The Amazing Race

Isn't it Time that Your Law Firm Developed a Strategic Plan?

The Best Way to Catch New Clients?

The Evolving Role of Today's Law Firm: A Guide to Keeping Pace

7 Strategies to Succeed at Law Firm Leadership

Ten Golden Rules to Make Your New Clients Happy

by John Remsen, Jr

For most law firms, satisfied existing clients are the 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 can’t fully appreciate quality legal work because they aren’t lawyers. Rather, they 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 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 of your car. 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 final bill reasonable and within the estimate? Is your car clean and ready when promised?

These are the same 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.And they want to trust you.These factors are especially important when you are dealing with a brand new client.

With that introduction, here are my “Ten Golden Rules to Make Your New Clients Happy.”

(1) Send Your New Client a “Client Welcome Kit”

Be sure to include your firm brochure, a client service pledge, a current list of contacts with direct dial phone numbers and e-mail addresses, and a nice welcome 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. Visiting your new client’s place of business is a great way to get things started on the right foot.

(3) Create 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.

(4) Always Follow Through on Your Commitments

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, Always

Clients get upset when you don’t return their phone calls. Adopt a policy to return all your calls and e-mail messages on the same day.

(6) Communicate in the Manner Your Client Prefers

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.

(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. Be sure to include the paralegals, legal assistants, receptionist and others he is likely to be talking to on a regular basis.

(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. Be sensitive to the issue and do what’s right for your client.

(9) Never, Ever Send a Surprise Invoice

It’s good practice to discuss estimated fees and costs up front with your new client. Beyond failure to communicate, sending a bill that wildly exceeds expectations is one sure way to lose your new client.

(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.

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 reach at 404.885.9100 or JRemsen@TheRemsenGroup.com.

Planning Your Next Firm Retreat

With Proper Planning and Execution, Your Firm Can Have Its Best One Ever!

By Christopher Bragoni and John Remsen, Jr.

As law firms become larger, multi-office and even multi-national, Firm Retreats have become more and more commonplace. In fact, The Remsen Report’s Reader Survey conducted in April 2007 reveals that almost half of the 180 firms that participated have a Firm Retreat once a year. Another 25% have one every other year.

Although it may sound like a relatively simple task, planning and executing a successful Firm Retreat is much more complicated than one might think -- certainly requiring more time and effort than planning the firm’s holiday party! When you consider the number of attendees, their high level of expectation and the total cost, planning a Firm Retreat is anything but simple! In addition, the meetings industry is extremely competitive so, unlike planning the family vacation, finding the right hotel and negotiating the best deal can be challenging and time consuming.

Although every Firm Retreat differs according to the firm’s unique culture and its specific issues, the primary purpose usually involves strategic planning, marketing and business development, discussions of specific business issues, and creating vision for the firm’s future direction. Equally important are team building, social camaraderie and just plain having fun!

All of these objectives can be met in a properly planned and well executed Firm Retreat held at the right time and at the right place. Once you’ve determined your objectives, your venue selection can be the single most important factor in a successful event. Avoid the common mistake of rushing to select a hotel and assuming that everything will fall into place from there…because it just won’t happen!!

When planning your next Firm Retreat, there are six important questions that need to be answered:

1. What is the purpose?

The firm is investing lots of time and money to gather its people, so it’s important to have very clear goals and objectives for what you want to accomplish during your time together. Next, you must develop an agenda to support those objectives. This is critical. Your goals and objectives will also play a big role in determining the type of hotel you’ll need.

2. Who is going to attend?

Partners only? Associates? Spouses? Senior staff? If the purpose is to gain buy-in to a new strategic direction for the firm, partners only might be appropriate. If, however, the primary purpose is more social and relationship building, the firm might include associates and spouses. More and more firms are inviting clients, recruits and alumni to their Firm Retreats, as well.

3. What is the best location?

Once you have determined your objectives and developed the agenda, you can then find and select an appropriate venue. For example, resorts lend themselves to relationship building and camaraderie, while business hotels might be the better choice for a partners only planning session. Some firms go to the same place year after year, while others move it around.

4. What are your meeting room needs?

The agenda will dictate your meeting room requirements, set up and times, A/V equipment, food and beverage functions and recreational activities. Attention to detail is extremely important.

5. What are the preferred dates?

It is advisable to confirm preferred dates with key attendees, and try to work with several sets of dates if you are locked into a particular venue. It’s best to begin the planning process at least six to nine months out.

6. What is the budget?

To keep a handle on costs, establish a realistic budget in advance. In addition to hotel accommodations, travel, food and beverage, recreation and the like, consider the collective value of the lawyers’ time. (Yikes!) If you plan to engage outside speakers or consultants to participate, consider their fees and expenses, as well.

Only after you have answered these questions are you ready to start looking for the right hotel. Depending on the destination you are considering, we recommend that you develop a Request for Proposal (RFP) and get formal proposals from five to seven hotels that meet your criteria.

After you review all the proposals, narrow your options down to two or three. Next, take the time to visit each venue to see the guest rooms and meeting space. Stay overnight. Eat in the restaurant, order room service and check out all the amenities your group is likely to use. Ask each hotel to place a tentative hold on the guest rooms and meeting space to protect the space until you’ve got a signed contract. And keep in mind that just about everything is negotiable, so be sure to negotiate, negotiate, negotiate!

If you have never planned a Firm Retreat or simply do not have the time, you should consider outsourcing the site search and selection to a company like HelmsBriscoe (www.HelmsBriscoe.com). They are experts at meeting planning and can act as your meetings assistant. They can also save you both time and money, by finding the right venue and negotiating the best possible deal. Best of all, there are no formal contract commitments or direct costs as they are paid a placement fee by the hotel.

Planning your next Firm Retreat can be an overwhelming task, but it doesn’t have to be. If you keep your objectives in mind, develop a focused agenda, select the right hotel and utilize the many available resources, you can almost guarantee a successful event!

Happy planning!

About the Authors

Christopher Bragoni is Regional Director of HelmsBriscoe, the world’s largest and most respected meeting site search and selection firm. Christopher has over 24 years of global hospitality and meetings experience and specializes in law firm retreats. He can be reached at 323.654.0432 or CBragoni@HelmsBriscoe.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 has been a featured speaker and/or helped plan over 50 law firm retreats. He can be reached at  He can be reach at 404.885.9100 or JRemsen@TheRemsenGroup.com.

Isn’t It Time that Your Law Firm Develops a Strategic Plan?

By John Remsen, Jr.

Today’s law firm can either take charge of its future or sit on the sidelines watching the marketplace change around it.

In corporate America, virtually every successful company has a strategic plan guiding its future. Banks won’t lend money without one. Shareholders and venture capitalists demand them. It gives an organization a competitive advantage.

Ask just about any managing partner or firm administrator whether his or her law firm should have a strategic plan and almost all of them would say “yes.” After all, without institutional direction, the law firm is little more than a collection of sole practitioners sharing office space or a “hotel for lawyers,” as our friend Bill Flannery likes to say. Yet, according to a recent survey, fewer than 5 percent of the law firms in the United States have such a plan in place.

Why then, do so few law firms have a strategic plan? And what does it take for a law firm to develop and implement one?

What Is a Strategic Plan?

In short, strategic planning is a process, the result of which is a written document that sets forth where an organization wants to go and how it will get there. Many experienced law firm marketers suggest that a law firm’s strategic plan should consider a five-year horizon. It should, among other things, state how big the firm will be, where it will have office locations, what its major practice areas will be, and what its client base will look like.

Once the firm’s partners reach consensus on these bigpicture issues, the firm can develop its three-year goals and objectives and then determine the strategies and tactics to achieve them. Strategies and tactics are more short-term in nature. They should be specific, measurable and achievable within a year.

If strategic planning is so important, why do so few law firms have a plan? The reasons vary, but the following obstacles are most common.

Denial that it’s no longer business as usual

Despite everything one reads in The National Law Journal, The American Lawyer and just about every other publication on the legal industry, there is a continuing denial among many attorneys that the business of lawyering has fundamentally changed. Times are good right now and, generally, firms are doing quite well. However, it is the firms that long ago recognized the value of planning that are emerging as the new leaders in the global marketplace for legal services.

Focus on the short term

Strategic planning looks at the future, while most law firms have a very short-term view of the world. Compensation systems often reward today’s billable hour, with little reward for non-billable time invested in the firm’s future. That’s very dangerous—shortsighted, to say the least.

Law firms need to measure and reward those activities—firm governance, associate mentoring and training, and business development—that are necessary to insure the firm’s long-term prosperity.

Difficulty Establishing Consensus among Partners

No doubt, lawyers like their autonomy and tend to resist institutionalization. Many firms like to refer to themselves (with pride) as very democratic institutions. They operate very much like a collection of sole practitioners sharing office space. They want to be left alone. On top of that, there are often very different philosophies among the firm’s owners about the future of the firm. So it’s easier not to talk about it.

Certainly, getting everyone to buy-in to a specific plan is challenging. There is a tendency among lawyers and law firms to want to be “all things to all people.” In this type of culture, lawyers often resist any plan to move in a particular strategic direction and toward a more institutional way of thinking.

Lack of leadership

Inevitably, the strategic planning process leads to change. And change requires leadership. Often, firm leadership is simply not willing to make the tough (and not always popular) decisions necessary to make the firm a stronger more profitable institution in the long run. Managing partners and executive committees must realize that they can’t please everybody.

Failure to implement

There are many firms that have made a half-hearted attempt at strategy planning and, for one reason or another, it has failed. The reasons are many and varied. Nobody seems to have the time to get things done. The plan exists, but it collects dust on a corner shelf. Inadequate resources were allocated to achieve the goals set forth in the plan. Or there was a lack of leadership. Or the plan was too ambitious. Or there was no accountability. And so on and so on.

The common refrain is, “We tried that, but it didn’t work here.” Chances are, the firm went through the motions, but there was never a genuine commitment to make implementation a priority. Without implementation, the planning process can be a frustrating waste of time, effort and money.

Keys to Successful Strategic Planning

Now that we’ve discussed why so many firms have not gotten around to developing a real strategic plan, let’s examine the keys to making it happen.

Establish a sense of urgency

A sufficient number of lawyers in the firm must believe that it is no longer business as usual and that strategic direction is necessary if the firm is to survive and prosper in the years ahead. They must instill and constantly reinforce a sense of urgency that change is necessary.

Commitment from firm leadership

Firm leadership (or at least a critical majority) must have a genuine commitment to develop and implement a strategic plan. Without strong leadership and passionate commitment, it is still “business as usual,” despite the rhetoric. Under these circumstances, the firm’s efforts are doomed to failure.

Involve all partners in the process

At the end of the day, the owners of the firm must buy into and support the plan.  By involving each of them in the process through a series of one-on-one meetings and/or in a group brainstorming session, each partner will feel a part of the planning process. The likelihood of success jumps dramatically.

Associates and staff must also buy into the future of the firm. Special programs that enlist their support will add to the plan’s successful implementation.

Keep the plan simple and focused

If the firm is developing its first strategic plan, it should keep the plan simple and focused. Most firms try to take on too much, too fast and wind up accomplishing little. With a realistic plan and by starting slowly, the firm is able to maintain its focus on the most important projects. The firm can always add to the plan later. A law firm is wise to start slow, publicize success and grow from there.

Create a plan that lives and breathes

Once a strategic plan is adopted, it does no good to set it aside, never to be looked at until the following year, if at all. The plan should a flexible and dynamic instrument. Its principles should be incorporated into the firm’s day-to-day operations. Firm leadership should communicate the goals and objectives of the plan often and in a variety of ways throughout the firm. Make sure everybody has a copy. Review it at internal meetings. Update it often. All important decisions should be considered in the context of the plan. If the firm makes decisions contrary to what is contained in the plan, it needs a new plan.

Establish accountability

Nothing happens without accountability. For most firms, this is best accomplished at monthly meetings of small groups (5–6 individuals) of attorneys, often organized by practice group. There must be a strong group leader and meetings should have an agenda and meeting notes. Assignments must be made and progress must be monitored.

Measure and reward desired behavior

Simply stated, the firm needs to measure and reward desired behavior. If the firm wants its partners to spend time training younger associates, the investment of non-billable time in the firm’s future must be measured and rewarded. If the firm determines that business development is important, it should reward it through recognition, origination credit, and/or by measuring and rewarding effort. Otherwise, behavior changes will not occur. Without incentives (or disincentives), it’s business as usual and there is little change.

Does everybody have a role to play?

There is no right or wrong answer here, but the firm must determine up front if all of its attorneys have a role to play when it comes to investing in the firm’s future. If so, what is the role of each attorney? What about associates? Is it the same for everybody or do we ask different attorneys to take on different responsibilities?

Making it happen

The strategic plan is not an end, in and of itself. It is a process through which a law firm contemplates its future and determines how it will allocate resources to take it where it wants to go.

Without implementation, a strategic plan is worthless. Planning should never replace and distract from the doing part of the equation. Implementation must be given the highest priority.

Conclusion

Many sole practitioners and attorneys at smaller firms seem to think that strategic planning is for larger firms. However, any firm with an eye toward the future can benefit from the process. Planning can help a firm develop consensus on key big-picture issues, promote internal communication within the firm, inspire attorneys to get out and do things they wouldn’t otherwise do, and help the firm allocate its resources more effectively.

With leadership, commitment and a good strategic plan, any firm can develop a profitable practice working with clients it enjoys and in the areas of law if finds most appealing.

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.

Individual Attorney Marketing Plans

Our Reader Survey asked whether or not your law firm requires Individual Attorney Marketing Plans. 132 firms participated. 60% said they do not require individual plans. Of those that did, the majority required plans for both partners and associates. Here’s the complete breakdown.

Does Your Law Firm Require Individual Attorney Marketing Plans?

Marketing Budgets

Our Reader Survey asked about the percentage of revenue your firm invests in its marketing and business development programs. 154 firms participated and 55% said they spend less than 2%. That’s strikingly low compared to other professional services firms. Here are the complete results.

What Percentage of Revenue Does Your Firm Invest in Its Marketing and Business Development Program?

NOTE: This number does not include salaries, charitable contributions and directory listings.

The Most Effective Marketing Tactics

Our Reader Survey asked what marketing tactics law firms find to be most effective. 138 law firms participated and “Visiting Clients” - with 59% of the vote - was by far the #1 answer. (No surprises there.) “Organizational Involvement” was the #2 answer with 12%, followed by Firm-sponsored Seminars with 9%. Here are the complete results.

Which of the Following Marketing Tactics Has Your Law Firm Found to be Most Effective at Generating New Revenue?

Does Your Law Firm Have an Annual Firm Retreat?

Our survey asked readers whether or not their law firms held an annual Firm Retreat and, if so, who attends. Almost half (48%) of the survey participants said they have an annual Firm Retreat and an additional 17% say they have one, but not every year. 29% reported that don’t have one at all. A record 180 readers participated. See the pie charts below for the complete breakdown.

Question 1:
Does Your Law Firm Have an Annual Firm Retreat?

Question 2:
If Yes, Who Attends?

Does Your Firm Administer Some Kind of Personality Profile Test to Its Lawyers and Staff?

Our survey asked readers whether or not their law firms administer personality profile tests to lawyers and/or staff. Clearly, they do not, as 90% said they have never used such an instrument. Only 3% saying they are considering it. 129 readers participated. See the pie chart below for the complete breakdown.

Do You Believe Clients Are That Unhappy?

Our recent Featured Article highlighted research indicating that 70% of in-house counsels are dissatisfied with their primary outside law firms. We asked our readers whether or not they believed that client dissatisfaction was that high. An astonishing 53% of our 108 readers who participated in the survey said they don’t believe it! See the pie chart below for the complete breakdown.

Do You Believe that 70% of In-house Counsel Are Dissatisfied with Primary Outside Counsel?

How Do You Dress for the Office and What is the Overall Trend in Dress Codes for Lawyers?

We hit a “hot button” issue with our most recent Reader Survey that asked how our readers dress for the office and what they see as the trend in dress codes in the legal profession. A record 233 readers participated. Less than 25% wear a suit every day and over 70% observe a trend toward more casual dress in recent years. See the pie charts below for the complete breakdown.

How Do You Dress for the Office?

What Do You See as the Overall Trend in Dress Code Among Lawyers over the Last Five Years?

How Do You Personally Feel about Casual Dress for Lawyers? How Does It Influence Clients’ Perceptions?

Our Reader Survey reveals that 70% of our readers have observed a more casual dress code in recent years. We asked how they feel about it. 162 readers participated. 54% say they oppose casual dress in their law firms and a whopping 70% believe it has a negative influence on clients’ perceptions. See the pie charts below for the complete breakdown.

How Do You Personally Feel about the Current Trend toward More Casual Dress for Lawyers and Law Firm Administrators?

Do You Feel that Casual Attire Influences the Way Clients Perceive the Quality and Value of Legal Services?

Does Your Firm Measure and Reward the Non-Billable Time that Its Lawyers Invest in Marketing & Business Development Activities?

If a law firm wants its lawyers to invest non-billable time in marketing and business development activities, it should find ways to measure and reward the desired behavior. Many firms consider origination credit (i.e., the result of successful marketing effort) in determining lawyer compensation. Yet, few firms are willing to reward the effort. In addition to results, I recommend that firms reward the effort, as well…especially for younger lawyers. Otherwise, these non-billable activities tend to fall by the wayside. 106 readers participated in the survey. Most firms - 67% to be exact - measure non-billable time for partners and/or associates, while 29% do not. As to reward, 67% of participating firms factor origination credit into compensation, and only 27% consider effort. See the pie charts below for the complete breakdown.

Does Your Firm Measure the Non-Billable Time that Its Lawyers Invest in Marketing and Business Development Activities?

Does Your Firm Reward Effort or Result?

Your Individual Attorney Marketing Plan

by John Remsen, Jr.

In my opinion, every lawyer in private practice should have an Individual Marketing Plan. Your plan should be short, specific, realistic and achievable. It should play to your strengths and interests, and it should be fun to implement. A thoughtful, well-written plan will focus your time and attention on meaningful activities to build and maintain relationships with persons in a position to hire and refer you. And it’s in your best interest to have one, whether your firm requires it or not.

Over time, your marketing efforts will put you in position to pick and choose clients you want and work on matters you enjoy most. They enable you to build a “book of business,” which means more money and more influence at most law firms.

But nobody can make you market. It’s not something the firm or someone else can do for you. It’s something you should want to do for you because it will lead to a healthier and happier legal career.

This article offers my recommendations on how to develop your Individual Marketing Plan and the types of activities that will be most beneficial to you in the long run.

An Investment in Your Future
Think of marketing as your investment in yourself. Billable hours are important for today’s income, but what you do with your non-billable time determines your future. At the partner level, you should invest about 10% of your time — about 200 hours a year — in you. At the associate level, I recommend about half that amount of time.

It’s Not About “Stuff”
Lawyers need to understand that marketing is not about “stuff.” By that, I mean brochures, newsletters, advertisements and websites. It’s rare when a client hires a lawyer or law firm based on a fancy brochure or impressive website. Certainly, law firms need these things, but they are merely marketing tools. Many firms rely too heavily on these crutches.

Rather, It’s About Relationships
Numerous surveys and studies tell us that clients hire lawyers (not law firms) and they hire lawyers they know, like and trust. Well, there it is! Marketing legal services is all about being known, liked and trusted by people in a position to hire or refer you. But relationships don’t happen by accident. They must be grown and cultivated over time.

Market What You Want, Not What You Do
This is a very important distinction. It’s easy to fall into the trap of marketing what you do. After all, it’s natural and comfortable. However, when it comes to marketing and business development, it’s important that you invest your time and energy where you want to go, not where you’ve been.

Elements of a Good Marketing Plan
Your Individual Marketing Plan should set forth what you will be doing over the next twelve months to build, enhance and maintain relationships with key individuals. It should also include activities to enhance your credentials as an expert in your chosen area of law. Keep it short and simple.

Here are the elements of an effective Individual Marketing Plan.

1) Define Your Niche
Clients want specialists, not “jacks-of-all-trade.” Specialists command premium fees and practice law in the areas they find most challenging and fulfilling. You need to discover where your passion lies and go at it with all the gusto you can.

2) Become the Recognized Expert
Once you find your niche, your goal should be to become a recognized expert in your chosen area of law. Learn the law. Join and become a leader in that section of your local or state bar association. Attend appropriate seminars and conferences. Get board certified if your jurisdiction offers a board certification program. Write articles and give speeches on topics related to your area of specialization.

3) Focus on Industries
Marketing areas of law like “commercial litigation” or “tax” is tough. The target audience is much too broad and ill-defined. Yet, most law firms still market themselves that way. Innovative firms are following the lead of banks and accounting firms by marketing their services to industries. In fact, many of the country’s top law firms have set up industry practice groups. This approach helps you sharpen your marketing aim by clearly identifying your target audience.

4) Join One — Maybe Two — Industry Trade Associations
Lawyers tend to find comfort in bar associations, but I suggest that you get involved in an industry trade association. For example, if you are a real estate lawyer, find a real estate association where you’ll meet and develop relationships with key players in the real estate industry. Most lawyers I know are members of a half dozen or more organizations…problem is they tend to spread themselves too thin. Instead of being peripherally involved in half a dozen organizations, pick one (maybe two) and go deep.

5) Find the Right Organization
You would be amazed at the number and diversity of organizations out there. There are associations for just about anything you can think of. Do some due diligence to make sure you’ve found the right one. After all, you’ll be spending lots of time here. To find the right organization for you, talk to your clients. Go to a meeting or two before you join.

6) Get Active and Become a Leader
Joining the organization is step one. To develop meaningful relationships, you’ve got to become actively involved. Go to meetings religiously, join a committee and volunteer to chair a special project. Show others how effective you are at getting things done. It’s the reef where the fish you want to catch hang out and you have to go fishing to catch fish! Fish rarely jump in the boat.

7) Create and Maintain Your Personal Contact List
Your plan should include a list of people you know (or want to know) who are in a position to help you get where you want to go. Start with current clients and referral sources. Then expand your list to include others you know or want to know…prospective clients, newspaper reporters, association executives, for example. For each contact, make sure you have a current address, phone number and e-mail address. And, by all means, maintain your list on an ongoing basis. It’s embarrassing to send holiday cards to dead people and companies that no longer exist.

8) Invest in Key Relationships
From there, develop a short list of 20 or 30 persons you want to focus on over the next year. Then invest time in these relationships…lunch once a week, golf once a quarter, sporting and arts events. Get in the habit of writing hand-written notes. For example, “I thought you might be interested in the attached article about…” or “I enjoyed meeting you earlier this week at the…”. You get the idea.

9) Go Visit Your Top Clients
By far the most effective “marketing” a lawyer or law firm can do is to invest in relationships with current clients they want to keep. Go visit your clients at their place of business to show them how much you care about their company and its success. Do your homework before you go. Once you get there, ask smart questions. (My favorite question is simply, “How are we doing?”) Listen, learn and respond appropriately. Trust me, your clients will love it.

10) Even First Year Associates Should Get in on the Act
The ABA’s “Model Diet for Associate Attorneys” indicates that a first year associate should invest 225 hours a year in pro bono work, client development and service to the profession. Each of these areas has marketing implications. My advice to young lawyers: 1) Keep in touch with classmates (especially the ones who are go-getters and going places); 2) Figure out your “niche” and learn the law; 3) Join and get active in an organization or two; 4) Hone your networking skills; and 5) Find a rainmaker at the firm to be your “marketing mentor.”

In closing, here are a few additional thoughts and suggestions to help you through the process of developing and implementing your Individual Marketing Plan.

Characteristics of a Good Plan
A good Individual Marketing Plan should:

• Be Consistent with Firm Goals and Objectives
• Focus Your Valuable Time and Attention
• Be Simple, Realistic and Achievable
• Be as Specific As Possible
• Change and Evolve Over Time

Be True to Yourself and to Others
As previously stated, clients hire lawyers (not law firms), and they hire lawyers they know, like and trust. Your objective is to focus your time and energy as much as possible on activities that create, enhance and maintain relationships with individuals in a position to hire or refer you. Importantly, your relationship-building efforts must be genuine and sincere. If not, people will see right through it. You’ve got to be passionate. You’ve got to care. It’s not about using people to further your career objectives

Just Do It
Finally, you’ve got to stop talking about it and, as the folks at Nike say, “just do it.”It’s a lot like joining the gym. You’ve got to invest the time and effort to achieve the desired results. And nobody can run the treadmill or lift the weights for you. Just do it. A little bit, every day.

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.

Client Site Visits

By John Remsen, Jr.

Studies reveal that clients, more than ever, want and expect great service from their outside counsel. On top of that, clients value lawyers who know and understand their business, as well their people and their policies. Clients also want lawyers who are trusted advisors and counselors.

Lawyers and law firms that take the time ask “How are we doing?” and take a proactive interest in helping clients achieve their goals and objectives add tremendous value to the relationship and build trust and loyalty with the client. Being a competent legal technician is simply not enough anymore in today’s competitive market place for legal services.

And what is the best way to achieve this type of relationship with clients? Go visit them. In fact, I recommend that partners visit their top four clients each year. Show you care. Ask smart questions. Listen, learn and respond appropriately.

Below is our Client Site Visit checklist, which offers practical guidance to lawyers who are interested in enhancing their relationships with top clients.

Before Your Visit

I. Be very clear on your purpose for the Client Site Visit. Determine your objectives, which might include:

• Thanking the client for past business
• Enhancing your relationship with the client
• Meeting individuals with whom you work for the first time
• Learning more about the client’s business and industry
• Determining ways the Firm can improve service
• Resolving perceived problem areas
• Learning about opportunities for new business
• Learning about other firms the client uses

II. Determine with whom you want to meet and spend time. Consider internal politics, both within the Firm and at your client’s company. Think about others who should be included beyond the person(s) with whom you work most closely.

III. Determine where, when and for how long you want to meet. We recommend the client’s place of business, but you may want to consider a golf course, restaurant or private club.

IV. Ask for the meeting through a short letter or telephone call. Call our office if you would like an example.

V. Do your homework:

• Three-year billing and client/matter history
• Research the client through Lexis/Nexis, Dun & Bradstreet, client’s web site, Martindale-Hubbell, etc.
• Discuss your visit with other attorneys who have worked with the client
• VI. Develop a list of specific questions you want to ask.

At Your Meeting

I. Arrive early and dress appropriately.

II. Start off the meeting with 5-10 minutes of introductory “small talk.” Show interest in your client and consider topics like hometown, law school, family, hobbies, etc. If you are meeting in the client’s office, notice your surroundings…family photos, artwork, etc. to help you with topics of conversation. Bottom line…establish a friendly rapport before you dive into your list of questions.

III. When the time is right, begin asking your pre-determined questions. Listen carefully. Let the client do the talking. Take copious notes.

IV. Let the client set the pace and tone of the meeting. Be sensitive to non-verbal cues.

V. Remember that you are there to learn about the client, show interest in his/her objectives and how the Firm can improve service and add value to the relationship.

VI. Keep in mind that you are not there to “sell” legal services or talk about the Firm. That will happen naturally during the course of the meeting and your follow up plan.

VII. Do not overstay your welcome. Be aware of any obvious signals that it’s time for you to leave.

VIII. At the conclusion of your meeting, thank the client for his/her time and assure him/her that you will respond to any issues raised during your conversation.

After Your Visit

Follow up is absolutely essential!! If you don’t plan to follow up, don’t bother visiting the client in the first place.

I. Send a brief “thank you” note the day after your meeting.

II. Calendar a specific day to follow up with a telephone call, another meeting or whatever you agreed to do at your Site Visit.

III. Make sure all appropriate individuals at your client’s company are on all appropriate mailing lists for law alerts, seminar invitations, etc.

IV. Develop a client-specific action plan based on what you learned at the meeting. This might involve a formal proposal for services, a follow up visit at a later time or a pro-active program to further enhance the Firm’s relationship with the client.

V. Find other ways to keep in touch with the client. Sending an article of interest or an occasional e-mail are good ways to stay “on the radar screen.” Hand-written notes are very effective and take little time.

VI. Strive to become more than a legal technician in the eyes of your client. Work to become a counselor or trusted advisor to your clients.

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.

New Approaches to Expanding Your Practice in a Competitive Marketplace

By Don Silver

Your firm offers excellent legal services, staff and facilities. You hold the secret of the legal universe except for one minor problem-you are the best-kept secret in town! How can you make your firm emerge amidst the turbulent seas of fierce competition?

It’s not as difficult as you think. Many not-so-well known firms are becoming successful through some simple concepts called corporate networking and media relations. The following tips apply to those wishing to develop their firms and individual practice areas.

Analyze Your Current Situation

Who are your clients and how did the relationships begin? Did another firm or an existing client refer them to you? Remember, the majority of new business is referred by existing clients and contacts.

What major practice areas and industries do you focus on, and is this where you want to be? By analyzing current clients, you can identify natural referral patterns. This exercise is commonly referred to as MAPPING. As the word naturally denotes, these patterns will allow you to find new business where you are most likely to succeed. Just connect the dots. The key point - - do what you do best, but in a targeted, organized manner. This may differ from attorney to attorney. What works for one may not work for everyone. One size does not fit all in the world of business development.

So, how do you reach new clients?

• Lunches with prospects and referral sources
• Networking
• Community involvement and charitable work
• Seminars - in-house and out-of-house
• Social situations

Networking Made Simple

An effective way of expanding your community and marketplace exposure is by joining organizations or clubs frequented by current and prospective clients and referral sources. After all, isn’t it better to let your clients and contacts boast about the quality of your work instead of you making self-serving comments?

Depending on the practice area, there are different networking venues to consider. Business-oriented venues may include trade associations, economic development boards, chambers of commerce and general networking clubs. On the other hand, charitable causes, civic associations, churches or synagogues, cultural organizations, special interest clubs and organized athletics can be just as effective.

Selecting the Right Groups

You will want to develop a selection criteria to determine if the organization or group is right for you. Consider the number and type of members and their individual involvement. Prior to making a commitment, find out who are the movers and shakers. Since their motivation is for you to join, they will be the best source of introduction to other members. Take the opportunity to ask them about the needs of the group. If you join, this information will prove essential when targeting your efforts.

It is also a good idea to attend the meetings of different groups, sometimes even two or three times before joining, in order to get a good feel for the organizational dynamics and networking potential. It is always recommended to have a mix of business and civic/charitable activities. In fact, civic and charitable organizations may generate more leads for members versus business groups. Simply put, developing new contacts in these venues is more subtle and might be considered an act of good citizenship rather than one fueled by a pure business-seeking motive.

Once you decide to join, establish a reputation as a hard-working, dependable member by immersing yourself in all aspects of the organization and emerging as a leader. Take initiative, suggest projects and ideas and volunteer. Most importantly, demonstrate your dedication by investing time on the group’s agenda. Attending the first meeting and never showing your face again will do nothing to improve your image or generate new business.

Establishing Yourself As An Expert

As your practice expands, you will want to be known and respected for your insight and expertise in your field. An active public speaking schedule and implementing a high-profile public relations program can be combined to increase the name recognition and awareness for you and your firm.

Representing Your Firm In Public

Attending meetings and special events can often be the onset of a referral cycle that could attract many quality contacts. When socializing at these events, ask other guests and members about their company, industry and operating style. Find out how they like to do business, the strength of company, etc. When they finish, you will have the opportunity to talk about your firm. Keep it brief, concise and to the point. Focus on helping them solve a problem or identify an opportunity. Also, maintain the dialogue by bringing up current issues of importance and common areas of interest. Never turn this opportunity into a live infomercial. It will surely prove to be a business-prevention strategy. Building new relationships is all about giving, not getting, at least in the early stages.

Follow up with a phone call or note and brochure as well as any additional information of interest (newspaper articles, Internet reprints, magazine articles, etc.). E-mailing is also a great alternative when seeking a less intrusive communication method. You may also want to take the initiative in suggesting a get-acquainted lunch. Setting a simple objective of scheduling two business development lunches a week can be very effective.

Placing Your Firm in the Public Eye

There are many other ways to let your “audiences” know about you and your firm. Exposure through trade journals and the local media are always advisable. Ask yourself, what is newsworthy and unique about my practice or areas of expertise? Is there a major local or national news story or new legislation I can comment on as an expert? Does the publication accept guest columns offering legal tips or commentary on important issues?

Become familiar with industry trade journals, newspapers and newsletters in your community. Find out which reporters cover specific areas of interest and send out press releases and media kits, always making sure to follow up afterward.

When presenting your story idea, make sure you convey the news as concisely as possible - remember it’s common for reporters and editors to receive up to 50 press releases in a single day.

A New Solution

In the past, many individuals with great minds and innovations sank into the dark depths of oblivion because their message was unable to reach the rest of the world. Networking and public relations may be a viable option for virtually any law firm, from the sole practitioner to the largest multi-departmental mega-firm. By following these simple concepts, all it takes is a little initiative and a strong dose of perseverance to develop your practice. After all, public relations is a participation sport.

About the Author
Don Silver is Chief Operating Officer of Ft. Lauderdale-based Boardroom Communications, a full service public relations firm specializing in media relations, marketing, public affairs and crisis communications. For more information, visit the company’s website at boardroompr.com. He can be reached at 954-370-8999 or donsil@boardroompr.com.