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90% of Marketing is “Half” Mental

Written by Allan Colman on . Posted in Allan Colman, Attorney Marketing, Business Development, Content Marketing, Conversion Rate Optimization, Email Marketing, Law Firm Leadership, Leadership, Managing Partners, Marketing for Law Firms, Marketing Partners, Practice Group Leaders.

Yogi Berra’s famous quote, in it’s modified use, addresses the most important aspect of marketing and accelerating new business development. Ultimately it is the attorneys and paralegals that will drive law firm business development into the “accelerator zone.” For management, understanding how to support and drive their people by using our “one page strategic plan” becomes the road to success. Psychologist Bruce Tuckman observed a 4 phase path that teams need to follow on their way to high performance and accelerating new business — “forming, storming, norming and performing.”

Today’s column deals with the “forming” stage, where team members are positive and polite. Some are anxious as they do not fully understand what work they will be doing. As the leader, you play a dominant role at this stage, because roles and responsibilities are not clear. Be aware that this stage can last for some time, as people begin working together and make an effort to get to know their colleagues. The so-called attorney “silo” operational set is still all to present and prevents early acknowledgement of entering the “accelerator zone.”

Next column will cover “storming.”

Say Nothing, Do Nothing, Be Nothing – 6 Steps to Exceptional Leadership

Written by Allan Colman on . Posted in Allan Colman, Attorney Marketing, Business Development, Law Firm Leadership, Law Firm Marketing, Leadership.

“Criticism is something you can easily avoid — by saying nothing, doing nothing and being nothing.”

–Aristotle

In order to help clients grow business, the second of 36ixty’s 12 Essential Business Practices focuses on Leadership. But we found over 350 definitions of leadership, everything from “make it a strong, happy team” to “think of yourself as the sun.” We needed to identify what it is leaders, managing partners, marketing partners, practice area leaders and office managing partners must do to help their teams grow new business.

6 Steps to Exceptional Leadership

The identification of 6 steps to exceptional leadership follow and are used with clients with significant commitments to grow their firms and companies.

  • Listen
  • Make Decisions
  • Communicate
  • Hold People Accountable
  • Take Risks
  • Leave a Legacy

Our workshops and seminars are aimed at having the attendees “apply the lessons today.”

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Are Managing Partners Really “Leaders”? (Part 2 of 2)

Written by Allan Colman on . Posted in Allan Colman, Business Development, Law Firm Leadership, Leadership, Managing Partners, Practice Group Leaders. 1 Comment on Are Managing Partners Really “Leaders”? (Part 2 of 2)

Following are 2 more questions asked by Nick Gaffney in the panel discussion for the December 14th issue of the ABA’s LAW PRACTICE TODAY. My responses follow.

HOW CAN LAW FIRM LEADERS TRAIN YOUNGER GENERATIONS TO EFFECTIVELY LEAD TO ENSURE FIRM LONGEVITY AND SUSTAINABILITY? WOULD FIRMS BENEFIT FROM INSTITUTING MENTOR PROGRAMS TO CULTIVATE LEADERSHIP QUALITIES EARLY ON IN YOUNG LAWYERS’ CAREERS?

The most effective training should involve a comprehensive professional development program, in including client management, relationship building, business development, understanding business financing, etc. And it should be set up in increments based upon years of practice by each attorney. The firm should also pay close attention to identifying future leaders and at some point, assign mentors to them. But the mentor role must be clearly defined and a contract made between the mentor and mentee.

IS IT DIFFICULT TO BALANCE THE RESPONSIBILITIES INHERENT IN LAW FIRM LEADERSHIP WITH MAINTAINING A HEAVY WORKLOAD? WHAT ARE THE BENEFITS ASSOCIATED WITH BEING A LAW FIRM LEADER?

The answer to this gets back to the question of firm size. With smaller firms, the administration, personnel and management tasks tent to be less interruptive. As in any organization, the larger it gets the more bureaucratic it becomes. Bringing in a sophisticated administrative officer, designating key leadership responsibilities to members of management or executive committee, and holding them all accountable for results will enable the leader to maintain key client relationships, become a recognized figure-head in the local business community, and set an example as part of their legacy.

www.closersgroup.com/blog

Crm Concept

You can read the initial post here.

Are Managing Partners Really “Leaders”? (Part 1 of 2)

Written by Allan Colman on . Posted in Allan Colman, Attorney Marketing, Business Development, Law Firm Leadership, Leadership, Managing Partners, Marketing Partners, Practice Group Leaders. 1 Comment on Are Managing Partners Really “Leaders”? (Part 1 of 2)

Based on an article in ABA’s LAW PRACTICE TODAY, (Dec. 14, 2015) moderated by Nicholas Gaffney, a member of the Law Practice Today editorial board and a veteran public relations practitioner. He asked 6 “legal field veterans” their perspectives on the multi-faceted nature of law firm leaders. My responses to his questions follow.

HOW DO THESE INDIVIDUALS BECOME BETTER LEADERS IN THEIR FIRMS?

A “respected” law firm leader needs three skills: the ability to listen, the readiness to make decisions; and — one that is most often missing — holding people accountable for implementing the decisions. In addition, thinking about what their legacy will be for the firm must be clear, concise and often courageous.

ARE DIFFERENT LEADERSHIP STYLES NECESSARY FOR DIFFERENT-SIZE FIRMS? WHAT ABOUT IN DIFFERENT PRACTICE AREAS?

Heading a practice area is often a non-position. All too many firms designate someone to lead a group, provide no support or direction, and expect results. But for those who actively work to improve the services provided by the practice group, and work at cross marketing with other specialties, the results can be powerful.

More questions and answers in the next post.

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Provoking Business Development “Leaders” – Pt. I.

Written by Allan Colman on . Posted in Allan Colman, Attorney Marketing, Business Development, Law Firm Leadership, Law Firm Marketing, Managing Partners, Marketing for Law Firms, Marketing Partners, Practice Group Leaders.

Provoking Business Development “Leaders” – Pt. I.

There are too many articles being written about metrics for marketing and business development efforts without focusing on answers staring you in the face. This series will identify numerous questions to ask and answer and find your true business development successes — or improvement needs — in provoking business development.

  • How many new relationships have your junior partners generated this year?
  • Do you know what percentage of your firm’s prospects are ready to buy?
  • If you require individual marketing plans, are they followed? are they a waste of time, effort and money?

Provoking Business Development – More Questions?

What questions do you want to add? I will include them in the upcoming series.

Crazy Impact of Leadership – PDUs2Go Webinar

Written by Allan Colman on . Posted in Allan Colman, Law Firm Leadership, Leadership, Managing Partners, Practice Group Leaders.

Crazy Impact of Leadership – PDUs2Go Webinar

1 PDU for Introductory Price of $37 for a limited time through 10/31/15

PDUs2Go presents our HOT New Release An On-Demand Course with Video and Your Action Plan

Crazy Impact of Leadership

In Crazy Impact of Leadership, Dr. Allan Colman helps project managers discover the 6 skills of exceptional leadership. With these skills, leaders will be equipped to face challenges common to professionals in leadership roles. Dr. Colman uses insightful case studies in this video course to motivate leaders to make a crazy impact.

Through his work as a chief executive and as an advisor to managing partners, Dr. Colman identified these 6 skills areas to make an impact:

  1. Leaders Listen
  2. Leaders Make Decisions
  3. Leaders Communicate Decisions
  4. Leaders Hold People Accountable for Results
  5. Leaders Take Risks
  6. Leaders Leave a Legacy

 

Project Managers shouldn’t settle for simply making an impact, but become a leader who makes a *crazy impact*.

 

Are You "Organized" for New Business Development ?

Written by Allan Colman on . Posted in Allan Colman, Attorney Marketing, Business Development, Law Firm Leadership, Law Firm Marketing, Managing Partners, Marketing Partners.

Are You “Organized” for New Business Development ?

In order to bring in new business by combining marketing, business development and business generation skills, is your firm organized with:

* Success metrics?

* Reputation Monitoring?

* Brand audits?

* Tracking the competition and trends?

* Organizing for pursuit?

* Talent Building?

* Training?

* Alliances?

* New offerings?

* Legal project planning?

If your answer is “no” to two or more, get moving before your competitors do! What else would you add to this list

Does Your Firm Have an "Enduring Competitive Advantage"?

Written by Allan Colman on . Posted in Business Development, Law Firm Leadership, Managing Partners, Marketing for Law Firms, Marketing Partners, Practice Group Leaders.

Does Your Firm Have an “Enduring Competitive Advantage”?

This often overlooked strategy needs to be recognized by all professionals. It requires energy, resources and time. But it is the key to long term, productive revenue development.

* Whenever and wherever you are with a client or customer, the brand discussion must be the same.

* Does your group assess client satisfaction on a regular basis?

* Are your professionals being trained to utilize a common approach to the core of your services and the differentiation with competitors?

* Do you require a simple strategic plan for each approach?

* Is there a review of the stage of growth with each relationship?

The answers to these and related questions will make a major contribution to your long term revenue growth.

Why Do Senior Partners Resist an Exit Strategy?

Written by Allan Colman on . Posted in Allan Colman, Client Retention, Law Firm Leadership, Leadership, Managing Partners, Marketing Partners, Practice Group Leaders.

Why Do Senior Partners Resist an Exit Strategy?
From Thomson Reuters Legal Solutions Blog, August 20, 2015

When asked what major problems they face, we often hear Managing Partners say “senior attorneys. They want to hold on to their clients and not share origination or management credits.” The potential loss of revenue is significant. Failure to deal with this is a common million dollar blind spot for the typical law firm.

Often, these near-retirement lawyers are producing less and taking more.

What has been your experience?

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"Enduring Competitive Advantage" – What Does it Take?

Written by Allan Colman on . Posted in Allan Colman, Business Development, Law Firm Leadership, Law Firm Marketing, Managing Partners, Marketing Partners, Practice Group Leaders.

“Enduring Competitive Advantage” – What Does It Take?

What are the criteria you use to build a lasting or “enduring competitive advantage”? How closely do you track competitors and the market place? Do you pre-test strategies?

Strategy requires clarity, focus and execution. Tools to build that enduring competitive advantage can include a strategic plan, follow up system, mastering lead generating, building a business model, etc.

What else does it take?