Checklist for a Client-Focused Website

10 Questions to Ensure that Your Website Attracts Clients

  1. Are your clients described on your site?

Can your clients ‘see’ themselves anywhere on your site? Is there sufficient detail so that clients will read it and say, ‘that’s me’? Does your site include testimonials from representative clients, or case studies of typical matters you handle so that clients can see the kinds of people or businesses you represent?

  1. Does your site accurately describe the legal problems/challenges faced by your clients?

More likely than not, your website gives a laundry list of practice areas. But does it talk about the specific problems your clients encounter, or the situation in which they find themselves at the time they’re seeking your advice?

  1. Does your site talk about your clients’ problems in language your clients understand?

Or does your site sound like a bunch of legal gobbledy-gook? Are the terms you use on your website the same terms your clients use to describe their problems or challenges? Use the ‘mother/child test’ – if you read your site to your mother or child, would he/she immediately understand it?

  1. Is your site easy to navigate?

Are navigation buttons clearly labeled? Are they easy to find? Do navigation buttons look like buttons? Is there navigation available at both the top and bottom of your web pages? Is your contact information easy to find?

  1. Is your site easy to read?

Are paragraphs and sentences short? Are key points highlighted or set apart from the rest of the text? Do you use headlines, bold type and spacing to give the eye a rest? Is your site easily skimmable?

  1. Does your site provide valuable information to clients to keep them returning to your site?

Is your site a resource for your clients or merely an online brochure? Do you provide clients with information, resources, case updates, facts, new information that could affect their business, changes in the law that might affect them? The more relevant content that is on your site, the more clients will keep returning. You’ll build credibility, loyalty and provide fodder for search engines.

  1. Does your site establish you as an expert in your field?

Does your site contain case studies or jury verdicts to demonstrate your expertise? Does it contain statistics, testimonials or other evidence of the results of working with you? Are there published articles on topics relevant to your clients’ business, challenges or legal problems? Do you list seminars and speeches you’ve given on your practice areas? If this information is listed on your site, is it easy to find? Is it listed in an organized fashion, by date or by category?

  1. Does your site pass the ‘so what’ test?

Clients read everything with the “what’s in it for me” mindset. To  be really effective and grab clients’ attention, you can’t just describe your office, your practice areas and your attorneys’ qualifications – you’ve got to answer the ‘so what’ – how do those things benefit the client?

Don’t just say it – show it. If your site says that you’re committed to learning the client’s needs and understanding the client’s business, you must demonstrate that on your site. Show that you know what your client’s needs are by telling a story, providing a case study, or talking about your clients’ businesses (in general terms) on your site.

  1. Do you walk clients through your site and tell them what to do?

You wouldn’t let a client wander around on their own in your office looking for an attorney’s office, the restroom, the conference room or the coffee machine, so why let them wander around your website on their own? ‘Signs’ (navigation buttons) alone aren’t enough. Give your client a tour and lead them through your site by providing suggestions about where to go next, or proposing an action step.

A client who gets lost, can’t find what they’re looking for, or doesn’t know what to do next is just as likely to click away from your site as they are to go back to the navigation bar to look for something interesting to read on your site.

  1. Does your site demonstrate the difference between you and your competitors?

Your site should be a reflection of your firm’s personality. It should give prospects an idea what it will be like to work with you and highlight the benefits and advantages your firm provides. Clients are looking for people ‘like’ them, or people they can relate to. If your site is too ‘flat’ and clients can’t get a good feel for the firm from it, they’re likely to move on.

[Infographic] Six Ways to Jumpstart Your LinkedIn Network

Is your LinkedIn network working for you?

In 2016, Dennis Kennedy, my co-author on LinkedIn in One Hour for Lawyers, and I wrote a two-part post on LinkedIn about how lawyers can reinvigorate their LinkedIn networks. That post was subsequently combined into one post on Law Technology Today.

As we say in the article, it’s usually best to send personalized invitations to connect and to always think strategically about who you want to connect with and why, as well as what might motivate that person to want to connect with you. But we also talk about some ways to add a lot of LinkedIn connections quickly at those times when that makes strategic sense for your practice.

We discuss these six ways to expand your LinkedIn network, whether you’re brand-new to LinkedIn or you’ve had a Profile for a number of years:

  1. Uploading your contacts/address book to LinkedIn to make connecting with those you already know in the “real world” easier
  2. Sending personalized invitations – your goal is to get the other person to accept your invitation to connect, so invite wisely!
  3. Using Groups to identify and reach out to potential new (targeted) connections
  4. Connecting with fellow alumni from your college or law school
  5. Searching 2nd level connections
  6. Using LinkedIn’s “People You May Know” suggestions

Although some things have changed since we wrote the initial piece because LinkedIn changed the user interface, the main ideas remain the same – you may just need to click in a different place to find what you’re looking for.

For example, now you’ll click Continue under add personal contacts on the left side of the page under My Network to upload your address book. And LinkedIn no longer provides the radio buttons to choose how you know someone when sending an invitation to connect. Find Alumni is no longer an option under the My Network menu, but you can still connect with fellow alumni by searching for your school and then clicking the See Alumni button.

You can find Part 1 of the article here (on my LinkedIn Profile) and Part 2 here (on Dennis’ LinkedIn Profile). Or check out this great infographic the folks at Venngage made for us for a quick visual reference:

Expand Your LinkedIn Network with Legal Ease Consulting

Tips to Avoid Lawyer Meltdown [Interview]

istockmicrophone000001548083smallI was recently interviewed by Law Firm Suites for their “Ask the Expert” series. They asked me for some tips for avoiding lawyer meltdown, as well as other tips for solo practitioners, especially new solos.

The interview was a good reminder of one of the lessons I’ve learned in my practice – to quote from the interview:

To be a great lawyer (or any type of service provider), you have to be a whole and complete person – and to be a whole and complete person, you have to have a life outside of work. To help others you have to fill your own well first – not just financially, but emotionally and creatively, too.

Make sure you make time for yourself and the things you enjoy. And if you need help with your practice, or if you’re a new solo, the interview covered a range of topics, including establishing a niche practice; learning how to turn away work; staying motivated; and necessary tools for solos. If you’re interested, you can find the complete interview here.

FREE Data Protection Checklist for Choosing Cloud Practice Management Providers

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How to Do More In Less Time Podcast

How to Do More In Less Time Cover Image

Having difficulty managing your workload? Think you could be more productive? My newest book, How to Do More In Less Time: The Complete Guide to Increasing Your Productivity and Improving Your Bottom Line may help. The first part of the book will provide you with strategies to help you manage your day to day tasks, while the second part of the book will give you specific tips on how you can shave time off of everyday tasks by using the software programs you’re already employing in your law practice more efficiently.

Want a preview?

Listen to this podcast interview with me and my co-author, Daniel J. Siegel.

A Simple Social Media Plan for Lawyers

A Think social media is too difficult or time consuming? Here’s a basic social media plan that only requires about 1 1/2 hours a month – although you can expand and contract it as necessary:

Make Meetings Count

Business MeetingLawyers attend (or host) a lot of meetings. Even solos are involved in bar association committee meetings, networking meetings and client meetings, just to name a few. Meetings can be held in-person, or virtually by video or teleconference. Meetings can be invaluable tools to brainstorm, get input from a number of people at once, develop goals or strategies, discuss a problem or choose an action or outcome.

But meetings can also be huge time-wasters. Many meetings are unproductive due to the lack of a specific objective, unclear agenda or other problems. That lack of productivity is compounded when the wrong people attend or when meetings are unfocused. And just like email isn’t the best tool for all purposes, meetings aren’t the best tool for all communications. Meetings should have a specific goal or intended action outcome.

If you’re tempted to schedule a meeting just to provide an “update” to a number of people, it may be more appropriate to provide that update using another method and eliminate the meeting. In those cases, a more appropriate tool to provide the information might be a project management tool (like Basecamp), email, or a note in the client or project file, unless the update is significant or is tied to an event or celebration.

If you can’t eliminate the meeting entirely, make it more effective and avoid wasting time by avoiding the most common meeting time-wasters and following these steps:

1. Determine your purpose

First, decide the purpose and goal for the meeting. What outcome do you want to see from the meeting? Is this a brainstorming meeting to generate ideas, a meeting to identify and/or resolve issues, an action-based meeting to identify next steps and responsibilities, a task-based meeting to accomplish a particular assignment or a meeting to make a decision?

Once you know what you are trying to accomplish, you can decide on the meeting structure that will work best: will it be a free-flowing discussion (good for brainstorming or generating ideas) or will participants have a set time to speak (perhaps better for check-in or status based meetings)? Does the meeting address a time sensitive issue that must be addressed right away, or is it a future-oriented, planning meeting?

2. Decide who should participate

Attendance can make or break your meeting: inviting too many people can unnecessarily complicate it, but inviting too few (or the wrong people) can hinder progress.

Your knee-jerk reaction might be to invite everyone in the firm or everyone in a particular category of people to participate in every meeting, but we recommend that you give a little further thought to who should participate in your meetings.

The meeting’s purpose will also drive the attendance. Determine whose experience or expertise will be necessary to accomplish the meeting’s purpose. If the meeting is a decision-making meeting, it stands to reason that the decision-makers must be present in the room in order to accomplish the goal of the meeting. But be sure to include other stakeholders and those who might be significantly impacted by the decision so that they may provide their input or perspective on what factors should be considered.

You may also want to consider whether some participants should only be present for a portion of the meeting, rather than for the entire meeting.

3. Set the agenda and communicate in advance

Create an agenda for the meeting with topics to be discussed and persons responsible. Show that you respect the time of all involved and set limits for discussion, with a concrete beginning and ending time for the meeting.

Advise attendees of the date and time of the meeting. Communicate the purpose and expected outcome of the meeting, goals and agenda to all participants well enough in advance of the meeting so they can prepare. Include any supporting documents needed for the meeting, or that you expect participants to have reviewed or to be familiar with for the meeting. Advise participants of their expected role at the meeting. Request that participants respond to confirm their attendance. Send out a meeting reminder the day before the meeting to confirm.

4. Ensure the meeting stays on track

Start on time and stick to your agenda. Make sure introductions are made if you are not certain that everyone participating knows one another or if some participants are attending the meeting remotely. Have each person indicate who they are and why they are there or what their role in the firm or group is.

Begin the substance of the meeting by repeating the goal or purpose. Advise participants of the format of the meeting. If there is a projected (or firm) end time for the meeting, announce it in the beginning so that everyone is aware of it.

If issues arise that are unrelated but must be discussed during the meeting, request agreement of the participants to continue the meeting beyond the originally agreed-upon end time and establish that only those individuals involved in that particular project or issue be required to stay. If non-urgent issues arise, table them for a meeting to be held at another time specifically for that purpose.

Designate one person to be the meeting facilitator to keep the meeting on point and on time, or assign a time-keeper to keep an eye on the clock and remind the facilitator.

To obtain maximum participation, make the meeting a ‘safe place’ for people to express their opinions without judgment or ridicule. Allow each person the opportunity to speak, but don’t let one person take over the meeting. Obtain different perspectives by asking open-ended questions. Increase participant engagement in the meeting is to assign different people to lead the discussion on each agenda item.

When controversy arises, look for points of agreement. (“Can we all agree that the goal is…” or “If I’m hearing correctly, everyone seems to think there is a problem with Y, but we haven’t come up with the best way to solve the problem yet. Let’s see what we can come up with.”)

Before concluding the meeting, develop an action plan based upon your initial agenda. If necessary, recap the decisions that were made, lessons learned, or options identified during the meeting.  Identify next steps, set deadlines for the tasks identified and assign responsibility for those tasks to specific groups or individuals. Determine whether additional or follow up meetings will be required and, if possible, schedule them immediately.

5. Take action after the meeting

Even if you don’t take ‘minutes’ of the meeting, make sure that the main goals and decisions, deadlines, action steps and responsibilities determined during the meeting are communicated afterwards, in writing, if necessary. Consider whether they need to also be disseminated to those who were not present at the meeting to make follow up and future meetings more productive, even for those who were unable to attend. Follow up individually with those who have action steps to complete. If follow up meetings are necessary, add the tasks and responsibilities that were established to the agenda for follow up, or request that responsible parties submit a report of their progress to be attached to the agenda for the next meeting.

Meetings don’t have to be a black hole of wasted time if they are utilized properly. First, you must determine whether conducting a meeting is the correct way to accomplish your objectives. If it is, you’ll want to develop a meeting agenda based upon those objectives and invite only those people who are required to meet those objectives or make decisions necessary to move the project forward. Communicate the objective in advance to allow participants to fully prepare. Then use meeting facilitation techniques to keep the meeting on task and on time. And don’t forget to summarize what was accomplished and document next steps, deadlines and responsibility.

This article is an excerpt from my upcoming book, “How to Do More in Less Time: The Complete Guide to Increasing Your Productivity and Improving Your Bottom Line,” with Daniel J. Siegel, scheduled to be published later this year.

Dealing with Difficult Clients

Difficult conversationsIf you have been in practice for any length of time, sooner or later you’re going to get stuck with a difficult client, or at least a difficult client conversation. Uncomfortable client conversations can arise for multiple reasons. Sometimes those reasons have more to do with the client than with the lawyer, but every attorney-client relationship contains two players, so you need to be aware of the ways in which you might be contributing to the problem and the ways you can contribute to a solution.

Take on the right clients

The best way to deal with truly difficult clients is by not taking them on in the first place. That requires that you be able to identify potentially bad clients early – preferably before a retainer is signed so that you can avoid them entirely. Make a list of bad client warning signs to help you identify potentially difficult clients. (See this blog post for tips on identifying bad clients).

Pre-screen and pre-qualify clients by:

  • Asking the right questions
  • Educating clients about the legal process in general and your services in particular
  • Evaluating whether your firm is the right fit for the potential client.

Pay attention to what your gut is telling you when you first meet with clients – if your gut tells you the client is not right for you, don’t agree to the representation.

If you’ve already hired a client that isn’t the right fit, consider firing them.

Communicate value

To effectively attract and retain good clients, you must communicate the value of the services you offer. Know what is important your potential clients and be able to differentiate yourself and your service from the others in your practice area – not just when you’re trying to attract new clients, but throughout the engagement.

Relate your services to the benefits to the client. Everything you do should be based upon the clients’ perspective – what’s in it for the client? How does each of the activities you undertake advance the client’s goals or contribute to their desired outcome?

Manage clients’ expectations

It is crucial that you discover, and help shape, the client’s expectations at the outset of the engagement, and that you continue to manage them throughout the engagement. In her article, “How to Handle Difficult Clients,” in the July/August issue of Law Practice Magazine, Justice Carole Curtis notes that clients have expectations not just about results, but also about service, time and costs. If the client’s perception of ‘service’ is something more or different than what you provide, the client will always be dissatisfied, regardless of how good your work is. It’s your job to manage expectations in each of these areas.

For more tips on managing clients’ expectations, see my posts Tips for Managing Client Expectations on the Legal Ease Blog or Managing Client’s Expectations on Lawyerist.

Know your boundaries and set limits

Often confrontations arise when the unexpected occurs. You can reduce many common difficult client situations by being prepared and setting boundaries at the outset of the engagement. Clients who can’t abide by your processes or boundaries will often self-identify themselves, offering you the opportunity to explore the situation before a confrontation occurs or the chance to decline the representation. There’s no reason to tolerate an abusive client!

Provide excellent service

Keep the client updated about what’s happening with the case. Don’t make clients ask you for a status; be proactive and provide regular updates, even when nothing is happening.

If you need to make a staffing change on the file, give the client a heads-up; don’t wait until the client receives a bill with a new attorney’s name on it or receives a phone call from a new attorney in your office they don’t know. Always present your best work; even if it’s just a draft, it should be free of spelling and grammatical errors, typos and other problems. Always accompany copies of documents or decisions in the client’s matter with a plain language explanation of what the document is and how it affects the client’s case.

Recognize that the client may not always agree with the course of action you think is best. Explain how the different options might advance the client’s stated goals and give your insight about consequences and potential pitfalls, but remember that ultimately, it’s the client’s job to choose the course of action. Document these conversations or follow up in writing.

Under-promise and over-deliver, keeping the four areas of client expectation listed above in mind.

Bill appropriately

Often, client problems or complaints arise out of disputes about or confusion over fees. Don’t nickel and dime your clients by charging them for items that really constitute part of your overhead and should already be factored in to your fees. Make sure your fees are fair and reasonable. If there is a change in your budget, big expenditures that need to be made, or if unexpected costs arise, advise the client as soon as you become aware of the change; don’t wait until the funds have already been expended or simply add it to your bill without discussing it with the client first.

Obtain client feedback

A client that doesn’t complain isn’t necessarily a happy client. And even happy clients may have additional needs that you could address. Obtain feedback throughout the engagement and upon its conclusion and act on that feedback when you receive it.

Handling Difficult Client Conversations

Even if you have done all of the above, you may still won’t be able to avoid difficult conversations entirely. Even generally good or cooperative clients can become difficult at times, especially when you have to tell them something they don’t want to hear, or when they have a complaint.

Sometimes conflict arises because clients don’t feel understood. Even business clients have an emotional investment in their legal matter, and many legal matters have high stakes, affecting clients’ finances, livelihoods, businesses, or their very lives. If you can guide the conversation in a way that makes clients feel understood, the conversation will run much more smoothly.

When you find yourself in a situation that requires a difficult conversation with clients, keep these tips in mind:

Mirror the client’s concerns. Let the client tell you what the issue is, and then reflect it back to the client. This way, the client knows they’re being heard, and you ensure that you understand their issue.

Focus on the client. The key to resolution is concentrating on the client’s feelings and the client’s desired outcome, rather than focusing on yourself, the work you have already done, or additional work that may be required. For example, if a client asks for something in a rush, respond by first acknowledging the client’s sense of urgency and how it affects their goals – not by telling them how much work you have to do or why what they’re asking is impossible.

Lay the groundwork for bad news – and go slowly. Resist the urge to just ‘get it over with’ by blurting out the bad news all at once. When you know the client isn’t going to be happy about what you have to tell them, start out by acknowledging the client’s desired outcome or goals, introduce what you are going to discuss, or explain that there are a number of different strategies that can be employed to move forward with their matter. Be sure to give the client reasons for those options and for what occurred. After you’ve delivered the bad news, let the client know that you empathize with their position.

Acknowledge the client’s feelings. Acknowledging a client’s feelings by saying something like, “I can tell that you’re upset about this” will begin to defuse the situation. Don’t let yourself get emotional or allow the client to push your buttons and don’t argue with clients about their feelings, whether you believe they are justified or not; you won’t change their mind and you are likely to make the situation worse.

Let clients know that they’re not alone. If this particular problem is a common one, or many clients seem to be frustrated by the same thing (for example the Court’s delay in making a decision, or opposing counsel’s refusal to provide documents), let the client know that not only are their feelings valid, but that they have been expressed by others in the past. If you are similarly frustrated, let the client know; it can be a way of getting you and your client back on the same side.

Work toward a resolution based on where you are now. Once the client is calmer and you’ve acknowledged them, you can begin to gather information that can help you to reach a solution to the underlying problem. Offer the client options for resolution, even if you can’t meet their specific demand.

Focus on the positive. Instead of saying no or telling a client what you can’t do and why, tell them what you can do. Explain the options in terms of the client’s goals (i.e. because I know that you don’t want to drag this litigation out…” or “Since you want to keep costs down…”

Don’t retreat or get defensive – it only escalates the confrontation.

Get help. While these suggestions may seem simple, they’re not always easy to implement. Working with a coach or getting some client service training can help you develop the skills necessary to handle difficult client situations.

Need help identifying bad clients or weeding them out? Want some training on dealing with difficult clients? Contact me for a consultation.

A version of portions of this article originally appeared on JD Supra.  

 

Improve Your Marketing in One Step: Focus on Your Clients

Focus on clientsI recently received a question from a blog subscriber, “If I did one single thing to improve my marketing what would it be?” My answer: focus on the client. Get excruciatingly clear on who your best clients are and why. Create an ideal client profile so that you can easily recognize potential clients who may fit into this category, and so that you can describe your ideal clients succinctly and consistently. This will help you educate your referral sources and help them to spot your ideal clients so that they immediately know who to refer to you.

Too many lawyers make the mistake of trying to target too broad an audience for fear of turning business away. But instead of attracting more clients, a poorly identified ideal client results in a watered down message that loses its impact and fails to elicit a response.

It is only when you have a good picture of who your ideal clients are that you can move forward to determine what is important to them, where to find them, how to attract them, how best to serve them, what processes and procedures need to be in place, what employees will work best with those clients, and more.

Who are your best clients?

Review your past and present client lists. Which clients did you work best with? Which were the most lucrative for the firm? Which were the best sources of additional business or referrals? Which clients were the most difficult? Which ones failed to pay or did not respect your advice? Which ones brought you matters that didn’t fit into your strengths? Make a list of the characteristics of good and bad clients.

The value of a client isn’t measured solely by the size of the case or the size of your fee. Valuable clients can be those who have realistic expectations, respect your advice or want the best service. Perhaps your ideal client is one who works with you on a case – or perhaps it’s just the opposite. Maybe you work best with clients who leave you alone to work your magic. Maybe your best clients are simply those who will be ‘raving fans’ and generate lots of referrals for your practice.

Once you have a preliminary idea of what a ‘high value’ client means to you, they will be easier to spot. This takes some in-depth work, but it is well worth it. When you become skilled at defining and identifying high value clients, you waste less time and energy on lower value clients that sap your energy or cost you money and time.

Change how you talk about your practice

Listen to how most lawyers talk about their practices (or read their websites, social media posts and other marketing materials): it’s all about the lawyer, rather than being about the client. This is a mistake. Clients don’t care about you – they care about themselves and their problems. Why not change the focus of your marketing to be more in alignment with the clients’ interests?

Your marketing message should create an association for the people you are speaking to – either so that they identify themselves as your ideal clients or so that they immediately think of someone else who needs your services.

Instead of focusing your marketing message on you, focus on who you serve and what they struggle with.

Calling your clients by name

Think of your marketing message as a way of calling the name of your potential clients. Rather than making a general statement (“Hey, you!”), identifying someone by name (“Hey, Bob!”) will get their attention much easier. Bob is tuned in to that information because it’s very specific to him. You want your marketing to do the same for your clients. You want them to think you’re talking directly to them – because you are.

In order to call your clients by name, you need to be intimately familiar with who those clients are. The better you know the clients you’re seeking to attract, the better your marketing efforts will be. Creating a client profile is a good way to develop that knowledge.

Keep in mind that whether your practice focuses on individuals or businesses, all of your clients are people. If you have a business to business practice, you’ll want to focus on the decision-makers – the human beings you need to connect with in order to get their work.

When creating your ideal client profile, remember that you may have a different “ideal client” for different for different areas of practice or services you provide. Dig deep. Some areas to explore include the four Ps: Psychographics, Patterns for choosing legal services, client Problems, and your Positioning.

Psychographics

Psychographics are one of the most powerful ways to connect with your clients, and also one of the most frequently overlooked. You may find that your clients are actually very different demographically, but psychographically, they have a very similar profile.

Psychographics, while less tangible, are much more accurate in predicting which people or businesses will relate best to your particular message, method or solution. Psychographics include things like your client’s mission, philosophy or values, their reputation in the industry or community, their management or communication style, integrity or litigation history. For example, do you prefer clients who are more collaborative and settlement oriented, or those who want to fight or pursue litigation regardless of the cost?

Psychographics include any belief or value that your clients strongly identify with – and they don’t necessarily have to relate directly to their business or to their legal matter.

Patterns

An important part of profiling your ideal client is determining how they choose legal services. Knowing that your clients are more likely to make the decision to hire a lawyer at certain times of the year, as the result of specific triggering events, or upon receipt of specific types of information can help you plan your services and your marketing strategy. Learn why your clients hire you, what kids of service providers they prefer and what similar services they have used, among other issues.

Problems

One of the most effective ways to connect with clients is by identifying what problems they face. Everyone wants their problems to be solved, and if you can identify what the client perceives their problem to be (as opposed to what you think their problem is, or what lawyers generally think the problem is), you’ll get the potential client’s attention quickly – and start gaining their trust. Think about not only the problems themselves, but also about the symptoms of the problems that your clients commonly experience, and how clients typically describe them.

Use the language your clients use when crafting your marketing messages, writing copy for your website, posting on social media, or discussing what you do at a cocktail party. Put yourself in your clients’ shoes. If you can do that, your marketing will automatically stand out from the rest of the lawyers in your area and it will help you build relationships.

What is it that your clients want or need? How do they talk about it? Is there an underlying result your clients wish to achieve, even if they don’t articulate it? What are the underlying emotions your clients typically experience when facing the kinds of legal problems you solve?

Positioning

Once you’ve analyzed the problems, ascertained the values and goals, and determined when and how your ideal clients choose legal services, you need to get your message in front of the right people, whether they are the clients themselves, their trusted advisors, or other referral sources. Your client profile should help you to position yourself in front of the right people if it includes an analysis of the places your ideal clients and referral sources gather.

What do your ideal clients read? What do they watch or listen to? Who influences them? What kinds of advisors do they seek? Which websites do they visit? Do they participate in social media? Where and how? Are they members of specific groups on LinkedIn, for example? Where and how do your ideal clients seek out information? What professional associations do they belong to? What types of events do they attend? What causes do they care about?

If you don’t already know the answers to these questions, ask your best clients, or do some research on your existing clients or on individuals in your target market.

The client profile will help you to focus your marketing efforts, plan effective means of reaching your ideal clients, and develop methods to serve them better. The insight it provides can be invaluable for the future of your practice. But don’t create your ideal client profile and then put it away – it is important to revisit it regularly to keep it up to date.

Don’t Organize – Spring Clean!

A secret to happinessGretchen Rubin, author of the New York Times best-sellers Happier at Home and The Happiness Project proclaims that one of the secrets to happiness is:

Don’t get organized. 

It’s Spring, and that’s the time of year that many of us turn to clearing out the clutter, both at home and at work. Somehow it’s tolerable in the winter months when we’re hunkered down, but something about the warmer weather makes us want to strip down and create some room to breathe.

But for people who have the “clutter mentality” (another of Gretchen Rubin’s phrases), Spring cleaning means simply organizing, without tackling the first the crucial step – eliminating. Rather than evaluating what’s important to keep and what no longer serves, those with a clutter mentality will organize and simply  make things neat, without making the hard choices.

Fancy organizing tools – including technology tools – can be fun to use, but don’t let them become a crutch that you use to avoid making difficult decisions. Keeping things – or information – that you “might” need “someday” can be more of a distraction than it’s worth, especially if you can’t actually find it when you need it.

Real organization – and Spring cleaning – starts with clearing out – getting rid of anything and everything that is outdated or no longer useful. As Gretchen says, “If you don’t keep it, you don’t have to organize it.” Clutter prevents you from working efficiently by distracting you, covering up important documents or files, and by adding to anxiety and stress.

Getting rid of “stuff”

Clear away the physical clutter in your office. Most lawyers’ offices, whether those offices are inside or outside of the home, are clutter magnets, in part because they simply have too much to do during the day. But a periodic sweep through the office, keeping these five things in mind, should do the trick:

  1. Your office should only contain paperwork that you’re currently working on, supplies and files that you need on a regular basis, and  a few mementos that are meaningful. The rest is trash or should find another home.
  2. Keep only those items in your office that you need to take action on or that you need to refer to when doing your work – but if the item is for reference on a project you won’t be working on in the next day or two, file it to keep the clutter out of your office – and to prevent distractions from the task at hand.
  3. If you haven’t done so already, now might be a good time to consider going “paper-less.” Instead of worrying that everything might not have made it to the paper file, or playing file tag with others in the office who need access to the same documents, scan everything that comes in and file it right away into the matter’s electronic file. But even if you work with paper files, don’t use your office as a place to store them. Your office should contain on the files you’re actually working on.
  4. Create an automatic deadline for tossing certain items, like bar association publications or section newsletters. Often, they are available online and they’ll be easier to find (and read) that way than by wading through a stack of periodicals to find the article you think you remember seeing.
  5. Get control of the mail and email. When mail arrives, categorize it immediately, and make a place in your office for each category. If it’s mail that has a particular date, make sure the date gets entered into your calendar immediately. Outdated emails or emails that aren’t client-related should be deleted. There’s no need to keep thousands of emails in your inbox.

Eliminating Other Obstacles to your Practice

Clutter isn’t just piles of “stuff” or paper. Clutter comes in all shapes and sizes. It includes the nagging worries cluttering up your thoughts, the “dog” files that you never get around to working on (or that you know will end badly), employees (or partners) who are abusive, nasty, unproductive, or otherwise drag your firm down, clients who don’t listen to your advice or are impossible to please, and more. De-cluttering isn’t limited to physical things or piles of paper in your office. Put a real “spring” in your step by adding these to your “toss” pile:

Bad clients

Do you need another reminder? Bad clients drive out good clients. They drain you of energy and distract you from doing your best work for your best clients. Consider firing some of your worst clients (or letting your staff tell you which clients they think you should fire).

Bad or unecessary employees

If you have motivated employees that contribute to your firm and help make you successful, by all means, keep them – and take good care of them. But some employees are toxic and drag down the rest of the firm. If you  have employees that are abusive to staff, or clients, don’t pull their weight or are otherwise dragging you down, it may be time to bite the bullet and get rid of them.

Tasks and Procedures

Are you performing tasks you don’t need to do? Delegate more. Are some tasks being performed by multiple people, multiple times? Streamline your tasks so that the fewest possible people are involved in any particular task. When is the last time you reviewed your office procedures? Have some of your old procedures become redundant?

To-do list items

While I’m all for using lists, they need to be productive for you. A to-do list that contains too many tasks is overwhelming and unproductive. Make a “don’t do” list to help you drop unnecessary or unimportant items off of your to-do list. If you’ve been carrying a particular item on your list for a long time, reconsider whether that item is a priority for you. Instead of piling things onto your to-do list, schedule specific times to accomplish them and put them on your calendar.

Outdated services or practice areas

Re-visit your services: are there some services that have become outdated? Are you out of date or in need of a refresher course in your area of practice? Are there new areas of practice emerging that you would like to focus on? Are your clients’ needs being met with your existing services?

Keeping Up

Now that you’ve cleared out, I give you permission to organize what’s left. But don’t forget to do a periodic purge. Before you leave the office at the end of the week, take 15 minutes to do a quick pick up of your office – move out files or paperwork that doesn’t belong, get rid of any unnecessary mail or junk flyers, etc. Take a few minutes to review your calendar and tasks for the following week, and make a plan.

 

LinkedIn Updates and Changes Every Lawyer Should Know

LinkedIn logoLinkedIn has been busy making even more changes to its platform lately. Here’s a summary of some of the changes and updates you should know about:

Skills and Endorsements

LinkedIn’s previously named “Skills and Expertise” section has been re-named “Skills and Endorsements” in part due to feedback LinkedIn received from lawyers who advised that many jurisdictions (including mine – New York) would not allow lawyers to complete any section under the title “expertise” without special certifications. The newly-named “Skills and Endorsements” section should cause less ethics headaches for lawyers. However, there are still cautions. To learn more about endorsements, check out my article on Law Technology Today, LinkedIn Endorsements 101.

Changes to LinkedIn Company Pages

In another article on Law Technology Today, I talked about LinkedIn Company Pages. That article gives a good overview of what lawyers can do with LinkedIn Company Pages for their law firms, but as of April 14, 2014, LinkedIn will be eliminating the Products and Services tab from LinkedIn Company Pages. It turns out that not too many users were taking advantage of this feature of Company Pages. In place of the information that used to be contained in the Products and Services tab, LinkedIn recommends two options. First, you can post Updates to your Company Page about your services. These Updates will appear both on your Page and in your followers’ LinkedIn feeds. You can even include video in your Updates. While this is one option, you may want to use this option for announcements of new services or initiatives, news or other timely items, rather than general descriptions of your practice areas and services.

Your other option is to use Showcase Pages to highlight specific services that your firm might offer. Showcase Pages were introduced by LinkedIn in late 2013 as a way to highlight specific products or services, or to allow businesses to reach specific audiences who might be interested in only a segment of the company’s offerings, rather than their general Company Page updates.

Essentially, Showcase Pages are sub-pages under your main law firm Company Page on LinkedIn, but they are dedicated to one individual service that you provide. Showcase pages can be helpful for law firms who have diverse practice areas and want to post different content to different audiences. As legal marketing expert Nancy Myrland noted in her post announcing Showcase Pages last year, Showcase Pages can also be a great way to institutionalize cross-selling, because all of the Showcase Pages link back to the main Company Page and to one another.

To find out how to drive traffic to your Company Page, you may want to read my post from the Legal Ease blog, “Driving Traffic to your Law Firm Company Page.” These concepts can be applied to your Showcase Pages as well.

LinkedIn Analytics

LinkedIn has been adding some tools within the platform to help you see how much attention your LinkedIn Profile, updates and Page are getting. For example, the “Who’s Viewed Your Profile” feature of LinkedIn now gives you lots of information about the industries and locations of the people who have viewed your Profile, as well as information about how they found you (LinkedIn search, Google search, etc.) – even with a free account (although premium accounts provide even more information). In addition, at the bottom of the “Who’s Viewed Your Profile” screen, LinkedIn will also give you suggestions about how you can garner more Profile views.

If you post Updates to your LinkedIn Profile, on your Home Page LinkedIn will provide you with information about how many views and likes your recent Updates have received under “Who’s Viewed Your Updates” in the right sidebar.

If you manage a Company Page for your firm, you’ll get Analytics (stats on the number of impressions, clicks, and interaction) and Page insights (Page views, unique visitors, page clicks).

Blocking Users

LinkedIn recently made some changes that will now allow you to block individual users on the platform. Simply go to the person’s Profile that you want to block and click the down arrow next to the blue button you see on their Profile and click on “block or report.” For more details, including what blocking means on LinkedIn, stay tuned for an upcoming post on Law Technology Today explaining how you can do it.

Planning for Law Practice Improvement

Failure and SuccessThe first month of the New Year is already more than half over, but even if you haven’t started, it’s not too late to plan to make this the best year yet. You can still set things in motion to move your practice to the next level, work more effectively and attract the clients you want this year. Here’s how:

Do a year-end review

First, take inventory of your practice. The only way to make changes, to grow or to move forward is to first accept what is; before you can start thinking about making improvements, you need to know where you stand now.

Take stock of last year’s goals:

  • What goals (whether written or not) did you have for your practice last yer? Did you want to finally get some systems in place? Explore a new practice area? Create better relationships with clients or attract a higher caliber of clients to your firm?
  • How well did you meet those goals?
  • What benchmarks or other documentation do you have in place to determine whether or not you met your goals?
  • What made you successful or unsuccessful in meeting this year’s goals? What do you need to continue doing, and what do you need to change?
  • What resources do you need to make those changes?

A general review of the past year can help you to see areas ripe for improvement:

  • What clients/practice areas were the most/least profitable over the past year?
  • Who are your best/worst clients, and where do they come from?
  • What new strategic alliances/referral sources have you cultivated in the past year? What new relationships would you like to create?
  • How many new clients retained you over the past year? How much new business did you receive from existing or former clients?
  • How well did you follow up with new contacts this year? Did you use a system for keeping in touch with potential, existing and former clients? How effective was that system?
  • How up to date and effective are your marketing materials (business cards, website, blog, newsletter, brochure, email campaigns, seminars/presentations, etc.)? Do they accurately reflect who you are and what you do for your clients? Even more importantly, do they accurately describe your clients and their needs, wants and concerns?
  • How large are your receiveables and what can you do to reduce them?
  • How often did you convert prospects into clients over the past year?
  • Are you using staff, outside sources and vendors effectively, or could you delegate better?
  • What improvements have you made in your practice over the past year for the benefit of your clients? What can you do to knock your clients’ socks off in the future?

If you already have good systems, records and documentation in place, you may be able to obtain reports containing this information from your computer system in a few clicks. If not, you may want to consider a systems overhaul to make this information easier to obtain in 2014, as it can be invaluable.

For example, if you know where your business is coming from and you aren’t getting the kind of business you’d like, you may want to explore where the ‘less desirable’ business is coming from. If all of your “bad” referrals are coming from the same place, you may need to re-educate those referral sources; if your referral sources don’t know what your ‘sweet spot’ is, they can’t refer you the best clients. Similarly, if your marketing materials are not effective, accurate and timely, if they are attracting clients that you don’t want, you’ll want to revisit your marketing materials.

Choose three main goals

Now that you know where you are, you can start setting the wheels in motion to make improvements by setting goals. But don’t make the mistake of setting too many goals or goals that are too large. Although you may have a long list of things you wish you could do in your practice, a long list can quickly become overwhelming. Instead, choose three main areas you’d like to improve in your practice over the next year.

Choose the three goals that you think will have the most impact, or that are the most urgent, and focus all of your time on those three goals. Even with only three goals, there are going to be lots of little action steps to be taken in order to reach them. Anything that doesn’t work toward those three goals should be sidelined or put on a list for the future so that it doesn’t distract from your focus.

When you set a goal, estimate how long you actually think it’s going to take to accomplish that goal. Then build in some additional time for unexpected obstacles and inevitable delays.

Write down the list of your three projects and keep it posted somewhere you can see it and be reminded every day.

Create a plan

Write down the purpose of the project, the principles (why?) behind the project, and your vision of the outcome. Brainstorm ideas for strategies to achieve the outcome. For example, if one of your goals is to increase your client base by 20% over the next year, your strategy might include targeting a new industry and/or increasing your online marketing efforts.

List the steps required to pursue each strategy. These might include identifying industry needs, researching potential clients, or developing online content. Be as specific as possible.

Armed with all of this information, you can create an action plan. The action plan should identify specifically what you are going to do, who will be responsible for doing it, how will it be done, how you will follow up, when each item should be completed, who will supervise each action, and what mechanisms will be put in place to determine compliance.

Schedule time now

Intentions don’t create results – only actions do. But some of the most important actions never make it to your schedule because they don’t have built in deadlines or aren’t directly tied to client matters or revenue. Often these are the very actions needed to achieve your goals. To avoid this problem, once you’ve outlined the goals, strategies and action steps, take out your calendar and schedule time now to get moving on your plans.

Decide now when and how often you’re going to work on each of your goals and block the time on your calendar, keeping in mind the amount of time you’ve estimated to complete the goal. Schedule the individual action steps as appointments just as you would schedule client appointments.

Don’t leave another year to chance. Make a plan now to take action on your goals, but stay flexible. Regardless of how well you plan, obstacles may arise, the market may change or new opportunities may come to light. Keep your plan flexible by building in time to periodically review your goals and the progress of your action items and make any adjustments necessary.

(A version of this article appeared in the January 2014 issue of The Nassau Lawyer.)

Two Time-Saving Apps for Lawyers

HourglassI hate wasting time, and I’m always on the lookout for ways to accomplish more in less time, to eliminate unnecessary steps, and generally to make my life easier so that I can concentrate on what’s most important. In this article, I cover two more of my favorite time-saving apps that help me to do just that. Those apps are LastPass, a secure password manager that lets me create strong passwords and gives me peace of mind, and SlideShark, the app that lets me easily view and present PowerPoint presentations seamlessly from my iPad.

 LastPass

Passwords. They’re necessary, ubiquitous and frustrating. The more we do online or through mobile devices, the more we need them. Some sites require a change in your password every few months.

Security experts advise that we should create unique passwords for each site, and that they should all be ‘strong’ passwords, containing numbers, letters (both upper and lowercase) and symbols. They’re not supposed to contain common words, significant dates (like your birthday, anniversary, your children’s birthdays, etc), or names of your children or pets, since (especially with social media), those are easy to figure out. And I don’t know about you, but a quick check of my various accounts, apps, etc. reveals that I would have over 200 unique passwords I would have to remember.

Yeah, right.

So what do most of us do? Use the same password over and over for several different sites, leaving ourselves vulnerable – if one site gets hacked and our password is compromised, it may compromise a lot of personal information – or use easy to remember passwords that would also be easy to crack if anyone tried.

I finally had enough of all of these passwords and getting concerned every time there was a news story reporting that some online service or platform where I had an account was hacked (like LinkedIn was last year), and I decided to do something about it.

What I did was get myself an account with LastPass. LastPass is a free service that you can download and set up in a matter of minutes, and it will free you from remembering passwords forever – with the exception of ONE password that you’ll need to access your LastPass vault which will contain all of the information about sites you log in to and the passwords associated with each.

When you log into a site, LastPass will ask you if you want to save the site’s information into your vault. You’ll also have the option of generating a new, strong password for the site (or for any new site you log in to). After the site is saved to your vault, you never have to remember the password. You can even set LastPass up to log you in automatically when you arrive at that site. Alternatively, you can simply log in to your LastPass vault to obtain login information for each site individually.

LastPass also alerts you to weak and duplicate passwords as you’re logging in to your accounts, so you can generate new ones immediately and update your online security for sites you’ve been using for a while (and that have those old, weak passwords that are easy to remember but leave you open to potential problems).

In your LastPass vault, you can organize your site and login information by putting sites into different categories that you create. For example, you might want to categorize some sites as personal and others as business, or some sites as shopping and others as social media. You can even make online shopping and ordering easier by creating Profiles within LastPass for your credit cards, or for different billing and shipping addresses.

When you register for an account, or are ready to check out and make a purchase, choose the Profile you want, and LastPass will complete the form in a single click. And LastPass uses the latest encryption technology, so your data is secure.

In addition to the free service which you would install on your main computer or laptop and that sits in your browser, LastPass has a premium option that costs only $12/year. The Premium service allows you to use LastPass across all of your devices by giving you access to all of their mobile apps for smartphones and tablets, whether you use iOS, Android, Windows Phone, or a combination, so you’ll always have the passwords and other information you need, wherever you are. And LastPass includes multi-factor authentication, providing you with even more security.

Of course, LastPass isn’t the only password manager out there – a recent New York Times article discusses LastPass and other password apps here.

SlideShark

Many lawyers don’t operate solely in the Windows or Mac worlds; instead, they use a combination of devices. Perhaps they have a Windows desktop, an Android phone and an iPad (like I do). Although I have a laptop, it isn’t always convenient to travel with the laptop, and sometimes I prefer to just carry my iPad. In the past, I felt that if I was doing a presentation, I had to bring my laptop because my presentations were all prepared in PowerPoint on my desktop computer. Although I could transfer those programs to Keynote to try to present them on my iPad, they didn’t always transfer properly – and my images would always have to be loaded onto my iPad separately in order for them to appear properly, making extra work for me — something I try to avoid whenever possible.

Then I heard about SlideShark, a free mobile app that lets me show my PowerPoint presentations from my iPad with no change in formatting and with all of the images intact. Even hyperlinks, video, graphics and animations work seamlessly when presenting with SlideShark. Now when I’m creating a presentation I don’t have to worry about whether I’ll be presenting from a laptop or from my iPad. I can simply create the presentation in PowerPoint and know that it will look the way I want it to look regardless of the device I’m presenting on.

Getting started with SlideShark was easy; I just installed the app on my iPad, and when I want to present to a client or at a conference, I upload the presentation into SlideShark and present. I can even annotate slides in SlideShark on the fly as I’m presenting. And if you’ve got remote attendees, you can even broadcast your slides on the web through the app.

Although I can’t edit a presentation in SlidesShark, that’s OK – if I find that I really need to make a change before a presentation and I don’t have my laptop, I simply log in to my computer in my office (I use the LogMeIn app for that purpose), edit the slideshow, and then re-upload it to Slideshark.

Although I use the free version, Slideshark also has upgraded options for individuals as well as businesses. A comparison chart of their products can be found here. The paid versions of SlideShark include options such as larger file uploads, secure data backup and ability to track views of shared slides. But since I’m not concerned about confidentiality of my presentations or sharing online (if necessary, I have other outlets available to me for sharing), the free version works just fine for me.

No more getting locked out of a site because I forgot my password, no more frustration trying to remember multiple passwords or fear that my passwords will be guessed by ne’er do wells, and no more needing to lug around my laptop to do a presentation (or manipulating a presentation so that I can show it on my iPad)…these two apps have increased my peace of mind and made my life a little easier — and all for free (or very low cost). What more could I ask for in an app?

Three Steps to Using LinkedIn [infographic]

If you’re not a regular LinkedIn user, you may be wondering what it’s all about or where to start. This infographic was developed as a quick overview of three of the steps you need to take to build your LinkedIn presence. All of these steps are covered in more detail in the recently released Second Edition of LinkedIn in One Hour for Lawyers, which is available now (for more information about the book, you can click on the book cover at the bottom of the infographic)

Using Infographics to Drive Traffic and Engagement

EngagementWith increased pressure on lawyers to develop content for blogs, websites and social media, any tool that helps increase visibility, drive traffic and boost engagement is a tool worth looking at. One such tool is the infographic.

In May of this year, I wrote about Slideshare as a tool lawyers can use to share content. That post focused mainly on presentations. But in July of this year, Slideshare released a new infographics player to make it easier to upload, discover and share infographics. Although Slideshare always allowed for the sharing of infographics through its platform, the new player optimizes the viewing experience for infographics. According to Slideshare, the new player automatically detects an infographic upon upload, includes it in the infographic directory and displays it for best viewing.

Since the launch of the new player in July, Slideshare has analyzed over 1000 infographics, and last week on their blog, Slideshare reported the following statistics:

-Infographics are liked four times more than presentations, and twenty-three times more than documents on SlideShare

-Infographics are shared two times more than presentations, and three times more than documents on other social networks, such as LinkedIn, Twitter and Facebook

Infographics can be embedded into blog posts, displayed on websites, shared on social media, or printed for handouts for presentations or as a visual aid for clients.

Want to learn more about infographics and how lawyers can use them? Check out this post I wrote on Slaw.ca on Infographics for Lawyers, or take a look at the presentation below: