Five Strategies for an Effective Law Firm Retreat

The current economic climate has every law firm and practice group focusing on how to maximize resources, reduce costs and optimize partner performance. A recent article in the Wisconsin Law Journal titled, Firm retreats: Business over Pleasure highlights the changes law firms are making in traditional law firm retreats to focus on efficiency and cut costs.

The following are five strategies every law firm, can implement to increase the effectiveness and ROI for annual retreats.

1. Start with a clear understanding on what the purpose of the retreat is, what do you want to achieve as a result of the retreat? What will be different? Why is this a good time to hold the retreat? And most important what do you want to make sure is accomplished by the end of the retreat?
2. Spend time upfront understanding the critical issues and key success factors. Interview the partners or retreat participants in advance to learn what they believe are the most important critical issues and key success factors for the firm or practice group. Interview clients and referral sources to bring their perspective into the retreat. Summarize your findings into a report to provide a foundation for dialogue in the retreat.
3. Provide each participant with an agenda, summary of critical issues and required preparation for the retreat. The retreat is the time to engage each member to understand the perspectives of others. Proper preparation allows for more meaningful dialogue and results in stronger buy in from all participants.
4. Create a safe environment for unfiltered dialogue in the retreat. Communication and understanding leads to shared purpose and vision among participants. Firms and groups can achieve exponential growth by having a shared purpose and vision.
5. Follow up on the goals and initiatives defined in the retreat. Communicate the results to the entire firm and hold participants accountable for agreed upon action items.

One of the most effective strategies you can implement for optimizing your firm or practice groups performance is to take a step back from day to day client work and bring your team together for a focused retreat that results in moving your firm or group towards your most important goals. This can be achieved through clarity of goals, proper planning, effective communication, accountability and follow up.

Strategic Vision

By Elizabeth Ferris

Recently I wrote an article about the importance of developing a unified vision for helping an law firm or organization to achieve accelerated and profitable growth. A lawyer from London who read the article asked, “what is the difference between vision, mission and values, what does each component do and why do you need all of them?”

The terms mission, vision and values have become over used words and often are confused with old fashion strategic planning retreats where hours and even days are spent word-smithing a mission statement that is never looked at again. Many times the words are interchanged causing more confusion over the benefit for creating a mission, vision and value statement.

The Following provides a brief overview of Mission, Vision and Values and why you need all three:

Definitions

Mission: Mission or purpose is the reason for the firm or organizations existence. It answers the question, why do we exist? Another way to look at mission is to ask, what would happen if we disappeared?

Why do we need a mission? Mission is your raison d’etre, your “reason for being” and is what keeps the excitement and motivation in your work. Knowing the “why” behind the “what” is how you create focus, alignment and commitment in your organization.

We all want to be part of something that makes a difference and is deeper than making a profit. A strong “reason for being” is what allows you to achieve what others might view as impossible. It is what motivates ordinary people and organizations to achieve extra ordinary results.

Nelson Mandela comes to mind when I think of a person with a strong sense of purpose. His life has been dedicated to “the ideal of a democratic and free society in which all persons live together in harmony and with equal opportunities.”

Similar to successful and extraordinary individuals, successful businesses also have a clearly defined mission statement. The mission of Google, one of the most successful companies in the 21st Century, is to “organize the world’s information and make it universally accessible and useful.”

Your mission statement will help your organization or law firm to attract the right clients, the right employees and help you to make decisions that are in alignment with your core purpose. Your mission will keep your organization focused on “why it exists” and provide inspiration, direction and motivation to pursue goals when inevitable obstacles get in the way.

Vision: Vision is a clear image of your desired future. Think Martin Luther King and his “I have a dream” speech. It is a picture of the future you seek to create. A statement of your vision shows everyone in your firm or organization where you want to go and what you will be like when you get there.

Vision answers the question, what is the final result we want?

Why do we need vision? Vision paints a picture of what everyone agrees the organization will look like in the future. It gives shape and direction to the organization’s future and helps people set goals and prioritize strategies for moving the organization closer to its desired results.

My favorite vision example is Henry Ford’s vision to democratize the automobile. Ford wanted to build a motor car for the masses that everyone could afford. Imagine the power of this vision during the early 1900’s when the primary means of transportation was horse and buggy.

Once you are clear on what your vision is, then you can make your vision a reality by focusing your plan on the strategies are in alignment with the results you want to achieve.

Values: Values describe how we intend to operate, on a day-by day basis, as we pursue our vision. Values are best expressed in terms of behavior and are the guiding principles by which an organization operates. What do we do when no one is watching?

Why do we need to define values? Unlike a vision which can change, values never change and are the “rudder of the ship” helping an organization to make decisions and behave in a manner that is in alignment with what the organization stands for.

Imagine how different our economic situation would be if individuals, mortgage companies and banks defined and upheld the values that were most important. An overzealous vision without values can create catastrophic outcomes similar to Enron, Bernie Madoff, AIG and former Morgan Stanley executives jailed for stock loan fraud, etc.

In Summary, Mission is our “reason for being” and answers the question, why do we exist? Vision answers the question, what do we want to achieve? Values answer the question, what do we stand for?

Whether you are a lawyer in a law firm, a sole proprietor or a collaborative law practitioner,  knowing what  your vision, mission and values are will lay the ground work for achieving extraordinary results.

I have been helping businesses and law firms to achieve extraordinary results by facilitating the creation of mission, vision and values for over twenty years. Please contact me if you have questions or would like more information on how to create a vision, mission and value statement for your firm or organization.

© 2008 Elizabeth Ferris, All rights reserved. You are free to use material in whole or in part, as long as you include complete attribution, including live web site link. Please also notify me where the material will appear.

“He that is everywhere is nowhere.”  Thomas Fuller

One of the best ways you can accelerate the growth of your practice is to focus your marketing efforts on the select few who will bring you the maximum return on your time and financial investment. The statement, “you can’t be all things to all people” is important to remember as you build a family law practice that is fulfilling and financially profitable.

Applying the 80/20 rule or the “Pareto principle” to your practice is an essential strategy for accelerating your practice. The principle states that 80 percent of results flow from 20 percent of causes. This means if you concentrate your marketing efforts on the 20 percent of clients who bring you 80 percent of your desired results, you will increase your opportunity for achieving growth goals faster and with less work.

Developing 80/20 thinking

The first step in applying the 80/20 principle to your practice is to identify your most and least desirable clients and referral sources. Your best clients are the ones who:

•    Pay their bills
•    Send referrals
•    Listen to your advice
•    Value your core expertise
•    Want and need what you do best

Your worst clients are the exact opposite. Once you have identified your best clients, create a message and action plan that attracts these clients to your practice.

Your objective is to know who your best clients are and clearly speak to the needs and interests of a smaller but more attractive segment of clients and referral sources. This means your services and your message will not be for everyone.

For example one of my clients is Schiller Ducanto and Fleck, the largest family law firm in North America.  I asked Don Schiller, what was the key to the firm’s success? He told me,” We turn away as many clients as we retain. Our services are not for everybody.”

Schiller Ducanto and Fleck has built a reputation on helping high net worth family law clients achieve the best results possible. By carefully selecting targeted clients, SDF has created a unique and distinguished family law brand. High net worth clients who want a sophisticated level of representation and in-depth expertise specifically seek out SDF. 

It does not matter who your target market is as long as you can clearly articulate who your best client is, and how you solve their problems. Your objective is  to focus your marketing efforts on the 20 percent of clients who provide you with 80% of your results.

Implementing 80/20 thinking

Action: You have limited time and resources and can’t be all things to all people. Take the time to assess your current clients and referral sources. What clients are most desirable? What kind of clients do you want to attract to your practice? And most important, what clients don’t you want to attract to your practice?  Proactively attract desirable clients to your practice by communicating your expertise in helping them to solve problems and achieve their goals.

© 2008 Elizabeth Ferris, All rights reserved. You are free to use material in whole or in part, as long as you include complete attribution, including live web site link. Please also notify me where the material will appear.

Five Characteristics of Successful Family Law Practitioners

Why are some practitioners successfully building their family law practice while other practitioners struggle to attract desirable clients and are frequently concerned about, “where the next case will come from?”

 I have been consulting with law firms, family lawyers, mediators and collaborative law practitioners across North America and Europe for the past 9 years and have observed the characteristics of highly successful practitioners.

The five characteristics I’ve found consistent with every successful family law practitioner include commitment, competence, community, communication and exceptional client value.

Successful family law practitioners:

#1 Know what they want, believe in their vision and are committed to achieving their vision. Commitment is defined as “The state of being bound emotionally or intellectually to a course of action.” The first step in building a strong practice is having a clear idea of what you want, internalizing the value for achieving this goal and committing to the “action” to realize your goal.

“Unless commitment is made, there are only promises and hopes; but no plans.” -Peter F. Drucker

#2 Have a relentless pursuit for competence.

What every successful practitioner has in common is they consistently work towards mastering the underlying skills necessary for delivering exceptional client value. With increased skill comes confidence, allowing practitioners to internalize the value of their service and communicate this value to clients and referral sources.

“Without passion, all the skill in the world won’t lift you above craft. Without skill, all the passion in the world will leave you eager but floundering. Combining the two is the essence of the creative life.” -Twyla Tharp

#3 Contribute to building their community .

People will do business with those they know, like and trust. One of the critical requirements for consistent referrals is establishing a foundation of trust among professionals. The number one way to build trust is to spend time making a contribution to your community and showing an interest in others.

“We make a living by what we get, but we make a life by what we give.” -Sir Winston Churchill

#4 Effectively communicate what they do, who they do it for and the value of their service.

In The Tipping Point, Malcolm Gladwell describes a “sticky message” as one of the rules for creating a tipping point. Stickiness is a message that makes an impact, is easily understood and is repeatable. Successful practitioners consistently communicate a clear message about their practice so everyone knows what they do, the value they provide and who can benefit from their service.

#5 Provide exceptional client value.

Satisfied clients are the best source of referrals. Higher client satisfaction requires a focus on providing superior service. This means knowing the needs, interests and goals of your clients and meeting and exceeding expectations. The fastest way to grow a practice is through word-of-mouth marketing. This will happen if clients have a positive experience with your service.

“The only way to grow a business is through remarkable service.” -Seth Godin, Purple Cow

In summary, the five “C’s” for growing a successful family law practice include:

-Commitment
-Competence
-Community
-Communication
-Client-centric focus

Review the above characteristics and conduct a self-assessment of your strengths and weakness. In what areas are you strong and which areas can you improve? Create a plan today for making these characteristics an integral part of your practice. By mastering these characteristics, you will be taking essential steps toward growing your matrimonial law practice and creating the practice you want, a practice that attracts desirable and profitable clients, produces exceptional client value and brings fulfillment to your work.

© 2008 Elizabeth Ferris, All rights reserved. You are free to use material in whole or in part, as long as you include complete attribution, including live web site link. Please also notify me where the material will appear.

Accelerated growth begins with clarity on your vision

As I work with law firms, family lawyers and collaborative professionals to grow their practice, I have learned that one of the most significant challenges you face is how to build (market) your practice while serving clients and maintaining a profitable practice.

How do you build a desirable practice and manage your cases?

Growing a desired practice begins with a conscious awareness of what you want your practice to look like and then creating a plan to achieve your goals.

The greatest waste of time is to do an activity without a focus on what is important, this focus comes from clarity about your practice vision.

You can grow  a desirable and profitable practice by developing a plan that starts with a clear vision for what you want your practice to look like. 

Identifying and articulating a clear vision will help you to reframe your focus and help you move beyond your current level of thinking to imagine what is possible for transforming your practice.

One of the most challenging steps you can take in building your practice is to take a step back from the day to day routine of client work and answer two questions:

•    What do I want?
•    Why do I want it? 

Knowing what you want and why you want it is the core for any successful behavior, yet so few of us take the time to give deep and meaningful thought to answering these questions.

To create a vision for your practice, you will need to schedule time to “work on” your practice instead of “in” your practice. This means taking time away from responding to urgent tasks and give consideration to defining what you want your practice to become in the next 5-10 years.

Having a clear vision will help you to proactively grow your practice; it can become a motivating force so powerful that it becomes the compelling reason behind every decision.

 Before embarking on any marketing activities, first ask yourself the questions … what do I want and why do I want it? Write down your vision, keep it in front of you every day and use your vision to make choices about how you spend your time.

By doing activities everyday that are in alignment with your what is most important to you, you will be taking steps toward achieving your practice vision.

© 2008 Elizabeth Ferris, All rights reserved. You are free to use material in whole or in part, as long as you include complete attribution, including live web site link. Please also notify me where the material will appear.

Communicate the "value" of your services

By Elizabeth Ferris

One of the most important strategies to grow your practice is to master how you communicate the value of your services to potential clients. Creating a core message is the foundation for all marketing and communication activities and is essential to growing a family law practice.

Why have a core message?

A core message sets you apart from other professionals and communicates the value of what you do and who your services are directed towards. It is how you attract desirable clients to your practice. Having a strong core message means you are able to clearly articulate what you do so anybody hearing or seeing your message will understand what you do  and how it relates to their specific goal or problem.

Your message should be clear, concise, and effectively communicate to prospective clients:

•    How you differentiate your practice
•    The value you provide clients

Differentiate your practice

By communicating what is unique about your practice, you convey what separates you from other professionals. You are also communicating your area of focus and will attract those clients who are interested in what you do best.

Communicate the value you provide clients

Your goal is to clearly communicate the value you provide clients. The first question prospective clients will ask themselves about your service is “What’s in it for me?” (WIFM). By answering the WIFM question you are in a better position to attract clients who place a high emphasis on the value of your service.

Creating your core message

The first step in defining your core message is to answer the following questions:

•    Who are the clients I want to attract to my practice?
•    How do I differentiate my practice?
•    What is the value targeted clients receive as a result of my expertise (what problem do I solve or solutions do I provide)?

By answering the above questions, you are translating your experiences, competencies and service description into a valued outcome for your client.

Description Based core message

Many lawyers and collaborative law professionals describe what they do based on a roster of their services or a list of their features and credentials. For example, the following message is a familiar description for family lawyers:

“We are a group of knowledgeable, dedicated professionals engaged in the practice of family law.”

The emphasis is on a description of the service (practice of family law) versus any beneficial outcome to the client. The client or referral source has to work hard to translate what this means to them. The client also has no idea if this firm is a good fit for their needs because the message does not differentiate this family law firm from any other family law group.

Value based core message

Compare this response to a family lawyer I consulted with to create a core message:

“I help high net-worth divorcing clients find solutions.” 

 Through the process of creating his core message, the family lawyer internalized who his best client were, how he differentiated himself and the value of his service.

The result has been an increase in referrals from desirable clients. He is receiving web site referrals from clients who want what he does best.  A few weeks ago, he was at a networking event and conveyed what he did to a group of business professionals. One gentleman was listening and heard his unique way of helping divorcing clients and immediately asked for his card. The gentleman said, “I am in the process of getting a divorce and have talked to three lawyers who all said the same thing, you are the first lawyer who mentioned the word “solutions.” A few days later, the gentleman retained him as his lawyer.

The success this family lawyer experienced with his core message came from his ability to differentiate his practice and to convey the value of his services. He also had increased confidence about his message which allowed him to focus on the needs and goals of the potential client instead of trying to “sell” his services.

Summary

Before you embark on your plan for growing your practice, take time to create a core message that speaks to the unique value of your practice and the clients you serve. As you convey your message through verbal or written communications, engage the client or referral source by speaking to the value you provide or the problems you solve.

Do not try to convey an “all things to all people” message. The more targeted your message the more you will attract clients who fit the profile of your ideal target client. These are the clients who provide you with the greatest sense of satisfaction, send you referrals and are the most profitable because they place a high value on what you do best.

© 2008 Elizabeth Ferris, All rights reserved. You are free to use material in whole or in part, as long as you include complete attribution, including live web site link. Please also notify me where the material will appear.