if you disagree with their decisions or their strategy on a particular matter. Like it or not, they make — or at least influence — the company’s decisions on which lawyers to hire.

Consider the Economics of the Matter
A $40,000 invoice to resolve a $15,000 lawsuit? It happens more often than you might think. Make sure work is properly delegated to the right lawyer in your firm and be sensitive to the economics of a matter. Don’t “over lawyer” the file. It makes no economic sense whatsoever. Besides, clients hate it.

Finally, Be Nice to My Staff
Always be kind, courteous and respectful to your clients’ secretaries, paralegals and staff. They have more influence than you might think, and you just never know where or when you’ll run into them in the future.

If you practice these simple rules, you will keep the clients that you want to keep and develop a reputation as a great lawyer who provides great service. And that’s a good thing.

About the Author
John Remsen, Jr. is President of TheRemsenGroup, a marketing consulting firm that works exclusively with law firms to help them attract and retain the clients they want. He can be reached at 404.885.9100 or JRemsen@TheRemsenGroup.com.

Dealing with the Media in a High Profile Case

By Susan Maynor and John Remsen, Jr.

From time to time, lawyers may find themselves in unfamiliar surroundings involving a high profile client or a significant or controversial matter. In many cases, the media is there to cover the story and feed their reader’s and viewer’s appetites for celebrity and controversy.

It’s critical that lawyers involved in these situations be prepared and ready to put their best foot forward when dealing with the media.

This checklist is designed to help lawyers, law firms and their clients deal with these challenging situations

First & Foremost

Before any media plan is devised, understand the applicable rules of ethics and law in the relevant jurisdictions regarding media relations.

Select an official spokesperson and do not allow anyone else to speak to media, including your client. All media requests should be directed to the official spokesperson.

Media Coverage

• When leaving the courthouse, you can expect a “media blitz.”
• Avoid rushing past reporters and cameras with your head down. It makes you look like you’re hiding something or — even worse - guilty.
• Do not answer questions that you are not prepared to answer, just to please the media.
• Always take the high ground. Be positive and forward thinking.
• Be polite and confident. Act like this is your show and you are the one in charge.
• Never say “no comment.” Rather, calmly and politely state that you are not in a position to answer the question(s) at this time and offer to give a statement in the future.
  • Spokesperson relinquishes control over public’s perception of client.
  • Reporter will look to other sources for information.
  • “No comment” implies culpability.
• Avoid legal jargon or inflammatory language. Do not react defensively or reactionary. Be factually accurate.
• Develop three or four concise and catchy, one-sentence messages and do not deviate from those messages. Your messages should not convey information that you would not say in open court.
• Be mindful of body language.
• Explain court proceedings or other helpful information to reporters. Alternatively, offer copies of pleadings or recent briefs that explain your client’s position.
• Keep your client close by. Don’t let the client step away from spotlight. If so, reporters will leave attorney and follow the client to ask questions.
• Sound bytes on local news: Your comments will be limited to 15-20 seconds so be concise, easily understood and accurate.
• Have an exit strategy. Devise a plan to end the reporters’ questions. Plan your last word.
• Keep reporters apprised of schedule changes in the trial.

Scheduled Interviews

• Always assume that you are “on the record.”
• Determine each media outlet’s trends or biases.
• Anticipate the types of interviews and quotes you want, and determine which media outlets will NOT be granted interviews.
• Learn habits and prejudices of particular reporters, their interview techniques and angles.
• Grant interviews to reporters whose work fits the story and who can be sympathetic to your client.
• Ask to review any and all of your quotes before they appear in the story to check for errors and omissions.
• Keep your client informed of requests for interviews.
• Do not ignore a reporter’s telephone call. It’s not advantageous to inform the public that the attorney was not available for comment or did not return a call. At least contact the reporter to say why you are unable to make a statement at this time.
• If you do not know the answer to a reporter’s question, state that you do not know the answer but that you will try to get it in time for the reporter’s deadline.
• Take time to explain how the legal system works. In the absence of legal training, reporters do not understand concepts such as summary judgment, etc. This will go a long way in cultivating a good relationship with a reporter.
• Assist reporters with reasonable requests in obtaining court documents.
• Respect the reporter’s deadlines and time limitations.

About the Authors

Susan Maynor is the Director of Marketing & Communications at the Romano Law Group in Boca Raton, Florida. She can be reached at 561.997.8949 or SusanMaynor@bellsouth.net.

John Remsen, Jr. is President of TheRemsenGroup, a marketing consulting firm that works exclusively with law firms. He can be reached at 404.885.9100 or JRemsen@TheRemsenGroup.com.

Top Ten Marketing Tips for First and Second Year Associates

By John Remsen, Jr.

There are two kinds of lawyers in private practice. There are lawyers with clients, and there are lawyers who work for lawyers with clients. My question to you is this: Which would you rather be in ten years?

I submit that lawyers with clients are working with clients they enjoy and on matters they like. They are in control of their careers, and chances are they are having a lot more fun and making a lot more money than lawyers without clients. They are emerging as leaders in their firms and are sought after by other firms.

No doubt, one can make a fine living as a journeyman lawyer grinding away at the billable hour….day after day, month after month, year after year. But let’s face it, when it comes to being a lawyer in private practice, rainmaking is where it’s at!

As a first or second year associate, now is the time to begin developing good marketing habits that will pay off over the long haul. These habits should play to your likes and interests, and be consistently applied and performed in a thoughtful, proactive and strategic manner. No one expects you to go out and “slay the dragon” as a young lawyer. The key at this stage of the game is to focus on habits.

Even the American Bar Association suggests in its “Model Diet for Associate Attorneys” that you devote 400 non-billable hours to things like service to your firm and profession, pro bono, professional and client development and the like.

So here we go, offering TheRemsenGroup’s Top Ten Marketing Tips for First and Second Year Associates.

You’ll notice that our list does not include: “Meet your billable hours requirement.” That’s a given. It’s the investments of your non-billable time, your thought capital and even in your wardrobe that will set you apart.

1. Excel at the Basics
Take every opportunity to learn and hone your lawyering skills. Arrive on time and stay until the job’s done. Ask thoughtful questions. Pay close attention to detail. Meet your deadlines. Seek feedback about your performance. As a first or second year associate, your clients are the partners of the firm. Partners notice when associates are in the office late or when they’re slipping out early on Friday afternoons. Make sure you earn their notice in a positive way by just becoming the best lawyer you can be.

2. Find a Really Good Mentor
Don’t wait on your firm to establish a formal mentor program. Identify and spend time with that lawyer who embodies what you want to be and emulate his or her good behaviors. Since you’re asking your mentor to be generous with his or her time and talents, reciprocate by delivering yours. Find opportunities to do good work for your mentor.

3. Stay on Top of Current Events
Absorb as much as you can in the law firm environment by staying abreast of the most recent laws and codes, but don’t forget to pay attention to the rest of the world. Make it your daily practice to read the local newspaper or business journal. Subscribe to the Wall Street Journal or BusinessWeek. Find out what your partners and their clients are reading and follow their lead.

4. Declare Your Major
Clients hire specialists, not generalists. Study after study says so. They want experienced lawyers who have logged time with one particular kind of law. For you, that means that you should figure out where your passion lies and develop a niche practice around it. Be the go-to associate for partners who are involved in your area of interest. If you’re still unsure of what type of law sets you on fire, research legal trends. The earlier you discover what you enjoy and start building your credentials around it, the sooner you will be earning premium fees for doing what you love.

5. Develop a Game Plan
Your time is valuable, so don’t waste it on random acts of lunch and golf. Spend a half day or more to develop a thoughtful personal marketing plan for the year. Your plan should be realistic and achievable. It should be specific and focused. Do stuff you enjoy — golf, hunt, eat, drink, have fun. We recommend 100 hours and a budget of about $1,500. Best of all, most law firms will pay for your marketing activities. You’d be a fool not to take advantage. Go for it.

6. Dress Like a Lawyer
Like it or not, how you package yourself at work goes a long way toward establishing credibility. We recommend that young lawyers look like polished professionals. In fact, we wrote an article on this very topic in a previous Marketing Tip: Lawyers Should Look Like Lawyers.

7. Hang Out at the Bar
Start building your credentials by spending time at your local or state bar association. If you’ve identified a niche or particular practice, join that section of the bar. Don’t just pay the dues. Regularly attend meetings and work toward a leadership position. If you’re practicing in a state that offers board certification, study and earn that certification.

8. Develop Your A-List
Create and cultivate a list of contacts, phone numbers and e-mail addresses for people with whom you want to develop business relationships. Early in your career, the list will include mostly college and law school classmates, friends and family members. Focus on developing meaningful relationships with your peers. They may not be decision makers today, but many of them will be in ten to fifteen years.

9. Keep in Touch
Now that you have your A-list contacts, find ways to stay on their minds. Send birthday or holiday cards. As you come across relevant articles or best practices, share them with your contacts, always prefacing the article with a short personal note. For the tech savvy, connect with your contacts on social networking sites like LinkedIn, Facebook or Twitter. Invite contacts to lunch or have them join you at alumni meetings or social events. Most firms I know reimburse their associates for the cost of these activities.

10. Be a Hero
Find out what your firm is doing in terms of marketing and business development, and get involved. If you’re a strong writer, volunteer to research and write articles for your practice group newsletter. Your practice group doesn’t have a newsletter? Maybe you should start one. Help plan and organize firm seminars or client appreciation events. One associate who volunteered to take over a languishing firm brochure earned enormous positive recognition (plus a big year-end bonus) when she brought the project to fruition.

As we mentioned at the beginning of this article, there are two kinds of lawyers in private practice. Lawyers with clients, and lawyers who work for lawyers with clients. Which would you rather be? If you want to be a lawyer with clients, developing lifelong, sustainable marketing and business development habits as a young associate will put you in a great position ten to fifteen years from now. The time to start developing those habits is now.

About the Author
John Remsen, Jr. is President of TheRemsenGroup, an Atlanta-based marketing and management consulting firm that works exclusively with lawyers and law firms. His articles have appeared in numerous ABA, ALA and LMA journals and publications. For more information, visit www.TheRemsenGroup.com.

The Ten Golden Rules To Make Your New Client Happy

By John Remsen, Jr.

We all know that satisfied existing clients are your best source of future business. They will continue to use your services when they need a lawyer, and they are your best referral source for new clients.

Yet, most clients are unable to appreciate a quality work product because they aren’t lawyers. Consequently, they tend to judge the quality of your work based on service-related issues and how they are treated when they deal with you and your firm.

Allow me to use the analogy of the automobile mechanic. If you own a car, you know you need a good, trustworthy mechanic to keep the car running smoothly and to fix problems as they arise. You don’t necessarily want to know what’s going on under the hood. Your mechanic is supposed to know all that stuff. And you trust him to treat you right.

If you are like me, you assess the quality of your mechanic’s work based on the way you are treated and whether or not you trust him. Does he listen to you when you bring the car in for servicing? Does he keep your car running smoothly? Does he provide an estimate before he starts the work? Is his bill reasonable and within estimate? Is your car clean and ready when promised? These are among the factors that most people use to evaluate the quality of his work.

I believe that these are the same kinds of factors that clients apply to lawyers and other professional service providers. They don’t necessarily want to know the intricacies of the law. They want a good result. They want to feel like you are taking good care of them. They want to trust you. These factors are especially important when you are dealing with a brand new client.

As we begin the New Year, I thought it might be good time to share my “Ten Golden Rules to Make Your New Client Happy.” Here goes….

1) Send Your New Client a “Client Welcome Kit”
I am amazed at how few law firms do this. In addition to a well-written cover letter from the managing partner, include your firm brochure, a client service pledge, a current list of contacts with direct dial phone numbers and email addresses, and a nice gift.

2) Seek to Understand the Big Picture
The best lawyers — the ones who deliver the most value to their clients — take the time to learn about their client’s business (and personal) goals and objectives. They ask smart questions and do lots of listening. They understand how the particular legal matter they are being asked to handle fits into the big picture. It’s also a smart idea to understand the dynamics and trends of the industry in which your client competes. Visiting your new client’s place of business is also a great way to get things started on the right foot.

3) Establish Your Client’s Expectations and Then Exceed Them
Walk your client through how you propose to handle the matter and what he can expect in terms of results and timelines. Create a reasonable set of expectations and do your best to beat them. If you discover you are unable to meet your commitments, or the results are not likely to be what you anticipated, share that information with the client as soon as possible. In almost all cases, you will be forgiven.

4) Follow Through on Your Commitments
Set reasonable deadlines and do your best to follow through as promised. If you promise a draft of the contract in three weeks, deliver it in two. Nothing aggravates a client more than a broken promise. It also has a very serious negative consequence when it comes to building trust.

5) Always Promptly Return Telephone Calls
Nothing upsets clients more than an unreturned phone call. It’s the #1 complaint clients have about lawyers. You may not think a return phone call is all that important (especially if there is nothing to report), but your client sure as heck does. Adopt a policy to return all your calls on the same day. It’s a darn good habit.

6) Communicate with Your Client in the Manner He Prefers
I’m one of those people who like to talk on the phone. After all, I can talk a whole lot faster than I can type. And I hate it when I place a phone call to discuss an issue with a vendor and get an email back. Most clients feel the same way. Ask your new client the method and frequency of communication he prefers and deliver your updates and progress reports accordingly. If you can’t be flexible, tell your client up front how you operate. Also, see Rule #5.

7) Introduce Your Client to the Team Working on His Matters
Take the time to invite your new client to your offices to meet the team who will be working on his matter. And make sure you include the paralegals, legal assistants, receptionist and others he is likely to be talking to on a regular basis. First, it makes your staff feel part of the team and, in many cases, your client is likely to be interacting with them more often than he does you.

8) Resist the Temptation to “Overlawyer” the Matter
Trust me; clients don’t want to pay their lawyer more than necessary to have their matter properly handled. Many law firms feel the need to research issues to death and uncover every stone to make sure they are 100% correct. Yet, most clients are happy with 90%. Worse yet, the pressure to generate billable hours often encourages inefficiency and “overlawyering” to meet performance requirements. Be sensitive to the issue and do what’s right for your client.

9) Never Send a Surprise Invoice
It’s good practice to discuss estimated fees and costs up front with your new client. Give him a ball park estimate of what your fee will be and discuss any unforeseen developments that may arise. Talk through the options and seek your client’s direction on how to handle them. Never, ever, send your client a surprise bill. Beyond failure to communicate, this is one sure way to lose your new client and he’s likely to tell others about the experience.

10) Show Your Client That You Appreciate His Business
Be sure to invite your client to your firm’s annual client appreciation event, take him to a ball game, play golf and invite him to lunch or dinner on occasion. Invest time in building the relationship. Holiday cards are nice, but not nearly enough.

There is more to practicing law than providing quality legal work. You’ve got to provide great service, too. If you practice these golden rules consistently, you will end up with loyal, long-term clients and an enjoyable and gratifying legal career. And that’s a promise!

About the Author
John Remsen, Jr. is President of TheRemsenGroup, a marketing consulting firm that works exclusively with law firms to help them attract and retain the clients they want. He is Past President of the Southeastern Chapter of the Legal Marketing Association and is a frequent speaker and author on law firm marketing topics. He can be reached at 404.885.9100 or JRemsen@TheRemsenGroup.com.