The document discusses key aspects of client development for long term success, including planning with goals, becoming visible and credible, building relationships, and improving client service. It emphasizes creating a development plan with specific goals, activities to enhance visibility like writing articles and public speaking, focusing on building rapport and trust with contacts, and prioritizing client needs to improve service. The overall message is that lawyers need to proactively plan their development, build their reputation and networks, and focus on serving clients well to achieve long term career success.
Client Development in a Nutshell for Senior AssociatesCordell Parvin
The document provides strategies for lawyers to develop successful client relationships and become partners. It recommends developing credibility and relationships, becoming visible in your target market by identifying client problems and providing solutions, and joining organizations where you can meet potential clients. The document emphasizes the importance of having a detailed plan with goals, finding accountability partners, building your reputation through writing and speaking, and focusing on client service and building trust over time.
Law Students: Starting Right for Career SuccessCordell Parvin
This document discusses what law school does and does not teach students. It states that while law school teaches students to think like lawyers, it does not teach practical skills needed to practice law such as how to interact with clients, manage a law firm, develop relationships, or present legal arguments. The document provides tips for new lawyers on how to develop their careers, including focusing on legal skills, treating supervising attorneys as clients, using available tools, and practicing important skills through deliberate practice. It emphasizes that career success comes from focusing on one's passion and serving client needs.
Client Development in a Nutshell for Junior AssociatesCordell Parvin
The document discusses what lawyers need to learn and do for long-term success in client development. It notes that clients have more choices and less time while lawyers also have less time. Lawyers must focus on developing legal skills, providing exceptional client service, and developing relationships through activities like bar involvement and public speaking. The document emphasizes developing a detailed client development plan with goals and action steps to focus efforts on high-return activities over the long run.
Talk sharing career paths and experiences on Startups, Academia, & Industry to PhD students considering setting up a Startup.
Some advice to my younger self for building a startup.
Talk to Lowcomote's PhD Student on 2021.11.04.
By: Pedro J. Molina PhD. founder at Metadev S.L.
This document provides guidance on how to start a business. It discusses defining the business idea, creating a business plan, organizing legal and financial elements like registering the business name and obtaining licenses and insurance. It also covers developing a team, funding sources, marketing strategies, sales processes, accounting, goal setting and taking action to get started. The key steps are visualizing the business concept, creating a business plan, organizing the legal and financial structure, and taking the initial actions to launch the venture.
Important Skills Every Entrepreneur Should HaveInshan Meahjohn
Inshan Meahjohn was appointed as the Chairman of the Green Fund Advisory Committee. Entrepreneurship has traditionally been defined as the process of running a new business.
Moving to the C-Suite EgonZehnder November 2016 2Ty Ahmad-Taylor
This document provides an overview of Egon Zehnder, an executive search firm, including details about:
- The firm's global reach with over 230 partners and 420 consultants working in 69 offices across 41 countries
- Their services which include executive search, board consulting, assessment and development, and strategic restructuring
- An analysis of changing needs in C-Suite executives and competencies they look for in candidates
- Frameworks for diagnosing a candidate's motivation and assessing their potential beyond past performance
Portland Ten is an investment-style incubator that helps tech startups grow from $0 to $1 million in revenue within 18 months. It provides a 3-month bootcamp and 18 months of mentoring to help founders launch and grow their companies. The program emphasizes market validation, sales tracking, and connecting founders to advisors and investors. Founders commit 6-8 hours per week and to the goal of reaching $1 million in revenue. Past founders say the program has helped them focus on essentials, develop partnerships, and launch products and sales.
This document provides guidance on developing an effective business plan in 3 steps:
1) Begin with defining your target market and how you will become visible and credible to them.
2) Create goals and a plan to achieve them using your strengths and making yourself accountable. Rank your goals by importance.
3) Develop action steps for the next 90 days and weeks, prioritizing tasks by return on investment and time spent. Plan how you will spend your time each week and repurpose content for continued accountability.
Strategies for Identifying and Assessing Talent for the Staffing Industry by ...Engage
Jay Brunetti has been in the business of finding and placing professionals at staffing agencies for years. In this session, Jay will discuss strategies and an action plan to find exceptional staffing talent despite a tight labor market.
The document outlines 10 of the biggest challenges facing small businesses. These include expecting instant profit, not having the required skills or knowledge and trying to do everything alone. It emphasizes the importance of managing time wisely, focusing on goals and mission, working on rather than in the business, thinking outside the box, providing excellent client service, and having both a business plan and marketing plan. The author is Gabriela Taylor, a business coach who helps entrepreneurs live their purpose and ambitions.
Chameleons, Catfish, and Cybersleuths: The Art of Sourcing and Attracting Mul...Engage
Today’s recruiters are expected to be equal parts hunter and gatherer, asked to both find "unfindable" talent and bring them "home" to an organization that fits. However, for the first time in history, we are dealing with prospective talent from five generations, a situation which could prove incredibly valuable but could also present massive challenges for any growing organization. Each of these five generations has its own individual nuances, attitudes, values, and communication styles, adding another layer of complexity to an organization’s sourcing and talent attraction strategies.
The Portland Ten is an entrepreneur development organization that helps Portland companies reach $1 million in revenue within 18 months. It has graduated 30 alumni from 5 cycles of its bootcamp programs and helped one company, ShopIgniter, raise $3 million in venture capital and exceed $1 million in revenue within a year of graduating. The organization partners with various other groups and received a $35,000 grant from the Portland Development Commission in May 2010. Today's meeting will discuss team management, including constructing a simple organizational chart that outlines basic roles, responsibilities, compensation, and management structure.
The document discusses a startup bootcamp called Portland Ten that aims to help 10 founders generate $1 million in revenue each by October 2010. It outlines problems in Portland's tech startup scene around a lack of fundable startups and available seed funding. The bootcamp will work with founders over 12 weeks to clarify their concepts, guide them through the commercialization process, and provide resources, networking and mentorship to help them reach their revenue goals. Founders will commit 6-8 hours per week and $500 per month to participate.
The document outlines 10 insights for entrepreneurs presented by Anthony C Taylor. The insights include collaborating with others, building a distinctive brand, not comparing yourself to others, being ready for unexpected opportunities, expecting ups and downs in work, measuring outputs, focusing on customer needs over your own, using relationships to create opportunities, being authentic, and offering value to people. The presentation promises to change how attendees think about business to have a more rewarding one.
TEDx PDX Special Considerations for navigating the venture industryportlandten
The document discusses special considerations for women navigating the venture industry. It notes that while the industry is male-dominated, focusing on performance is key to success. Specifically, the venture ecosystem has a clear hierarchy from limited partners to entrepreneurs. Qualifications for investment professionals are also very high. While women may face challenges like scrutiny of appearance and exclusion, they also have advantages like support from other women leaders. Ultimately, becoming a high performer is important for any professional, regardless of gender.
Recruiting For Your Startup: Unconventional Thinking, Smart Ideas and Amazing...futurewardcentral
Join us as FutureWard presents our monthly FutureWard Forum! We aim to foster and build a collaborative community through the sharing of ideas and knowledge. Our speaker for this month's forum will be Dominik Nagiller, and he will be sharing about recruiting for your startup: unconventional thinking, smart ideas and amazing mistakes.
Dominik Nagiller from Queen’s Road Capital divides his time between Hong Kong and SEA looking for driven entrepreneurs who seek to disrupt digital media, vertical commerce and work tech. Queen’s Road Capital (www.queensroadcapital.com) is a HK-based VC firm focused on undertaking early stage investments in tech-enabled businesses across Asia and beyond.
The document discusses developing a personal brand through creating a personal brand vision statement, defining what you stand for and your area of expertise. It emphasizes the importance of consistency across online and in-person platforms to effectively communicate your personal brand. The personal brand statement of Samantha Dennis, president of Red Shoes PR, is provided as an example.
ROI Online is an internet marketing agency focused on customer success through knowledge, insights, and education. The agency aims to help businesses evolve and tell their stories in a changing industry landscape. ROI Online is still defining its culture but strives to make clients happy through insights and by nurturing a collaborative environment where ideas are freely discussed. The agency seeks teachable, motivated employees who are analytical, creative, and ambitious people with a appetite for learning.
This document provides guidance on creating a business plan for a real estate business. It discusses formulating the plan by getting advice from mentors. As an entrepreneur, planning is key to success. The document outlines evaluating why real estate, what a plan will do, and provides worksheets to analyze strengths, weaknesses, opportunities, threats, and set SMART goals. It also covers operational strategies like vision, mission, services, and legal structure. Marketing strategies like identifying target markets and creating a referral network are discussed. The document provides templates and guidance for setting financial and productivity goals to achieve the necessary revenue.
The document discusses client development for lawyers. It emphasizes that lawyers need to focus on long-term client development which requires ongoing training and relationship building over many years. Lawyers are advised to create a detailed plan with specific goals and actions to develop their legal skills, network, and build their reputation in order to attract and retain clients in an increasingly competitive legal market.
The document provides guidance on developing a business plan for a real estate business. It discusses formulating the plan with an advisor, crafting the plan for success, and understanding how the plan will directly affect business success. It also covers evaluating why real estate, what the plan will do, developing goals and objectives, marketing strategies, and financial forecasting. Tips are provided on creating a vision, developing an abundance mentality, and conducting a SWOT (strengths, weaknesses, opportunities, threats) analysis.
The document provides an overview of career opportunities and skills needed for an internal audit career. It discusses the importance of understanding the hiring process, challenges faced by employers like talent shortages, and key skill sets like communication, leadership, and risk management. It also covers topics like networking, resumes, interviews, and various professional certifications that can benefit an internal audit career.
The document provides tips for managing one's career and personal brand through networking and developing an online presence. The key points are:
1) Managing your career involves maintaining your reputation ("brand") and network ("delivery") through relationships built over time.
2) Effective networking involves building connections through both formal and informal interactions, maintaining contacts even after job changes, and creating online profiles.
3) Developing an online personal brand and professional resume allows one to showcase skills and qualifications to potential employers.
Resume Sample For Business AdministrationKeri Sanders
This document provides a comprehensive guide to crafting an effective resume for a career in business administration. It outlines 8 key sections to include: a strong summary, education history, professional experience with quantifiable achievements, skills, achievements and results, leadership experience, customizing the resume for each application, and a clean professional format. Following this guide will help land new opportunities and advance one's career in the competitive field of business administration.
Step by Step details of how I recruited 5,000 loan originators and builders, Realtors to refer over 67,000 closed customers in 8 Years for over $27,000,000 Revenue
About Scoreinc.com
Scoreinc.com, Inc., headquarter in Mayaguez Puerto Rico USA, with offices in Mobile Alabama, is a leading provider of services to the derogatory credit sector of the financial service industry through its Scoreway® Software Solution and credit report accuracy dispute services. The Scoreway® platform provides an end-to-end management solution that helps the companies that we serve manage the credit review and dispute process and to improve controls and profitability. Scoreinc.com services an ever growing list of mortgage company’s, banks, credit unions, Realtors®, builders and credit service organizations through its innovative technology and credit report accuracy service. Contact Score for more information at 877-876-5921 or by visiting the following pages:
www.scoreinc.com
Credit Repair Merchant Services: http://www.scoreinc.com/getting-paid.php
Fair Debt Collection Practices
http://www.scoreinc.com/fdcpa.php
Credit Repair Business Training http://www.scoreinc.com/members.php
Credit Repair Software:
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Credit Repair Solutions:
http://www.scoreinc.com/score-way.php
How to Crack the C-Suite Code in 2010: Secrets for Selling to the TopLandslide Technologies
Leaders at the highest corporate levels don’t always avoid sales pitches—in fact, research shows that executives welcome them- provided the salesperson approaches them in the right way.
What is the correct way to approach a senior-level sales pitch?
Please join presenter Dr. Steve Bistritz, co-author of Selling to the C-Suite and President of SellXL, as he brings to life over 10 years of research revealing what C-Suite leaders in 500 diverse companies and government bodies said about their relationships with professional salespeople. This ground breaking research has been presented to thousands of salespeople at the SellXL workshop and in other venues, and has been used by sales professionals around the world to help close top dollar deals.
Porsche-Like 987 Strategy for SearchFunderPaul Menig
The document discusses various topics related to valuing and growing a business, including the 8 drivers of company value, 9 basic strategic areas, and tools for assessing acquisition targets, business acceleration, and more. The 8 drivers of company value listed are financial performance, growth potential, structure, valuation, recurring revenue, monopoly control, customer satisfaction, and ability to operate without a key employee. The document provides summaries and overviews of different approaches and considerations for building and assessing business value.
This document provides guidance on creating an effective curriculum vitae (CV) to help land a dream job. It recommends including key sections like work history, education, accomplishments quantified using the SOAR model (Situation, Obstacles, Actions, Results), skills identified from accomplishments, and a positioning statement. The CV should be concise, focus on recent relevant experience, use active language, and highlight quantifiable achievements to demonstrate value to employers in under 30 seconds. Formatting tips include using a simple consistent format on no more than two pages with no personal details like photos.
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
The document provides an overview of strategies for talent management and career development. It discusses the importance of recruiting, engaging, and retaining top talent. Specifically, it emphasizes the need to clearly define the employee value proposition, identify core competencies, and establish pathways for professional growth and career advancement. It also provides tips for onboarding new hires, recognizing employee contributions, and creating a flexible and supportive work environment to help organizations attract and maintain top performers.
Customer Relationship Management (CRM) focuses on understanding customers and improving interactions. A good CRM strategy can help businesses succeed by gaining more customer control, managing expectations, increasing trust, and providing better products and services. While CRM software is commonly used, the most important aspects are knowing customers and having a unified view of interactions across an organization.
This document provides an introduction to customer relationship management (CRM). It discusses key CRM concepts like understanding customers, touch points of interaction, and market segmentation. It emphasizes the importance of customer retention and measuring customer satisfaction. It also covers challenges like dealing with unhappy customers and adopting new technologies. The overall message is that CRM involves strategically managing all customer interactions to improve relationships and business outcomes.
Delivering consistent national services at multiple locations requires balancing local needs with brand standards. Customer satisfaction should be the top priority, as retaining customers is critical for business success. Building strategic relationships requires listening to customers, addressing their real needs, and ensuring both internal and external customers have a positive experience.
Objective I am seeking employment with a company where I can us.docxcherishwinsland
Objective: I am seeking employment with a company where I can use my talents and skills to grow and expand the company. Also, I want to succeed in a stimulating and challenging environment, building the success of the company while I experience advancement opportunities.
Education & Qualifications: BSc Administration Management, May 2017
Western Kentucky University
· Fluent Arabic and English
Work History: Admin clerk, Aug 2010 – Jan 2011
Saudi Airlines - Riyadh
Personal Skills Strengths & Profile:
· Quick learner, keen to learn and improve skills
· Self-motivation and ability to take the initiative.
· Problem solving skills
· Ability to work well under pressure
DEVELOPING YOUR
PERSONAL CAREER PLAN
Deliverables:
1. Complete the Personal Career Plan Tools in the Appendix at the end of the document. You should copy and paste the tools into a separate word document. Name the document YourlastnameCareerPlanTools.doc. You will upload this document to the Assignments area in Blackboard.
2. Create a personal resume. Name the document YourlastnameResume.doc. You will upload this document to the Assignments area in Blackboard.
3. Write a 3-5 page reflection paper (12 point font, double spaced) addressing your personal experience in Career Planning. Address each component from the Six-stage Career Development model included in this packet. (See page 2.) What did you learn from this exercise? You may need think about activities you would like to do for Steps 5 and 6 to include in this assignment. This paper is based on your thoughts and supportive documentation is not required.
Objectives of the Personal Career Strategy Assignment
1. Identify characteristics/attributes in support of your personal career brand.
2. Explore personal and University of Louisville institutional assets that will enhance your education and job search process.
3. Package past activity and build clear future goals.
Developing Your Personal Career Strategy
Successful organizations create strategic plans to provide a long-term vision of what they aim to become. They also specify goals and related objectives and then strategic plans that will take them incrementally toward the realization of the vision. This process parallels as a useful paradigm for successful career management. This document can help you develop a personal career management strategy and plan. It gives an overview of the career development process and brief description of each stage and introduces exercises culminating in your own plan.
The 6 Stages of Career Development
The model below depicts the six stages of the career development cycle. In progressing through the stages, you will develop goals and strategies for pursuing a satisfying career. Over time, you will cycle through the process again as you evolve. Career decisions are not one-time events, but steps in a life-long career development process. Research indicates that, on average, people change jobs seven times and careers.
The document provides strategies for lawyers to develop successful client relationships and become partners. It recommends developing niche areas of expertise, becoming visible in the legal community through writing, speaking and service, understanding clients' industries and needs, and building trust and rapport with clients through excellent service over time. The key is developing a plan with goals, becoming accountable, focusing on building relationships, and continuously improving client service.
Talk Given At ICSA National Conference in Atlanta 2010: The challenge of providing world-class levels of customer service through a service business located in multiple states, with diverse employees, in a variety of industries and markets.
The document provides information about career training workshops offered by Orange County One Stop. The training schedule includes sessions on career mapping, resume writing, interview skills, personal branding, and job search strategies. It also discusses concepts like developing a personal brand and using a candidate-centric model to help job seekers.
360 core skills evaluation Maria Carter 2Maria Carter
The document is a report summarizing the results of Maria Carter's assessment of her business coaching skills using Perspectives 360. The report analyzes Maria's scores on core skills and specific skills compared to how others assessed her. For each specific skill, it describes Maria's performance level and provides a development action for improvement. The specific skills assessed include client understanding, client relationship, and client change management. The report aims to help Maria identify her strengths and areas for development to improve her business coaching skills.
B. H. Burke & Co., Inc. presented at MAIA\'s Big Event 2011 in Boston. How to find producers, pay them, and what they should be doing (with new technology).
The document discusses what lawyers need to learn and do for long-term success in client development. It notes that clients have more choices and less time while lawyers also have less time. Lawyers must focus on developing legal skills, providing exceptional client service, and developing relationships through activities like speaking, writing, and networking. The document emphasizes developing a detailed client development plan with goals and action steps to focus efforts on high-return activities over the long run.
This document discusses client development strategies for lawyers. It begins by describing three eras of traditional client development approaches: doing good work, unsolicited contact, and websites/branding. However, client development has changed significantly due to factors like clients having more choices and less time, as well as technological advances. The document recommends adopting a "pull" strategy by identifying clients' problems and opportunities, becoming visible and credible to the target market, and adding value. It emphasizes using both traditional and new tools like social media, blogs, guides, speaking, and online videos to build reputation and relationships. The key is developing a detailed plan with goals and accountability.
The document discusses the importance of changing behaviors when real change is needed. Experts note that 90% of health care costs are due to preventable lifestyle behaviors like smoking, drinking, diet, and exercise. However, people are unlikely to change, even when their lives depend on it. The same resistance to change exists in businesses and with CEOs. Developing an effective plan is important for career success, as it helps prioritize goals and tasks to focus time and energy on high-return activities.
This document provides best practices for successful blogging. It discusses targeting three distinct audiences with blogs: readers/clients, social media, and search engines. Blog posts should have a clear purpose and answer why the reader should care and what their takeaway will be. Posts need essential elements like a magnetic headline, opening with impact, using bullet points and subheads, and telling a story. Frequent, consistent posting on topics found from your work or alerts helps build an audience. Sharing content on multiple platforms within 24 hours of posting boosts reach. Authenticity and a unique voice also help connect with readers.
How Business Clients Select Lawyers and Law FirmsCordell Parvin
This document discusses how business clients select lawyers and law firms. It notes that clients screen lawyers based on reputation and recommendations, and hire lawyers they trust and have rapport with over large law firms. Building trust and rapport involves asking insightful questions, listening, identifying problems, and finding ways to add value for the client rather than using traditional selling techniques.
Developing a Niche Law Practice and Differentiating YourselfCordell Parvin
This document discusses developing a niche practice and differentiation for lawyers. It recommends that lawyers select a niche area of law to focus on in order to narrow their marketing focus. This makes marketing less time-consuming, expensive and challenging compared to trying to appeal to all potential clients. The document provides tips for discovering a niche area, including considering what the lawyer is passionate about and their strengths. It also recommends lawyers understand the niche industry and relevant laws. Differentiating oneself from other lawyers is also discussed, such as through targeted differentiators like technological proficiency or strategic location. Examples of lawyer niches are provided.
Mid-Tennessee ALA Presentation- Developing the Next Generation of Rainmakers ...Cordell Parvin
This document discusses developing the next generation of law firm leaders and rainmakers. It touches on the importance of inclusiveness, managerial skills, aligning stars, and succession planning to build the next generation. Developing star recruits into seasoned stars is a multi-year task. Firms must train, energize, and excite their people to achieve outstanding quality and service.
1. The document discusses tools and strategies for client development, highlighting the importance of planning with goals, accountability, and becoming visible and credible through both traditional and new media.
2. It notes that client development has shifted from traditional "push tactics" to a "pull tactic" approach leveraging social media to expand weak tie networks.
3. Key recommendations include writing valuable content, distributing it widely through blogs and online video, and using new media like webinars and internet radio to build reputation and relationships with potential clients.
This document discusses strategies for lawyers to develop business in 2013 and beyond. It recommends focusing business development efforts on a target market, becoming visible and credible to that market through writing, speaking and social media, and building trust and relationships with potential clients. Lawyers are encouraged to thoughtfully plan their business development activities and focus on providing valuable content for their target clients while developing expertise in their industry.
Final closing the sale asking for businessCordell Parvin
This document discusses how to gain legal clients through building trust, rapport, and relationships. It emphasizes that traditional "selling" skills do not apply, as clients now expect more engagement and want to pay less. Lawyers should identify problems, add value, ask questions to understand the client, and collaborate rather than dictate solutions. Building long-term relationships over time through friendliness, empathy, and realness is key. Gaining trust involves asking the right questions and listening intently to understand the client's unique situation and needs. The focus should be on helping clients rather than always trying to aggressively close the sale.
Dallas Young Lawyers Association Client Development in a Nutshell Cordell Parvin
This document discusses strategies for client development, including developing relationships and securing new clients. It addresses common myths around client development, such as needing to be a good networker. The document provides tips for setting goals and creating a development plan, focusing on priorities. It also emphasizes becoming visible and credible through writing, speaking and using social media. Building rapport and trust with clients and contacts is key through active listening and empathy. The overall message is that an organized, strategic approach to client development focused on relationships, credibility and service can help lawyers expand their client base.
The document describes two hotel experiences that highlight the importance of exceptional client service. At one hotel, the front desk clerk refused to print the author's boarding pass, while at the Ritz Carlton hotel, staff went out of their way to remember the author from previous stays and address his needs. The author also shares what clients told him they value from legal services, such as sharing expertise without charging and being willing to help without opening a new file. The author argues that unexpected extra service can help law firms stand out from competitors and gain loyal clients, like the Ritz Carlton provides through small gestures. The document questions whether law firms are truly following through on client service commitments or prioritizing ways to improve the client experience
Law blogs influence in-house counsel decisions about which law firms to hire. A survey found that 76% of in-house counsel attribute some importance to a law firm's blog when deciding which firms to retain. In-house counsel also perceive law firm blogs as credible and prefer them over blogs written by journalists. Blogging allows lawyers to demonstrate their expertise in a particular industry or area of law to potential clients. However, blogging may not be right for every lawyer, as some firms do not approve of it or lawyers may not have a focused practice area to blog about.
This document discusses how lawyers can use blogging and social media for client development. It describes traditional law firm marketing methods like brochures and websites. However, client needs and technology have changed, reducing the effectiveness of these "push tactics".
Social media allows "pull tactics" by distributing valuable content to expand weak tie relationships. When used properly, social media benefits clients by helping them research lawyers, learn about specialties, and make informed hiring decisions. It also benefits lawyers by building rapport, showing expertise, and leveling the playing field for younger lawyers.
The document provides tips for effective social media use, including distributing valuable, well-written content to expand weak ties. Lawyers are advised to focus on building relationships
The document discusses key aspects of client development for lawyers. It debunks common myths, such as only certain personality types can develop clients or that just doing good work is enough. The document emphasizes the importance of planning, setting goals, and accountability. It also stresses developing visibility and credibility through writing, speaking, and focusing relationships. Building rapport and trust with clients through understanding their communication styles and needs is also highlighted. The overall message is that continuous effort in multiple areas is needed to successfully develop clients over time.
9. How you spend non-case time will determine the quality of your career and relationship with your clients How you spend your free time determines the quality of your life Planning
16. “ Any system or blueprint for success is better than none at all. Think on Paper .” Have you written down your goals? If not, when? Brian Tracy Goals
17. Business Goals Bill ___ hours Originate $____ Obtain ____ new clients Expand existing business with ____ Speak at _____ industry meetings Write ___ articles and get them published Post ____ blog posts Meet with ___ contacts Add ____ to my web page bio
18. Focus on (Lawyer Skill) Attend CLE on (Lawyer Skill) Read (Lawyer Skill) Learn About (Client Industry) Learn About (People Skill) Development Goals
61. Compliance Programs Goal: self-policing and changing the corporate culture to include a commitment to ethics and compliance with civil and criminal laws. Double-edged sword: if a crime is committed in the face of a compliance program, it may suggest that the company is not truly committed to changing its corporate culture.
62. Compliance Programs, continued The compliance program must be designed to catch the most likely misconduct given the corporation's primary business. Whether the program is adequately designed for maximum effectiveness in preventing and detecting wrongdoing by employees; Whether corporate management is enforcing the program or is it tacitly encouraging or pressuring employees to engage in misconduct to achieve the business objectives; and Investigators will interview rank‑and‑file employees to determine the effectiveness of and commitment to the ethics/compliance program. Is there an audit function so that the corporation can determine its effectiveness?
63. Compliance Programs, continued USSG Requirements for Compliance Programs: Standards and procedures to prevent and detect crime High level employee assigned responsibility for effectiveness of program plus someone to conduct day-to-day operations Take reasonable steps to avoid promoting or hiring criminal element Training at all levels in organization Establish auditing or monitoring systems Mechanisms to enforce standards Take reasonable steps to respond to criminal conduct Test system to detect problems
68. Contact Focus A system to Focus on Your Contacts for Best Results Prioritize contacts Upgrade nature of contacts Learn personal information and professional needs
73. Clients Hire Lawyers They Trust and With Whom They Connect Relationship / Getting Hired
74. Building rapport essential to building trust and long term relationships Our responsibility to understand our client’s personality and communicate effectively Building Rapport
75. Personality type How they speak and receive information Empathy Three Aspects Building Rapport
76. Control Emote Ask Tell Building Rapport Analytical Under stress Avoid Driving Under stress Autocratic Amiable Under stress Acquiesce Expressive Under stress Attack
77.
78. Visual Learners – Showing Aural Learners – Telling Kinesthetic Learners - Experiencing Building Rapport - Communication
84. Survey’s of General Counsel 75% of Fortune 1000 clients not satisfied - reasons Poor Client Service Cost Inefficiencies What Clients Want
85. Recent studies/surveys of corporate counsel Legal expertise is assumed Focus on: ★ Industry, Company and Client Representative ★ Responsiveness ★ Innovation What Clients Want
86. Plan with Goals Accountability Become Visible and Credible Build Relationships Improve Client Service Repeat Above What Now?
87. Cordell M. Parvin http://www.cordellparvin.com What You Need to Learn and Practice for Long Term Success Client Development in a Nutshell
Editor's Notes
To Use your limited time most effectively you must have a plan It will help you to Prioritize Focus Execute There is great evidence supporting the conclusion that people with written goals and a plan to achieve them are far more likely to be successful
How I prepare My Business Plan – Top Down // Bottom Up
This morning we focused on being a professional and ethical practitioner. How can you demonstrate your professionalism? What VEHICLES CAN YOU USE to a) show your professionalism b) demonstrate your command of the industry challenges, and c) increase your visibility so your clients have realistic expectations of how you can meet their needs. Website Biography Writing Speaking
Over the next two minutes list 10 things you want to achieve in the next year. Leave some space in between each item. They should be specific and measurable so you will know if you achieved them. They might be:
Next I want you to rank your goals in order of importance.
What do you need to overcome to achieve your goals? Obstacles are generally of our own making not your firm’s or other outsider.
Make a list of who can help you both in and out of your firm For example, for my in-house workshops my assistant can prepare the PowerPoint. Construction association executives or in-house contractor representatives I know are the people who can get me those opportunities
Write down as many actions as you can think of to achieve your goal
Now, that you have your list, I want you to write down for each goal something you can do in the next week to get started. We need for the train to get out of the station. Let’s stop there for a minute. My experience has shown me that if you write down your goals and develop a plan of activities to achieve them, you will be one of about 3% of the lawyers and you will be far more likely to achieve them. So, you have made the first step to achieving your own definition of success. I have always had lifetime goals. Recently, I put my lifetime goals in four categories: Physical/EconomicMental/LearningEmotional/RelationshipsSpiritual/ValuesI share my lifetime goals with lawyers I am coaching and I am sharing them with you. Many of the lawyers I am coaching have developed their own lifetime goals and shared theirs with others.
Now, law firms look alike and so do lawyers. You have to stand out from the crowd and be remarkable or extraordinary in some way
You are at the most exciting time of your careerMore than any other time, what you do now will have the greatest impact
Our success in client development can be a result of people with a rare set of gifts that help create tipping points. Three type of people
Connectors know lots of people. Connectors are important not just because of the number of people they know, but also the kinds of people they know. They know people in different worlds. Connectors are masters of “weak ties,” meaning many relationships that are not deep ones. Connectors are important to use because they spread the word to a wide group of people with whom they have weak ties.
Challenge is to get clients to volunteer to hear you and ultimately hire you. Clients and potential clients are going to give permission to fewer and fewer law firm and and fewer and fewer lawyers.
A “maven,” is someone who accumulates knowledge. They do the research most of us don’t want to do and they find joy in passing along what they learn. If you have written an article about an important topic, a maven is the type most likely to find it.
Salesmen, it turns out, deliver far more than just the message. They persuade others of the message's truth using subtle, hidden and unspoken communication techniques that are demonstrably more effective. A large component of this is referred to as emotional contagion.
What Topic? What to write Where to get it published? How can it be reused?
Ask, “What is my point?” and “Who asked me to speak?” If an organization asked you to speak, focus on marketing. Are they lawyers or non-lawyers? This will effect the language you use. If they are non-lawyers, speak on something topical, relevant, or something from the news. Ask, “What is important to the audience?” and “What do they face daily?” Go to the director of the group and ask what they would like to hear. Find out what your clients perceive as a problem and try to address it—prove that the problem exists. Some presentations are to build your profile and show you are the expert. Be the first to market when addressing large “industry” groups. Call clients and ask for ideas or concerns and use the opportunity to address their concerns right then.
In the context of our legal marketing, the message must address problems, opportunities, internal changes or external changes our clients and potential clients are encountering. Otherwise, they simply won’t care.
What Topic? What to write Where to get it published? How can it be reused?
What is your objective – ask: Why am I doing this presentation? What do I want the audience to do? Understand your audience Understand their business Understand their issues
People tend to put every single word they are going to say on their PowerPoint slides. Although this alleviates the need to memorize your talk, ultimately this makes your slides crowded, wordy and boring. You will lose your audience’s attention before you even reach the bottom of your slide. They are reading ahead of you since they can read faster than you can speak. In this example, it is continued and continued.
Give the audience a call to action. Ask them what they are going to do with this information.HumorSummary
Make a list of all your contacts, high school, college, law school, family friends etc. Figure out which are likely to be successful in life and find a way to stay in touch with them. A system to focus on your contacts for best results. 1) Prioritize contacts; 2) Upgrade nature of contact and 3) learn personal and professional needs
Many clients still hire lawyers over law firms. They look first to reputation to narrow selection (objective). They ultimately decide based on comfort (subjective). Recent studies/surveys of corporate counsel: 1) Legal expertise is assumed; 2) Law firms need to focus on (a) Responsiveness and (b) Innovation. Survey’s of General Counsel - 75% of Fortune 1000 clients not satisfied Do not recommend their primary law firm to others. Would change if they thought another firm would do better. Dissatisfaction with client service cited more than twice any other reasons75% of Fortune 1000 clients not satisfied – reasons 1. Client Service = Responsiveness, proactive business advice, knowledge and understanding of industry, their business and them 2. Technology and other cost efficiencies
Law Firm Clients Are sophisticated Want to feel special, listened to Want customized solutions to their legal needs Lawyers perceived to make extraordinary effort to get work, but less effort to satisfy their clients’ needs Lawyers are generally disliked Clients are only satisfied because they have no other options
Attorneys are in the business of first impressions All attorneys will live or die (professionally) by their ability to connect with people and quickly earn trust. It is ESSENTIAL to build rapport. Build trust & long-term relationships. Building Rapport requires effective COMMUNICATION understand client’s personality Understand client’s needs Use ‘relatable’ language and style so client can ‘hear’ what you say. (Communication is what they HEAR not what you SAY)
Two Aspects Personality type How they speak and receive information
Communication is not really what you SAY. It’s what your client HEARS. Effective communication : -requires deliberate attention to the client’s perspective and learning style. -RESULTS in client confidence and realistic expectations (Ethics) Effective communicators -vary their speaking style to accommodate the client’s learning styles. It is satisfying to know you’ve been heard. When you speak your client’s language, they achieve client satisfaction -- and that contributes to industry esteem (ethics).
Trust is built deliberately -- through consistent demonstration of excellent communication, client service, . . .
ETHICS IN THE LEGAL PROFESSION It is incumbent on lawyers to deliberately and effectively create a positive / solid / complementary impression of the profession. Personally, you must develop credibility, demonstrate reliability, and cultivate intimacy while responsibly managing your environment. Case Study - How do you enhance your credibility? - How do you enhance your reliability? - How do you build a personal relationship with your client or business referral source? - How do you demonstrate that your focus is on your client not on how you benefit from your client? . . . . “ask not what my client can do for me . . . Ask what I can do for my client.”
Law Firm Clients Are sophisticated Want to feel special, listened to Want customized solutions to their legal needs Lawyers perceived to make extraordinary effort to get work, but less effort to satisfy their clients’ needs Lawyers are generally disliked Clients are only satisfied because they have no other options
1. Client Service = Responsiveness, proactive business advice, knowledge and understanding of industry, their business and them 2. Technology and other cost efficiencies