Hiring & Empowering Solutions

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How Your Lack of Accountability & Tracking is Sabotaging Your Revenue

lack of accountability and tracking sabotaging revenuePeople call your law firm because they are ready to hire you. But time after time, when I speak with law firm leaders about their struggles, I hear the same old bologna: “They were unqualified leads.” “They were just shopping around; they weren’t ready to write a check.” “They weren’t a good fit for our firm.” “I don’t know what happened, I just never heard from them again…”

Bologna.

In many ways, the small law firm has the advantage over those big, corporate firms with hundreds of associates and dozens of partners. I don’t know about you, but I will always choose a more intimate “mom and pop” experience over being a faceless name in a sea of thousands of other faceless names on the client list of a massive corporation. But I’ve noticed something: for all the times I pick up the phone to call a small business, I rarely receive a follow-up phone call or email if I don’t make an immediate purchase. I—a qualified lead who is ready to make a purchase—am rarely nurtured through the sales funnel. And if we’re being honest, the only reason I failed to follow through and make a purchase in the first place is because I’m busy being an entrepreneur and a wife and a mom and probably got sidetracked somewhere in between client meetings and getting my kid to karate practice. Failure on the business’s behalf to follow-up with me sabotaged their sale…

…and it’s how your firm is sabotaging its own revenue.

The likely story is that the small business probably isn’t staffed enough to execute a regimented follow-up plan, and that’s the likely story for your firm, too. Who would be responsible for checking-in on leads consistently and strategically. Certainly not you. You’re busy doing what you have to do to keep your firm competitive, sustainable, and profitable.

But those lost leads are valuable, and they’re slipping further away with every day you fail to follow up with them. So, here’s how to follow-up for dollars and reclaim the revenue you’ve lost on account of your lack of accountability.

How to Follow-Up for Dollars

This is a simple “how to” system, designed to fill your calendar with appointments and your business account with money. It’s a tried, tested, and proven system for bringing old and prospective clients back to your firm…for $500/week or more.

Step 1: Hire
This is a receptionist caliber position; you could start out with a 20-hour/week or 3-day/week position, but we encourage you to hire someone full-time, since this system is ineffective if, when someone contacts your office, no one is there to answer their call and schedule an appointment. Take the leap of faith and hire someone full-time.

Choosing the right person for this position is crucial. Rely on “Kolbe” recommendations and follow best practices for hiring based on personality

Step 2: Create the Campaign
Identify a list of lost clients or prospects, organized by year, starting with the most recent year and working back to your firm’s inception. Include:

• Contacts who never took the next step
• Contacts who attended a workshop or joined a webinar, but didn’t move forward
• Cancelled appointments
• Maintenance clients who never renewed

Once you’ve compiled your contact lists, call them, send them an email, or mail them a letter of re-engagement. You may include a special offer in this letter, or you may just re-introduce your firm and the various services you offer.

Step 3: Call
This process takes, on average, 12 minutes. You make the phone call, send a follow-up email (step 4, below) and update your database. Your new hire should be able to make about 40 calls/day and, trust us, you WILL see a return on this position after one month.

The script for the phone call is below:

“Hello ___ ,

This is ___ calling from ___ Law Firm. Real quick, I am calling today to follow up with you regarding your ___ (call, workshop attendance, etc.) on ___. It has been ___(days/weeks/months) since we last spoke. We know how important it was to take the first step and contact our office and we want to make certain we have done everything to support your family’s needs and goals. We’d like to extend an offer to you to come in for a complimentary Vision Meeting with attorney___ , as I am certain a few things have changed in your family since ___. Would next ___ or ___ work better for you?

Step 4: Email
Send an email immediately following each unanswered phone call. Time-saving tip: save the email into a Word document or other text file and copy and paste it into the body of each email). The contents of the email should read:

“Hello ___,

I hope this message finds you better than well today. Real quick, I wanted to send you a quick email to let you know that I just left a message on your answering machine, as I was reaching out today to follow up with you regarding your _____ (call, workshop attendance, etc.) on ___. It has been ___(days/weeks/months) since we last spoke. We appreciate how significant it was to take the first step and contact our office and we want to ensure we have done everything to support your family’s needs and goals. We like to extend an offer to you to come in for a complimentary Vision Meeting with attorney ___, as I am certain a few things have changed in your family since ___. Would next ___ or ___ work better for you? Let me know what works best for you and I will be certain to get this reserved for you.

Step 5: Letter or Flier
The last step in this process, after the phone calls and emails have been made, is to send a letter via mail. These letters should be sent out every week (we suggest you send them every Friday). The letter should read:

“Hello ___,

I hope this finds you better than well today. I am reaching out to follow up with you regarding your ___ (call, workshop attendance, etc.) on ___. It has been ___(days/weeks/months) since we last spoke and I appreciate how significant it was to take the first step and contact our office. We want to ensure we have done everything to support your family’s needs and goals and extend an offer to you to come in for a complimentary Vision Meeting with attorney___ as I am certain a few things have changed in your family since ___. Would next ___ or ___ work better for you?
Let me know what works best for you and I will be certain to get this reserved for you.

Also including a flier for a new “Value Add” workshop, for example, a Social Media for Law Firms workshop, will drive even more engagement in your response.

There is no reason your law firm should be struggling to generate revenue—not with so many untapped resources just waiting for you to get back in touch! Everything you need to grow your law firm is already in place—you just need better tracking, better follow-up, and more accountability.

Ready to Hire that Rock Star Receptionist?

If you’re ready to get the RIGHT person in the door—and you’re ready to turn a rock star receptionist into revenue—contact us! Our Smart Hire Solution has been helping law firms find, recruit, hire, onboard and train amazing team members for over 20 years! We’ll save you time and money by hiring the right person, right out of the gates. Email [email protected] to learn more today!

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5 Ways to Get Your Team Members Leveraged, In Sync, and Working Together

leverage employee strengths and weaknesses You could have the most qualified, experienced and talented team members in the world…but if you don’t know how to tap into their strengths, get them in sync, and working together, you’re just wasting all of those valuable resources. The strengths and weaknesses of each individual member of your legal team play a huge role in how they are able to most effectively contribute to the growth and sustained success of your firm. Their strengths and weaknesses play a huge role in how your team works together as a cohesive unit. Their strengths and weaknesses help leaders understand what kinds of tasks to assign, how to deliver feedback, and how to support the training and development of each individual team member.

Yes, understanding the strengths and weaknesses of your team members is key to running a successful law firm. But determining what those strengths and weaknesses are…well, it’s not as easy as it might sound.

The most effective law firm leaders know how to get below the surface, figure out what makes their team members tick, and leverage their strengths to benefit both the employee and the firm.

Here are 5 ways to really get to know your law firm’s employees:

1. Give them what you want: honesty. Everyone has strengths and weaknesses…even you, mister-or-misses law firm leader. However, when asked what those strengths and weaknesses are, we’re conditioned to give those “canned” responses. Those responses that present a strength disguised as a weakness. I’m a perfectionist. Or those responses that we think will move us closer to that raise, that promotion, that new client contract. I’m a motivated self-starter with a track record of success.

Spare us.

If you really want your team members to be open about their strengths and weaknesses, be open about yours. Casual conversations at lunch—or while walking out to your cars at the end of the day—can pave the way for a team of self-aware individuals who know what they’re good at, what they’re great at, and where they stand to make some improvements.

2. Facebook stalk them. Okay, “Facebook stalk” is a bit aggressive, but looking at your team members’ social media profiles can provide you with a wealth of information—their likes, dislikes, skills, experience, expertise, sense of humor, etc. Maybe your firm works primarily with clients in the healthcare sector. Through social media screening, you might discover that some of your team members have volunteer experience that could benefit the firm and possibly provide an opportunity for everyone to sign up to support a cause that is near and dear to a member of the team’s heart. Bonus points for earning some good PR by making a positive difference in your community!

3. Observe their behaviors, objectively. Working with your team members day in and day out can make it hard to see what’s really going on with them and where they naturally shine. Sit back and observe: which team members are upbeat and friendly with everyone? That person could be leveraged when a diplomat is needed to smooth over office tensions. Which person do you feel is apathetic and disengaged? Do they act the same way during lunch? Yes? Well, maybe they’re not apathetic or disengaged—maybe they’re just introverted and shy. If you need help with this, email us to get a copy of our “Passion Keys” exercise.

4. Make it a game. Competition brings out the best and worst in people. While implementing little competitions won’t resolve major operational issues at your firm—if your employees are unmotivated or poorly matched to their jobs, you need more help than a game can offer—but they can be a fun way to find out which of your team members are natural leaders, which ones give up easily, and which team members work best with each other. Choose competitions that support your needs, for example, if you are unsure which employee to assign to your latest case, think about the qualities that would ensure an employee’s success in that role…and then devise a contest that would cultivate or draw out those skills.

5. Get analytical. Personality assessments, like Meyers-Briggs or Kolbe, can provide huge insight into who your team members are, and how to support their growth and development, provide them with feedback, and help them work more collaboratively with each other. We swear by the Kolbe assessment system—we use it with the law firms we work with to identify natural talents, pair individuals with the most appropriate job tasks, and understand where we have room to support their training and development. It’s amazing how, once we understand the nuances of a team member’s personality, we can nurture their talents and turn them into a leader, with the power to catalyze positive change for their firm.

If you’re not tapping into the full potential of your team members, then your firm is missing out on a huge opportunity for growth. When everyone is working hard, working smart, and working together seamlessly, then your firm is in good shape. But if that’s not your situation right now…if your firm is spinning its wheels, riddled with office drama…if your team members are dropping balls and you feel like no one has your back…then it could be time to bring in a team of professionals to assess your systems, evaluate your team members, and help you get things under control before it’s too late.

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“That’s Not How We Really Do It At This Law Firm” and Other Responses That Are Holding Your Team Members Back

don't hold team members backWe get called in to help law firms when what they’re doing isn’t working. And even though we are hired as consultants because we have an impressive track record of success helping firms advance their leaders and develop their teams, we still hear this response more often than you might think: well, that’s not really how we do it at this law firm.

Just last week, after our Team Empowerment Academy Masterclass, I received a phone call from a Client Relations Coordinator who is enrolled in the program.

“Molly, when you were talking about how other firms have their CRC coming in at the end of the client meeting and playing the role of Julie McCoy (yes, I’ve dated myself)—getting the signed engagement agreement, and scheduling the next appointments through delivery—my attorney says that’s not how we do it here. I don’t know how change his mind. Can you please help me? We barely made payroll last week, and I heard him tell a prospective client to go home and think about it…to get back to us when they’re ready to get started on their planning!”

“I know its not my job to worry about money, but I am!”

The first thing that went through my head when I heard this was: if what you were doing there was working, your attorney certainly wouldn’t have called us in the first place. And your attorney definitely wouldn’t be writing a check for you to be in this program!

But my response was this: “Yes. It is your job to be aware of—but not to worry about—money, clients and processes…especially if you want part of the incentive-based compensation model we set up for your firm this year. Time, place, and delivery are everything. I know you were excited about the idea, but sharing it with him between back-to-back meetings—when he is already running 30-minutes behind for the day and has to be out the door at 5PM sharp to get the kids because his wife is out of town—probably wasn’t the best time to present the idea of revamping a process he has followed for the past 9 years. His response was most likely out of habit, as he wasn’t clear that you were presenting an idea that has proven successful for 1,400+ other law firms across the country. Don’t take it as a hard “no.” Lets talk about how to present your attorney with these suggested process refinements.”

And here is my message to attorneys: when your team comes to you with suggestions for refinements or improvements to your systems, you may want to say, “I am impressed by your enthusiasm and vested interest in improving our practice. Can you please put that topic on the agenda for our weekly stakeholders meeting on X-date, and type up your proposed solutions and bring a copy to the meeting? I am more of a visual learner.”

When an employee hears, “that’s not how we do it at this law firm,” they actually hear, “I’m the boss, leave the idea generating to me.” This sends a subconscious message to your employee to show up and do what is asked of them…and nothing more. But you NEED your team members to WANT to go above and beyond, and you need to trust that, given the freedom to make business decisions, they will make GREAT decisions that advance your firm. But if they feel like their ideas are shut down before they’re even heard or considered, they will lose the drive to take initiative. And, trust us, you don’t want that!

If you’re stumped and not sure how to empower your team to step up and bring their valuable ideas and system refinements to you, please take advantage of the opportunity to schedule a complimentary Law Firm Discovery Session. Over a 30-minute call, we’ll discuss your challenges and brainstorm solutions to help your law firm overcome these obstacles and get on the path towards growth and sustainable success. Click the button below to schedule your Law Firm Discovery Session today.

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Crushing Chaos in Law Firms: How to Create Systems that Make Your Law Firm Run Smoothly

Guest Blogger: Allison C. Williams, Esq.

creating effective law firm systemsA few months ago, one of our 66-Day Law Firm Turnaround clients mentioned that she was working with a “systems coach.” Our immediate response was…TELL US MORE!! We’ve been looking for a systems coach to partner with!! After conducting a power partner meeting with Allison Williams of Law Firm Mentor, I knew immediately that she has created a unique model that many of the law firms we’ve worked with over the past 22 years have a huge need for.

It’s rare that we have guest bloggers here, but when Allison and I got to chatting about her company’s systems and her own personal story, we had to have her write a blog—it’s just so in alignment with what we have been shouting from the mountaintops for years. And be sure to read to the bottom…Allison will be hosting Hiring and Empowering Solutions as her guest this coming Wednesday (February 20, 2019) on the Law Firm Mentor Movement Facebook LIVE. We’ll be talking about how to transform your law firm employees into leaders!

So here’s why we are so inspired by Allison and her journey…

When I started my law firm in 2013, I thought I had things all figured out. I crafted a plan using my trusty spreadsheet, gave my notice, rented my office space, and together—with 43 of my then 48 clients—I struck out on my own (with a partner). My secretary was coming with me, so I figured we’d be fine.

Then, “reality” hit the fan. My partner was a nice guy—but a nice guy who had greatly discrepant goals than I did. So, that ended quickly. My secretary, who could barely keep up with me as a super-billing associate, became terrified of what would await her as the lead (and only) assistant to me in the role of chief cook and bottle washer. So, she backed out the week before I left my employment, leaving me staff-less when I started my firm.

As a new solo, I had to run 43 files, take in new files, learn how to manage a trust account, order supplies, clean the kitchen, lease equipment, and—my personal favorite—be my own secretary while running to 16 different courts in my state-wide practice…all while trying to hire my next secretary. I had tens of thousands of dollars coming through my hands daily, and the fear of where it should be spent crippled me into living like a pauper, despite having plenty of money in the bank.

One night, I fell asleep driving 90 miles per hour on my way home, at the end of yet another 90-hour work week. And that was when I realized it. I was either going to kill the chaos in my business or, quite literally, it was going to kill me.

That’s where creating systems to make your law firm run smoothly comes in.

A system is an organized or established procedure, or a regularly interacting or interdependent group of items forming a unified whole. Quite simply, it’s a way of doing things that maximizes efficiency, reduces redundancy, and eliminates the need for conscious thought to be summoned for routine tasks, preserving that energy for the higher-order activities that clients actually pay us to provide (such as strategic management, complex negotiation, and multi-layered litigation processes). When people in business follow a system, the office runs smoothly, since crisis intervention is reserved for clients rather than office functioning.

What requires a system? In a nutshell, EVERYTHING requires a system! From how we answer the phones, to how we interface with new clients seeking consultations, to how we close client matters, to how we manage our trust accounts. Even the most mundane, routine activity (like opening and dispensing mail) needs a system.

Generally speaking, law firm owners should consider creating systems for each of the major functions in your law business, including Sales, Marketing, Intake, Communications, People (both employees and vendors), Work Flow (the legal work), Facilities and Money Matters.

Creating systems in law firms is not sexy. It’s not the “stuff” most business owners crave, but it will absolutely and dramatically improve the quality of the law firm and the life of the owner…when executed properly. And, the good news is, if the systems are in a constant state of flux, that means the law firm is growing and evolving steadily.

We couldn’t agree more with Allison and her systemic approach. Join Allison and I this coming Wednesday, February 20, 2019 on the Law Firm Mentor Movement Facebook LIVE. We will be talking about TRANSFORMING YOUR LAW FIRM’S EMPLOYEES INTO LEADERS!

Join us on Wednesday, February 20, 2019

Join Allison and I as we dive into a great conversation about law firm leadership and team development on Wednesday, February 20, 2019, at 12:30pm EST.

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If Bosses & Employees Both Know That the Boss Doesn’t Have ALL the Answers, Then Why Do We Keep Continuing On As If They Do?

bosses don't have all the answersIt probably won’t come as a surprise that bosses don’t have all the answers. If you’re a boss, you’re probably nodding your head, thinking, No kidding, that’s why I keep asking for help! And if you’re an employee, you’re also nodding your head, thinking, No kidding, that’s why I keep offering to help.

But if leaders and employees both know that the boss doesn’t have all the answers, then why do we keep continuing on as if they do?

I can remember, like yesterday, when our business was starting to grow, and I recognized that some of workflow processes just weren’t working. Not only were they not working, but their inefficiencies seemed to be coming to a head. I knew we could no longer tolerate these weaknesses, but somehow we kept limping along. And nothing changes if nothing changes.

A key employee emailed me about two of the most glaring issues. Without thinking too much about it, I responded with a series of suggestions about how we could resolve the issues. I didn’t suggest any follow-up actions, or concrete plans about how to implement my suggestions, so it’s no surprise that, two days later, I got frustrated with the lack of resolution and started to type up the usual “boss email.” You know the one: overflowing with frustration and rambling on about all of the things “we” need to fix. No clear directions or solutions, just verbal vomit.

It struck me sometime around midnight, as I was typing up bullet point #23, that the email, well, it was completely pointless. I paused for a minute and tried to sit in her seat. I realized I was trying to have a strategy meeting via email, addressing issues that she had been trying to bring to my attention for months. Sending this email would only add to her already growing list of “still no answers,” and the truth of the matter was that I didn’t have all the answers. I needed input from her and the rest of my team about how to actually fix these issues. I need KPI’s, cost analyses, and input from our outsourced vendors. Sending a hastily-written email in the middle of the night would only exacerbate the issues we were struggling with. It would leave my key employee feeling as though she needed to respond to all 23 of my bullet points, while leaving my entire team concerned that their leader was burning out, preparing to shut the business down, wanting to fire people, etc. That’s the dark place employees go to when the leader is not leading.

In that moment I realized that bosses do this…a lot. We feel the need to respond immediately to every problem: client complaints, process issues, cash flow issues and employee frustrations. The problem is that, when we jump the gun and respond without stopping to think, we forget to include important information, such as a plan for follow-up, a road map for implementation, or how to gauge the effectiveness of our suggestions in the long-term. And forgetting this information just makes us look flaky and inconsistent to our team. And honestly, email communication ping pong is not an effective platform from which to master your next moves.

How many times have you had to send a follow-up email to that big, long, hasty, frustrated “boss email?” It usually starts something like, “You know, I thought more about this and…”

I know I’ve sent quite a few of those emails.

What if instead of shooting off shotgun suggestions to solve complex operational problems we learned to step back and respond with, “I need to think about this. Let me get back to you tomorrow with some thoughts, add it to our daily huddle list.” Let’s learn to acknowledge a problem, and let our team members know that finding a solution is a priority…without making shoot-from-the-hip suggestions that don’t actually solve anything in the long run. Let’s start having well-prepared, thought-out discussions about how to fix our problems, get feedback from relevant team members, and make an informed decision that comes complete with an action plan with deadlines and accountability.

If you aren’t sure how to lead a conversation like this, about improving inefficient processes—or creating new processes—at your firm, download our e-book, “Intrapreneurs in an Entrepreneur’s World: How to Empower Your Employees to Step Up and Lead!” You’ll learn how to effectively connect and communicate with your team members in a way that not only leads to effective problem-solving for your firm or business, but that also drives employee retention and loyalty!