Podcasts about your firm

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Play Episode Listen Later Jan 2, 2024 15:48

Legal Mastermind Podcast's 2023 End of Year Recap Part II features Hamid Kohan, Chris Nelson, Dr. Wendy Ketner and Seth Meyer, and Jonathan Genish.More About Our Guests:Hamid KohanFeatured Episode: 225Bio: CEO and President of Legal SoftEpisode: legalmastermindpodcast.com/ep-224-hamid-kohan-the-scalability-of-ai-in-your-law-firm/Discussed:Adjusting to the Potential Capability of AIGenerational Reliance on Social MediaChris NelsonFeatured Episode: 233Bio: Senior Manager of Vertical Marketing at CallRailEpisode: legalmastermindpodcast.com/ep-233-chris-nelson-market-with-confidence-with-callrail/Discussed:CallRail's Vertical Marketing PlanHow CallRail Will Incorporate AI Capabilities in the FutureDr. Wendy Ketner and Seth MeyerFeatured Episode: 237Dr. Ketner Bio: Senior Vice President of Medical Affairs at Expert InstituteMeyer Bio: Managing Partner of Meyer Law Firm PLCEpisode: legalmastermindpodcast.com/ep-237-dr-wendy-ketner-seth-meyer-expert-witness-discovery-services-for-lawyers/Discussed:What is Expert Institute?The Science Behind Pertinent Mass TortsJonathan GenishFeatured Episode: 239Bio: Founder and Lead Trial Counsel at Blackstone LawEpisode: legalmastermindpodcast.com/ep-239-jonathan-genish-the-superstar-effect/Discussed:Defining SuccessHiring Superstars for Your Firm

031: How Financial Advisors Can Build a Brand That's Authentic to You with Kristin Shea

Do Business. Do Life. â€” The Financial Advisor Podcast â€” DBDL

Play Episode Listen Later Sep 27, 2023 81:23

We've got a special one lined up for you today! I'm talking to Triad's Chief Product Officer, Kristin Shea, who has been helping build and shape our company since day one. If you're in financial services, you've likely already come across Kristin on LinkedIn, a platform she leaned into and leveraged early on to connect and build relationships directly with advisors. In fact, this is where I discovered her AND why I pushed so hard to recruit her! Over the years, Kristin has amassed a significant following through her authenticity and ability to create advisor-focused content that adds value and serves our community at the highest level. Her continued success is rooted in helping advisors do one thing: build a practice that blesses your life instead of becoming it.She's also the author of The Truth About Digital Marketing for Financial Advisors: How to Create a Magnetic, Authentic Brand that Unlocks Unparalleled Growth for Your Firm – go grab a copy here! 3 of the biggest insights from Kristin Shea … How to create a company vision that attracts top talent and gives people permission to be themselves. What building a brand truly means – and how to create one your entire team believes in. The 3 core tenets to creating content in the “attention economy” – and how to overcome imposter syndrome and leverage social media to foster deeper connections and generate new business. JOIN THE DBDL INSIDER CREWTo become a DBDL Insider and get VIP access to free resources and exclusive content, text "DBDL" to 785-800-3235. *Message and data rates may apply. Reply STOP at any time to opt-out of receiving text messages.SHOW NOTEShttps://bradleyjohnson.com/31FOLLOW BRAD JOHNSON ON SOCIALTwitterInstagramLinkedInFOLLOW DBDL ON SOCIAL:YouTube - Full InterviewsYouTube - Clips from the ShowTwitterInstagramLinkedInFacebookDISCLOSURE These conversations are intended to provide financial advisors with ideas, strategies, concepts and tools that could be incorporated into the advisory practice, advisors are responsible for ensuring implementation of anything discussed is in accordance with any and all regulatory and compliance responsibilities and obligations.

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Tim Flannery on the mistakes you are making with LP relations, improving your fundraising, how PE&VC firms are using AI, raising a series A

The Private Equity Podcast

Play Episode Listen Later Sep 25, 2023 29:29

Introducing Tim FlanneryTim Flannery is the Co-founder & CEO of Passthrough, a company focused on automating the subscription process for private funds. They make it easy to distribute subscription agreements to investors and have them executed electronically. The result is less time spent going back and forth, better compliance, and structured investor data.What You Will Learn:Investing in Your Firm's Brand For Long-Term SuccessAI Use in Private EquityHow to Communicate Effectively with Your InvestorsBreakdown:[00:00] Introduction[01:46] The Mistakes PE Firms Make with Their Portfolio Companies[05:48] Fund Strategies and Proactive Communication[06:45] The Benefits of Investing in Your Firm's Brand[08:40] What Investors Really Want[12:54] Straightforward Ways to Improve Brand Strategy[15:18] Understanding the Fundraising Market[17:07] Advice on Raising Funds[21:22] Lessons From Succesful Fundraising[22:56] What Tim Likes and Dislikes About Private Equity[25:30] How Firms Are Using AI to Raise Capital[25:30] What Tim Watches, Reads, and Listens To [25:53] Parting ThoughtsWhy You Need to Invest In Your Firm's BrandThere is nothing quite as important as your brand when it comes to Private Equity investing. We live in a time when people will talk about you. Their investment decisions will be influenced by what they read about you on the internet and what other investors say about you. According to Tim, investing in your firm's brand is the key to achieving long-term PE success. A strong brand establishes credibility, fosters customer loyalty, and differentiates you from competitors. It's the first impression you make and the lasting memory you leave. In today's crowded market, a distinct brand is a powerful asset for driving profitable growth. By investing in your brand, you're investing in the foundation of your business's identity and ensuring a solid place in the market.How to Contact Tim FlanneryTim on LinkedInPassthrough.comTim's Email: Tim@Passthrough.comThank you for tuning in!To get the newest Private Equity episodes, you can subscribe on iTunes or Spotify here.Lastly, if you have any feedback on the podcast or want to reach out to Alex with any questions, send an email to alex.rawlings@raw-selection.com.

Ep. 126: How to Build a Successful Cannabis/CBD Accounting, Tax, and CFO Firm

The Cannabis Accounting Podcast by DOPE CFO

Play Episode Listen Later Aug 28, 2023 53:57

If you are frustrated in your current career position, are sick of working long hours for little pay, or have been considering launching your own remote accounting firm and are wondering what niche to serve, now is the time to dive in! Cannabis has been predicted to produce over $30 Billion in revenue in 2023, and is the fastest growing industry in the US. DOPE CFO has all of the training and tools you need to successfully start your own remote Cannabis accounting/CFO firm and help you land high-paying clients that will appreciate the work you do and the value you offer. In this podcast episode, DOPE CFO Founder Andrew Hunzicker, CPA covers: ◾ The Industry, the Verticals, & the Complexity ◾ The Formula for Becoming a “VIP” (Valuable Expert, Instructor, Participant) in the Fastest-Growing Niche in the US ◾ Why Bookkeeping and/or “Fractional CFO” Solutions Don't Work ◾ How to Build a Fully-Remote 1-Person $6–$7 figure firm with less than 5 clients ◾ Developing a Marketing System to Close 6-Figure Clients: our proven 4-part system shows you how to find and close great clients (even if you can't stand marketing or advertising yourself) ◾ 5 Keys to Building the Foundation of Your Firm: including tools and workpapers you need, marketing tools, skills and education, community of experts, what a typical “day in the life of CFO” looks like, and every single thing you need to build your successful firm --- Send in a voice message: https://podcasters.spotify.com/pod/show/dopecfo/message

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Community Table: Making Changes And Getting Paid

The Un-Billable Hour

Play Episode Listen Later Aug 8, 2023 28:09

In this episode's discussions around the Community Table: Our first question turned into a collaborative discussion around the Community Table with input from several other lawyers. How does a longtime attorney with her own firm finally shake things up, turn operations over to someone else, and focus on strategy and the practice of law? It's hard to let go of control, even with a consultant pitching in. How do you market when money is tight, cash flow is low, and you need more dollars in the door? Start by knowing your practice. What's the underlying issue, what kind of ship are you leading? From there you can spot opportunities and focus on revenue and marketing. Thinking of making a pivot or expanding from your current area of practice to boost revenue? Consider what you enjoy doing and think about what areas of the law generate consistent, timely cash flow. Mentioned in this Episode: Gino Wickman, “Traction” Michael Morse, “Fireproof” Previously on the Un-Billable Hour, guest Michael Morse, “Your Firm? You Can't Do It All (And You Shouldn't Try)” ABA Techshow SMB Team The Rainmaker Institute WealthCounsel estate planning software L. David Marquet, “Turn This Ship Around: A True Story of Turning Followers Into Leaders” L. David Marquet, video, guest “Texas Business Radio” Join the next Community Table live. What's on your mind?

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Community Table: Making Changes And Getting Paid

Legal Talk Network - Law News and Legal Topics

Play Episode Listen Later Aug 8, 2023 28:09

community thinking table getting paid making changes david marquet michael morse your firm

EP 220 - 2023 In Review So Far - Part 2

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Play Episode Listen Later Jul 11, 2023 20:02

2023 In Review So Far Part 2 features Dorna Moini, David Neagle, Guido Tebano, and Shreya Ley. More About Our Guests:Dorna Moini is the CEO and founder of Gavel, a no-code platform for building document automation and client-facing legal products.Featured Episode: 202Episode Link: https://legalmastermindpodcast.com/ep-202-dorna-moini-simplifying-document-automation-with-gavel/Discussed: The Story Behind GavelHow Gavel WorksDavid Neagle is the founder of the multimillion-dollar global consulting company Life Is Now, Inc and host of the Business Daily News ranked podcast – The Successful Mind.Featured Episode: 208Episode Link: https://legalmastermindpodcast.com/ep-208-david-neagle-the-value-of-leadership/Discussed: How to Properly Scale Your FirmAssessing Your Firm's VisionGuido Tebano is the Head of Sales, Non-Legal Accounts for Market My Market and the Vice President of Sales and Marketing for MMMX.Featured Episode: 211Episode Link: https://legalmastermindpodcast.com/ep-211-guido-tebano-best-practices-for-your-firm-outside-of-marketing/Discussed: How to Best Approach Business DevelopmentShreya Ley is the President of LayRoots, an asset protection firm that treats clients like people, not case files.Featured Episode: 212Episode Link: https://legalmastermindpodcast.com/ep-212-shreya-ley-the-value-of-asset-protection-for-your-firm/Discussed: Establishing a Specific Niche-Practice for Your Firm

EP 217 - David Crum - Strategically Managing Your Law Firm in 2023

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Play Episode Listen Later Jun 19, 2023 31:45

David Crum works in a dual role as CEO of US Legal Groups and Cardinal Concepts. US Legal Groups is the parent company of three divorce and family law firms in New Mexico (New Mexico Legal Group), Colorado (Colorado Legal Group), and Nebraska (Nebraska Legal Group). Cardinal Concepts is a marketing agency designed exclusively to provide the highest marketing and consulting services to divorce and family law firms across the United States. David's team consists of over 80 highly talented, motivated, fun-to-work-with legal professionals.Connect with David on LinkedIn: https://www.linkedin.com/in/davidgcrum/Visit US Legal Groups' Website: https://us-legalgroups.com/Visit Cardinal Concepts' Website: https://cardinalconcepts.com/Check out David's Book: https://www.amazon.com/Confessions-Divorce-Assassin-really-lawyer/dp/0996810706On This Episode, We Discuss…Making the Most of Your Firm's BudgetDetermining Growth Expectations for Your FirmHow to Market Effectively on Social MediaAvoiding Threats to Your Firm

Ten Questions I Want to Ask You

2Bobs - with David C. Baker and Blair Enns

Play Episode Listen Later Jun 7, 2023 32:04

This is your intervention and David has some tough questions about the important decisions you should be making to manage and grow your creative firm. LINKS "The Four Types of Employees at Your Firm"

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EP 210 - Chase Williams & Ryan Klein - Six AI Programs to Watch in the Legal Sphere

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Play Episode Listen Later May 1, 2023 18:00

Legal Mastermind Podcast hosts Chase Williams and Ryan Klein dissect six AI (Artificial Intelligence) platforms outside of ChatGPT and Midjourney that could impact your firm and the legal industry. Visit Market My Market's Website: https://www.marketmymarket.com/On This Episode, We Discuss...AI Tools Outside of ChatGPT & MidjourneyThe Level of Comfortability in AIFuture Legal Complications from AISaving Money for Your Firm with AICheck Out Our Recommended AI Tools: https://secta.ai/https://www.rewind.ai/https://beta.tome.app/https://www.typedesk.com/https://www.futuretools.io/https://www.merchynt.com/profileprohttps://spoke.app/

EP 209 - Joseph Tunstall - Shifting Your Firm's Mindset with EOS

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Play Episode Listen Later Apr 24, 2023 28:07

Joseph Tunstall is Partner at O'Malley Tunstall PLLC. He has tried over 100 cases throughout the Superior Courts of North Carolina on behalf of seriously injured folks. Tunstall speaks on a regular basis to other attorneys, in North Carolina and nationwide, about how to use modern technology and updated trial techniques to win your cases. His extensive trial experience includes personal injury, vehicle accident, and slip, trip and fall cases in front of North Carolina juries. Connect with Joseph on LinkedIn: https://www.linkedin.com/in/joseph-tunstall-5a404b38Visit O'Malley Tunstall's Website: https://www.omalleytunstall.com/On This Episode, We Discuss…Being A Good LawyerImplementing EOS into Your Firm's Business ModelBalancing Structure in Your Day-to-Day Mindset

EP 204 - Sameer Somal - Prioritizing Your Firm's Online Reputation Management

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Play Episode Listen Later Mar 20, 2023 28:40

Sameer Somal is the CEO of Blue Ocean Global Technology and co-founder of Girl Power Talk. He is a frequent speaker at conferences on digital transformation, online reputation management, diversity & inclusion, relationship capital, and ethics. Fundamental to his work at Blue Ocean Global Technology, Sameer leads collaboration with an exclusive group of PR, Law, and Management Consulting agency partners. He helps clients build and transform their digital presence. Sameer is a published writer and an Intellectual Property, Trademark, and Internet Defamation subject matter expert witness. In collaboration with the Philadelphia Bar Foundation, he authors continuing legal education (CLE) programs and is a member of the Legal Marketing Association (LMA) Education Advisory Council. Sameer serves on the national board of Future Business Leaders of America (FBLA). He is an active member of the Society of International Business Fellows (SIBF) and a CFA Institute 2022 Inspirational Leader Award recipient.Blue Ocean Global Technology is a team of global professionals committed to learning, excellence, and helping our clients achieve optimal results. They also provide the best comprehensive reputation management services, which often includes search engine optimization (SEO), social media marketing (SMM), and web development. Blue Ocean Global Technology specializes in mitigating the impact of defamatory content and repairing the negative reputation for businesses as well as solving a wide range of Online Reputation Management challenges.Connect with Sameer on LinkedIn: https://www.linkedin.com/in/sameersomal/Visit Blue Ocean Global Technology's Website: https://www.blueoceanglobaltech.comOn This Episode, We Discuss…Building a Positive Digital PresenceContent Choice OverloadProcess-Driven Tactics to Add to Your Firm's MarketingThe Challenges of Getting Results for Online Reputation Management

Episode 62 // How to Write a Book for Your Firm

AZ Brandcast

Play Episode Listen Later Mar 3, 2023 54:39

The post Episode 62 // How to Write a Book for Your Firm appeared first on The Remarkabrand Podcast.

Episode 109: How Executive Coaching Can Breathe New Life into Your Legal Career with Andrew Elowitt, Managing Director & Founder of New Actions LLC

Play Episode Listen Later Dec 7, 2022 53:35

What you'll learn in this episode: Why a growth mindset is the key to making effective change Andrew's tips for beating resistance and making changes stick Why lawyers need to adapt their professional approach to become effective coaches and mentors How to choose the right executive coach What lawyers of all levels can expect to gain from coaching About Andrew Elowitt: Andrew Elowitt JD MBA PCC worked for over twenty years both in law firms and as the head of a corporate legal department before becoming a practice management consultant and professional certified coach. He is the Managing Director of New Actions LLC, a firm that specializes in talent, strategy and leadership development for law firms, businesses, and government agencies. His work focuses on the people side of legal practice: how lawyers manage, lead, thrive, change, and find satisfaction. He is regarded as an expert on the use of coaching and emotional, social and conversational intelligences in leading and managing legal organizations of all sizes. Andrew is a Fellow in the College of Law Practice Management, an International Coach Federation Professional Certified Coach, Vice Chair of the ABA Law Practice Division Publications Board, and founding member of its Lawyer Leadership and Management Board. He is the author of numerous articles and is regularly invited to conduct workshops and retreats for his clients and to present programs to bar associations. Additional Resources: New Actions: www.newactions.com Elowitt's LinkedIn: www.linkedin.com/in/andrewelowitt Transcript: Coaching is a powerful tool that can help lawyers in all stages of their careers become more effective leaders, mentors, and professionals. The legal industry has embraced coaching over the last 10 years, thanks in no small part to the work of Andrew Elowitt, founder of coaching firm New Actions and author of books “The Lawyer's Guide to Professional Coaching: Leadership, Mentoring, and Effectiveness” and “Lawyers as Managers: How to Be a Champion for Your Firm and Employees.” He joined the Law Firm Marketing Catalyst Podcast to talk about how lawyers can face and overcome their resistance to change; why a growth mindset is necessary for lasting transformation; and how lawyers should choose the right coach. Read the episode transcript here. Sharon: Welcome to the Law Firm Marketing Catalyst Podcast. Today, my guest is Andrew Elowitt. Andrew is the managing director and founder of New Actions LLC. His firm provides high-level coaching, practice management consulting and retreat facilitation services to law firms and other professional service firms. He is a former lawyer and corporate executive. He's also an in-demand speaker. He is a very accomplished author who has been on the podcast before with one of this coauthors, Marcia Wasserman. We'll hear all about his journey today. Andrew, welcome to the program. Andrew: It's great to be back, Sharon. Sharon: It's great to have you. Thank you so much. Tell us about your journey. How did you get to where you are now? Andrew: I had been practicing law for 15 years, first in firms and then I went in-house. It wasn't something that hit me suddenly at 15 years. I realized I was a good lawyer and I was well-compensated, but my passion for the law, for legal practice, was ebbing. I wanted to do something more. I wasn't sure what it would be, but I definitely wanted to have a second act. So, I got to that point 15 years in, like I said, and it was a matter of some awfully good luck. My best friend's weekend hiking buddy was a senior organizational development consultant who was putting on learning opportunities for an eclectic mix of people. I had known him socially, and I was introduced to him. I talked about what he was doing with the learning groups. He had a clinical psychologist, a college professor, an educational consultant, and a woman who did film editing and writing, so a lawyer in the mix made it all the more eclectic. Once I started that learning group, I was fascinated. It was like all the lights going on on the Christmas tree in Rockefeller Center. I went, “This is so interesting. I want to do this.” Then I started to train, and I probably read more in those first two or three years that I was training with my mentor than I had practicing law in the prior 10 years. Then I made the transition into doing organizational development consulting. We were working with a lot of tech companies in Silicon Valley. Over time, slowly, I started to pick up more professional services firm clients, lawyers, accountants. A lot of my friends from the legal world were now in managerial positions. We'd get together and they'd say, “Andrew, we're having this problem,” and I'd give them advice. After about six months, they said, “You know what? We'll pay to have you go into the firms and help us with these things.” I went, “Oh my gosh, there's a niche here.” So, I started working with lawyers then. At that time, which was the early 2000s, coaching in the legal world was not well understood. People thought I was a life coach. They had all kinds of misgivings, and I had to overcome that initially in making the transition. At this point, coaching is very well known and respected and utilized, not fully utilized, but utilized in the legal profession. Sharon: Do you think that's more in California? When I talk to people in other areas of the country, they don't really know what coaching is. They're going, “Coaching, what's that?” Andrew: Yeah, occasionally I get that. I don't think there's a big geographic difference anymore. Maybe on the coasts there's more understanding of coaching. The legal community has followed the business community. The business community was a much earlier adapter and user of coaching. You certainly saw that in the tech companies. One of the reasons why was because you had a lot of younger, relatively inexperienced managers coming in, and they needed help. Brilliant people, great subject matter experts, but they didn't know how to manage, especially managing people. That's one of the reasons why there was a lot of traction for coaching in tech centers, both on the west coast and the east coast. Law has followed that, and I think it's a matter of what the business models are for businesses versus professional services firms. As you know, partners or senior attorneys have their producer/manager dilemma. They're the ones that are on the factory floor grinding out the equipment or the product. At the same time, they need to manage, but do they have the time? There's a built-in tension there. Do I step away from billable hours to do the work? Do I step away from client development to do the managerial piece? It's a built-in dilemma. You don't see that on the business side. On the business side, with the executives I work with, which is anywhere from 40% to 60% of my practice, they are managers. Their job is to manage the people that report to them and to collaborate with the people in their organizations. It's different than in law firms. Sharon: Law firms are their own animal. One of the ways is exactly what you're talking about. You have tension. What do you tell people who come and say, “I love the business side and I like client development, but I don't like the law. I don't like to write briefs. I don't like to read them. What can I do?” Andrew: First of all, that resonates with me because that was my feeling about the law. I know I was a good technician, but I much rather would have been negotiating. I think that's one of the reasons why I was happy going in-house. I got to be the client, and I was more involved in the business affairs of my organization. For those people, I think it's great that they have wider interests. The people who like client development, they're the future rainmakers in a firm. The people who like doing the managerial piece are really important. Now, there's a problem because they may be very good at it, but firms are still slow in rewarding and incentivizing people to take on those managerial roles. One thing we've seen in big law, the largest law firms in North America and around the world, is the emergence of professional managers. People that may or may not be lawyers are now doing the administration and the leading of firms. There can be challenges to that. In a lot of jurisdictions, you can't have nonlawyers, people that are not certified as lawyers, being equity holders in a law firm. That makes the compensation and incentivizing issue a lot more complicated, but I think we'll see more of a continuation in that direction. It's great to have people in firms that are interested, passionate, experienced and competent in management. It makes a big difference in the bottom line. Sharon: I had forgotten how it's become so professionalized on the business side in many ways. I can't remember; it'll come to me later. I was trying to remember when I was at Arthur Andersen. There was such a big dichotomy between fee earners, non-revenue generators and revenue generators. I always felt like, “What are you talking about? We bring in this much.” Anyway, you said you were doing training in organizational development or coaching. Andrew: It started out with organizational development. That was the focus of our learning group. It was great for me. I was with people more senior than I in terms of work experience, not necessarily in terms of age. We started with a couple of learning groups in Los Angeles. Then my mentor, Don Rossmoore, got invited to Xerox's Palo Alto Research Center, PARC, to lead learning groups there, so we had other professionals and executive coaches that were in-house for Xerox. We had people from Apple, Hewlett-Packard, Sun. It was the whole list of tech companies. This is back in the 1990s. It fast-tracked me to have all those people available to learn from. Our last learning groups morphed into a consulting group that was a bit informal. Very different from law firms, where everything is very structured. This was, “Do you have the availability? O.K., we'll work together on this engagement.” I learned a tremendous amount there. We were usually dealing with larger issues throughout an organization. What I found in doing that was I loved the strategic part, the systems part of that, but it really comes down to implementation. When it comes down to implementing the changes we're recommending, that goes back to the individual. Often the individual executives and managers were having difficulty implementing the changes they knew they needed to make, including changes in the organization, changes in the team they were leading, or changes in themselves. It's the individual. That's where I really began the transition into coaching. I didn't think I was very good at it initially. I still feel that way. I had to unlearn a lot of qualities and approaches that made me a good lawyer, but not necessarily a good coach. For example, as a lawyer, you need to be prescriptive and directed. You're there to provide a solution. A client comes to you with a problem, then, “O.K., well, this is what you should do.” That doesn't necessarily work well when you're coaching. It's better to work more collaboratively with your coach-ee to help them come to their ideas and figure out what they need to do. I had to stop myself. I had to restrain myself from jumping to solutions and saying “Here's the roadmap. Here are steps one through five. Do them.” That was me at the beginning. I had to sit on my hands and zip my mouth and go, “I have some ideas about this, but I'd like to hear from you first. What do you think would be a good approach?” It's bringing them more into the picture. That was one of the biggest and hardest changes for me, but I found I really liked working with executives. There's something about working with people one-on-one I found very satisfying, far more satisfying than working with people one-on-one in the legal capacity. I went in that direction with executives and lawyers and a few other service professionals from time to time, but I wouldn't identify myself in those positions. That's pretty much the journey that I took. Sharon: Do you find that you have to put on a different hat when you're working with a lawyer, and then another hat when you're working with an executive? Andrew: That's a great question. It depends on the lawyer and the executive. Sometimes I have to put on a different hat with the same person from one session to the next depending on where they're at. With lawyers, Sharon, it's usually a matter of the issues we're dealing with. On the executive side, it's pretty much pure management and leadership skills. Lately with the pandemic, resilience and finding a healthy work/life integration are huge, huge issues. For the last two or three years, that has been a theme in almost all of the coaching I've done. On the legal side, it's different. It's not pure management and leadership. At the younger levels of an attorney's career, we're more often focused on issues of productivity, time management, work-flow management. They are on the receiving end of delegation and feedback, so a lot of it is helping them learn how to receive delegation and feedback and how to help them make the people giving them the feedback and delegation even better. It's a sweeping generalization, but I think it's true that lawyers don't have a lot of formal training in managerial skills. Some who came to the law after working in another area may have that. Some who took management classes in college or grad school, they may have some familiarity. But basically, when it comes to people management, lawyers don't know a lot. They are replicating the ways they were managed, which means they may be using managerial and leadership approaches that are two generations old, which are not great with millennials and Gen Z. So, a lot of is helping people learn how to manage. Now, I said I started with people at the lower level. As you get higher, then it is learning those managerial skills, delegating, giving feedback. How do you hold the people that work with you accountable? How do you collaborate with other people? As you go further up, it becomes more client-facing, so it's about developing those client relationships. Then we get into business development. I'm not a business development specialist, but I'm very good at helping attorneys that have support for client development within their firm and may even have dedicated client development people. They know what they should be doing, but they're not doing it. It's the classical example of the knowing-doing gap. This is something that's not unique to lawyers. There's something we know we should do, but do we get around to doing it? No. That can be the case with a lot of lawyers when it comes to business development. I'm very good at helping them understand what's holding them back. Typically, it's nothing external; it's nothing in the firm or the environment. It's something in them. We acknowledge what the inner obstacle is and we work past it and through it. I have a good record of getting them into gear and getting them developing clients. Finally, when we get to partner-level, practice area heads and executive committee members, then it's a lot about leadership and management. That's where there's the most similarity to the business side or the executive side of my practice. Sharon: Do you work with people at all different levels, depending on where they are when they contact you or the firm brings you in? How does it work? Andrew: For firms, it's virtually all levels. Large firms will bring me in. I'll work with their professional development or talent development people. Most often, they have a high-potential associate and there may be a couple of things that they're struggling with. As I think most of your listeners will know, it's expensive to find new people and onboard and train them. You don't want to lose that human capital. So, coaching can be very helpful and cost-effective in helping those people overcome the problems they may be having. It may be something like time management. You have an associate who's starting to trend late on their deliverables. It's the work they need to get to partners. It's overly simple to say, “Oh, they need to work harder and faster,” or something like that. It may be an issue—it often is—where they're not doing a good job of pushing back against the people giving them work. There are lot of people all over the world and there are a lot of associates. They're hesitant to say no to a partner when a partner hands them a piece of work. What they end up doing is overloading themselves because they are overly optimistic about what they can achieve in a given amount of time. So, helping them learn how to push back is a way of dealing the time management issue. Sharon: I can see how it would be very hard to say, “I don't have time,” or “No,” to a partner. That must be very, very hard. Andrew: There's a skill and art to it, a lot of finesse. With some partners even more finesse. Sharon: Is there resistance? It seems like there would be. Maybe I have an old image of it, but it seems like there would be people who say, “I don't need coaching,” or “I've failed if I have coaching. Andrew: Happily, there's less and less of that. That sense of failure, I don't run into that much anymore. Usually with younger associates, they may feel like, “I should know this. This is a flaw in me. I'm not doing a good job of this.” Often, they're their most severe critics, so I make it very clear to people I coach that I'm not there to fix them. Seldom am I dealing with somebody who really has a risk of being fired from a firm. It's usually developmental. Usually, they're worth investing in, and the firm is spending money to help them become more productive and a tighter part of the firm. The one thing you did mention is that some people think, “I don't need coaching.” I'll initially talk to a prospective coach-ee—and this works on the executive side or the legal side. I qualify them, which sounds like turning them into objects, but it's coach-speak for talking to them to see if they're coachable. Not all people are. Most are very earnestly interested. They want the help. They're stuck. They don't know what to do, but they know they need to do something. Occasionally, you'll find somebody who points the finger at everybody else. They say, “I'm not the problem. It's their problem, if you could just help them.” That's not going to be a good coach-ee. The other thing you look for is a growth mindset versus a fixed mindset. People with a fixed mindset think, “This is all the intelligence I have, all the social skills I have. What you see is what you get. I'm not going to change. There's not a lot of room, if any room, for improvement.” Why spend time, energy, money on dealing with a person or trying to help a person who is saying, “This is where I am and I'm O.K. to be there”? There's no upside potential. You want people with a growth mindset who are curious, who are saying, “I want to learn how to do this.” It's a challenge. You want people who can say, “I've really messed up doing this. I can tell you about the last three failures I've had.” That level of self-awareness and candor makes for a great coach-ee. Sharon: I'm thinking there are some similarities. Sometimes a partner will say, “I know how to do it. I did it this way. They can learn how to do it this way.” Can that change? They may be resistant, or maybe they're not coachable. What do you think about that? Andrew: There's often a degree of resistance in making changes. There's a reason why we are the way are at a given moment. Often, it's because something has worked well for us in the past, and that's fine. It makes sense to me. It got you to where you are. Why change it? You don't want to take that risk. But that mindset ignores the fact that our world is changing really quickly. Let's use the example of working virtually. There were people that said, “No, I only want to have face-to-face meetings.” This goes for coaches and their coaching sessions as well as clients and people in their firm. But the world changed, and all of a sudden, we got a lot better working virtually. Sometimes you do run into people who are resistant. If you're coaching them, you can start to work with them on resistance. You can say, “I can see why this would work for you. I can see the track record. I'm curious. What do you imagine might happen if you tried doing this differently?” I will lay out a scenario of what different would look like. When you start to engage them in that conversation, that's where you listen and hear what their fears are, what their expectations are, why their fears may be justified. Often, they're not. They're thinking something horrible will happen, and you can say, “There is that risk, but here's the opportunity. What do you think?” So, you can subtly, gently shift them. Sharon: It sounds like you have opened up people who were closed when you walked in. Andrew: Yes, all the time. Sharon: I know you went to the Institute of Management Coaching. Andrew: No, my training didn't include IMC. In terms of management training, I did get my MBA from Marshall School of Business at USC. The learning group supplemented a lot of that. A lot of it was self-study, but I also took workshops and got certified in Essential Facilitation. That was something I found extraordinarily helpful and is a big part of the work I do. There was also action science, which is, again, organizational development oriented. It helped me to understand the dynamics of organizations. The other thing in terms of training was my coaching training. One thing about coaching that is very different from lawyering is how you become a lawyer. Typically, you're doing your undergraduate work; you're going to law school; you have to take the bar exam. There are a lot of steps, a lot of certifications, that help with quality control. On the complete other side of the picture, we have coaching. You want to be a coach? Go to your stationery store or big office supply place, get cards printed up that say “coach,” and you're a coach. There's very little in the way of, at least, governmental oversight. The last I checked, which was a few years ago, I think the only state that said anything about coaching in their laws was Colorado. It said that coaching is not considered a mental health profession, so it was excluding coaching. Nothing about what you have to do to be a coach. So, it's incumbent upon coaches to get training. There are a few organizations that sanction training and offer certification. I'm an International Coach Federation Professional Certified Coach. Boy, is that a mouthful! ICF is probably the leading and most well-known organization for certifying coaches. It's not the only one anymore, but it is an effort to raise the standards of the profession and to make sure that people who are using coaches get somebody who knows what they're doing. Sharon: Did you have to take some training and go through at least one class? Or could you just send in your money? Andrew: That's a great question. There are some organizations where basically you're paying to be on an online list of certified coaches in the area. That exists. I shake my head in dismay about that. As far as I see it, you have to go through an approved training program. Mine was Newfield Network. It was a nine-month program. I think we met three times for three or four days in person. There was a lot of virtual work, albeit this was so long ago that it was by telephone in between. It was rigorous. There are several good coaching programs. ICF approves them. They have lists of them. What we're seeing more of, both on the executive side and in law firms, is that they want people that are certified coaches. Certification of a coach doesn't necessarily mean they're the right coach for you or they're a great coach, but it does mean they've taken it seriously enough that they put time and effort into it. They know what they should be doing. Hopefully, they're also doing it. Sharon: You've been a lawyer and an executive, but being a lawyer, I can see how that gives you so much of an advantage. I'm thinking about how many times we've had to write a press release and weren't exactly sure—we did know, but we're not lawyers. It gives you an advantage. Andrew: Yeah, it does help. Especially in the past, it helped a great deal. If you look at studies of lawyer personalities versus the general population, lawyers typically are slower to trust other people. It makes sense. It's not a bad quality to have considering how we need to protect our clients' interests. But I found that lawyers and administrators in law firms are very happy that I have a legal background. There was this one moment relatively early in my career where I was sitting across a managing partner's desk. He was starting to explain to me realization rates, and I held up my hand and said, “It's O.K.” He stopped and went, “Oh, that's right. You've practiced.” His shoulders sank down a couple of inches, and he sat back in his chair and said, “That's so nice that I don't have to go through all that explanation.” Understanding the context of what goes on in a law firm helps a tremendous amount. So, that is good. With that said, not everybody has to have a legal background. But I think some of the most effective coaches I know do have that background. Sharon: I can see how that would make you very effective, especially being on the other side of the desk in any capacity. If you were a lawyer at one point, you know about doing the work and getting the work. There's a difference there. I love the name of your firm, New Actions. That's what all of this is about, right? Andrew: You nailed it, Sharon. Especially when I started the firm, there was, like I said, a limited understanding of what coaching was about. Coaching can be these wonderful dialogues and interesting conversations you have with a coach-ee. What you want to do is get results—at least, that's my philosophy—and the results are helping people make changes. Where they are doing is not satisfactory for some reason. They may be unclear about a direction. They may need new skills. They may have difficultly working with people in the system of their organization or getting past that knowing-doing gap we talked about. It could be all those things, but people have to start taking new actions to get new results, better results. That's where the name came from. Sharon: Do you think results last? Maybe they try the new actions once or twice and say, “Oh, that's different,” but then they forget. Maybe I'm personalizing it. I'm thinking you forget. Andrew: Yeah, as I said earlier, there's a reason why people do the things the way they do. It's easy for people to revert back. That's one of the problems we find with training in a business or a professional firm environment. I'm sure you experienced that in doing trainings with lawyers and seeing they've learned all this new stuff. They'll do it for a couple of months, but without reinforcement, people do start to revert back to old behaviors. The six-month mark is my ballpark estimate. I liken it to having taken a foreign language in high school. You don't take it in college. You don't go to that foreign country. You don't use the language. You lose it. It certainly happened with me. That is a problem. The difference with coaching is there is a reinforcement. Sometimes we do spot coaching or laser coaching. It may be three sessions. When it's really short, we're probably dealing with a specific issue or problem, but most executive coaching goes for six months. That's our target area. Often, it may extend a little bit longer than that. In the first part of the coaching, you're understanding the person, why they're doing what they're doing. Then you move into what they could be doing differently. In the middle third—and this is very rough as to the time—they're practicing the new skills, the new behaviors. They're understanding what works for them and what doesn't. The last third is really more practice. It's integrating those skills so they become second nature, almost automatic. That's where what you learn in coaching can become sticky, if I can use that term. After you finish coaching, it's going to stick with you. I was just thinking of this while on LinkedIn. A former coach-ee of mine posted that he got a promotion, and I sent him a congratulations. I got back a comment saying, “Thank you so much for your coaching. I'm still quoting you.” I coached him about four years ago. That was the kind of gratification I was talking about earlier, the difference between being a lawyer and being a coach. I don't remember what I said or what he's quoting, but it stuck with him. He's using it, and he's in a global world now. That made me very happy. I had a big smile for the rest of that day. Sharon: As a lawyer, when should I consider getting a coach? What would I be dealing with? What should I look for? Andrew: O.K., two different questions. Often, the lawyers I'm working with, their firms have contacted me or they've been instrumental. With that said, one positive trend I've seen is that younger lawyers are saying, “I would like a coach. I need a coach.” Lately a lot of them are saying, “I'm overwhelmed. I'm stressed. I have too much work for my ability to handle it. I need to get better organized.” They're initiating that. The first step for a lawyer at any stage of their career is that you're dissatisfied with the way things are. You may have a good idea of where that's coming from. You may sense, “I want to stop doing whatever I'm doing now,” but knowing what you want to stop doing is different from knowing what you need to be doing differently. The analogy or metaphor I use is think back to being on the playground. We had monkey bars, I think they were called. Those were the horizontal bars that went across. You grab one and then you swing to the next one. What you learned early on as a kid was that if you don't have some forward momentum, you get stuck. Then you would end up letting go and dropping to the ground. In making changes, you have to be able to release the hand that's on the back bar. Sometimes in coaching, it's unlearning what you were doing. If an attorney finds themselves in that position, that's where coaching might help. It's not a panacea. It's not perfect for everybody. I'm a good coach, but I'm not the right coach for absolutely everybody. Rapport is very important. Fit is a very important thing. Typically, when I work with somebody, I qualify them and they're qualifying me. Do they want to work with me? It's important that you feel a degree of comfort with your coach. As I've gone on, I think you can be too comfortable with a coach. You want a coach who can challenge you and be honest with you and be able to say, “No, I'm not saying this,” or “No, I don't think is working for you,” or “Hey, it sounds like there's an internal contradiction in what you're saying to me.” A lot of coaching is helping people get past their blind spots. We all have blind spots. That's not a failure. I think it's wired into us. Having another person there, especially an experienced person who can help us see what those blind spots are once you recognize you have them, that opens up a lot of possibilities for taking new actions. Sharon: You mentioned in some writings that you've helped people with difficult conversations. There are a lot of difficult conversations. Can you give us some examples in law? Andrew: There are two conversations that come to mind. One I alluded to earlier, which is pushing back on partners. Just recently I co-presented at a professional development consortium summer conference. It was a program on helping passive and timid associates learn to push back and manage up. For all the talk about law firms being flat organizations—and it's true; they do have fewer layers than a lot of business organizations—they're still pretty hierarchical. Younger attorneys can be overly deferential and very uncomfortable in saying no or pushing back. It can be a lot of different things. I don't have the bandwidth to handle work, like I mentioned earlier. How do you say that? This can especially be a problem if you have one associate who's getting work from multiple partners. Then it's like, “Well, I'd like to do your work, but I'm slammed.” That can be a difficult conversation for an associate. In helping them, one learns that they need to do that and it's O.K. for them to do that. Actually, if they're just a passive person who's not providing that information to the people who are giving them work, they're harming the firm, harming clients potentially, and definitely harming themselves. That is something that's come up a lot lately, at least enough that the presentation we did this summer was very well received and attended. It's something that professional development managers and directors in big law are hearing from their associates. That's one area. The second difficult conversation is around feedback. This is difficult in a way because it's not done enough. Often, in the rush of doing tasks and taking care of client matters, lawyers don't hit the pause button and spend time with the people who report to them and give them feedback on how they did. I remember this when I was a lawyer. You would finish a transaction. Rarely did we have the time to do a debrief. What worked well? What didn't? “This was great what you did. It really moved us forward. This is what you could have done differently that would have helped. Next time, maybe you can do it.” Feedback conversations are often missing. The other thing in feedback conversations is that they can be very top-down and done with a lack of curiosity about what was going on with the associate. Those conversations can take a more collaborative tone, become more of a dialogue, be less about the problem. “Here's the problem that came up on this case. We were slow in responding to every filing the opposition brought to us. Let's get curious about why that happened. What can we, not just associates, but all of us as a team do differently?” Those sorts of conversations. The hardest ones, Sharon, are obviously the conversations between partners in terms of strategy, direction, and compensation. Those are given to be difficult, and I do get pulled in to help. I'm a facilitator in those. I don't have a dog in the fight. I'm just trying to help people understand one another's perspective. What facts they're looking at, what their rationale is based on, trying to change it from a legal argument with pros, cons and who's going to win to more, “Let's look at the whole business of the law firm. Let's see what's good short-term and long-term for all of us, not just part of us.” Sharon: Each of these are very interesting scenarios. I give you credit for even being able to endure them, especially the first one. Covid probably changed this, but I do remember a partner saying, “What do they think evenings and weekends are for?” I always think of how partners would say, “This guy didn't make it in terms of client development. It was clear they weren't going to become a partner. I coached them out.” I always think about, “What did you say? How did you do that? Andrew: I'm not sure what coaching somebody out necessarily means. Let's stop here and think about lawyers as coaches. This is one of the things in my first book that I went into in some detail in one of the chapters. The skills for being a good lawyer, when you line them up against being a good coach, there's not a lot of overlap. Lawyers, to be good managers and leaders, they need to take off their lawyer hat at times. If they're coaching, which is a very potent, effective way of managing your people, you have to not approach it as lawyers. For an example, as lawyers, we often ask closed-ended questions. We're getting to the facts. In coaching, open-ended questions are much better. You want to see where the conversation is going to go. You want to learn more about what's going on with the other person. In coaching, you also have to be listening very attentively, not thinking about, “What am I going to say in response to this?” Again, I'm going back to one of the shifts I had to make when I made the transition. As a lawyer, I'm thinking, “This is what I'm hearing from opposition. Now, how am I going to counter that argument? What am I going to say next? How do I want to navigate this conversation?” It's more oppositional in that way. You really do have to take off the lawyer hat at times to be effective. Sharon: Your first book, “Lawyers as Managers,” talks about that. Am I remembering that correctly? Andrew: That's the second book with Marcia Wasserman. The first one was “The Lawyer's Guide to Professional Coaching: Leadership, Mentoring, and Effectiveness.” That was, I think, back in 2012. It's available now. I think you can find used copies on Amazon. The ABA still has it as an e-book. Coaching in the last 10 years has certainly changed within law firms. At the time it was written, it was to help lawyers and firm administrators understand the potential of coaching. I'm happy to say I think that potential is increasingly realized. I wouldn't say my book is responsible for that solely. Absolutely not, but it was one piece that helped. In “Lawyers as Managers,” Marcia and I look at the role that lawyers need to take as people managers. Lawyers are generally good managers when it comes to technical aspects. You give a lawyer a spreadsheet, they're probably pretty good at dealing with it. Things like budgets. When you come to the more interpersonal stuff, like client development, lawyers aren't as good. When it comes to people management, there really was a lack of understanding. Marcia originated the idea. We were at a meeting, and she said, “I'm looking for some materials on leadership and management for lawyers. Do you have any?” I said, “I have a few articles I've written for bar associations, but most of the stuff out there is general management and leadership. It's tailored for the executive committee, the business community.” A couple of months later, we had the same conversation. I said, “Marcia, we're going to have to write the book,” and she agreed. Little did she know what she was getting herself into. That, I will say, is the definitive book on people management for lawyers. Sharon: To end, can you tell us about one of the difficult conversations you've had? I don't know how many times I've stopped myself and just said, “I can't do it,” or “I'll go around it.” Andrew: I'll speak in general terms. Again, I'm going back to when I was first making the transition to coaching. I found a great deal of difficulty in having uncomfortable conversations where I had to deliver bad news. I had to tell somebody what they were doing was not working at all. It wasn't even neutral. It was really harming them and other people. In short, they were really messing up. I was very gentle. I was bypassing. I was softening, diluting, sugar-coating messages that needed to be heard. I realized that I was playing nice. I didn't want to upset the other person. I didn't want to feel my own upset in doing this, so I wasn't providing value and the proof that they were making the changes they needed to make. This was maybe in my first two or three years of coaching, and I started to realize this isn't good. I was stuck and working with my coach at that time. I realized I had to let go of my personal discomfort if I was going to be more helpful to my clients, and I started to make the change. Now, I am honest. Sometimes people will say, “Can you predict or guarantee any results?” and I go, “No, absolutely not. Coaching at heart is a partnership. We're working together. I can't fix you. I can't wave a magic wand. It's on both of us. I'm here to help you, but just like I can't wear your clothes, I can't do everything for you. We're going to work together.” I do make three promises. One, I listen. I listen very attentively to what my coach-ees say and what they're not saying. The second thing is I am honest. I am very honest. I will not hold back in terms of what I'm hearing or the impact it's having on me. If a coach-ee is saying something and I'm not believing them, I'll say that. I need to. If I think something is B.S., it's the same thing. If I think they're fooling themselves, same thing. There are times where I have to deliver tough feedback. The third promise is I'm compassionate. I don't beat people up in the process. I won't sugar-coat, dilute, or bypass. I deliver the message, but I understand they have feelings. In giving them this feedback, it may affect their emotions and their own identity as a person and a professional. I'm aware of it and sensitive to that, but I still get the message across. I figure that in the first two or three years of my coaching, I was sugar-coating. For the last 22 years, I think I have a good record of being straight with people and getting results. Sharon: Andrew, I'm sure you do get results. Thank you so much for being with us today. Andrew: It's been a pleasure. I've enjoyed it immensely. Thank you, Sharon.

EP 186 - Chase Williams & Ryan Klein - How Law Firm Will Win in 2023 Part II

google business winning profile maximize klein law firms imagery not too late chase williams your firm

Play Episode Listen Later Nov 14, 2022 16:48

In Part 2 of How Law Firms Will Win in 2023, Legal Mastermind Podcast hosts Chase Williams and Ryan Klein discuss the viewpoints and goals that your law firm needs to be considering when preparing for 2023 and beyond. Visit MarketMyMarket's Website: https://www.marketmymarket.com/On This Episode, We Discuss…- Using Story-branding to Help Convey the Purpose of Your Content - It's Not Too Late to Start a Podcast- How to Maximize the Potential of Google My Business Locations- Switching Your Business Hours to 24-Hours on Your Firm's Google Business Profile- Reducing Your Firm's Use of Duplicate Imagery

EP 180 - Chase Williams & Ryan Klein - How Law Firms Will Win in 2023 Part I

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Play Episode Listen Later Oct 24, 2022 21:29

In Part 1 of How Law Firms Will Win in 2023, Legal Mastermind Podcast hosts Chase Williams and Ryan Klein discuss the viewpoints and goals that your law firm needs to be considering when preparing for 2023 and beyond. Visit Market My Market's Website: https://www.marketmymarket.com/On This Episode, We Discuss... - Demanding Consultant Marketing from Your Marketing Partners- It's Important to Learn What's Next- Developing Young Talent to Secure Your Firm's Future- Prioritizing Structure with Standard Operating Procedures (SOPs)- Planning Long-Term Goals for Your Firm

EP 173 - Brandon Wheeler - Establishing Your Firm's Social Media Presence

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Play Episode Listen Later Sep 5, 2022 27:29

Brandon Wheeler is the President of Wingman Marketing. Since 2001, Wheeler has worked in the digital marketing space and joined Wingman in 2020. Wingman Marketing is a full-service digital agency with a primary focus on social media for law firms. Wingman's boutique marketing style assists law firms and other companies in creating profits via digital platforms and resources.Connect with Brandon on LinkedIn: https://www.linkedin.com/in/wingmanbrandon/Visit Wingman Marketing's Website: https://mywingmananytime.com/On This Episode, We Discuss... - Social Media's Impact on the Legal Industry- Developing a Social Media Strategy for Your Firm- Establishing Your Audience- Who is the Face of Your Firm's Social Media?- Determining Your Budget

EP 170 - Gregory Salmon - The Steps to Becoming a Successful Entrepreneur

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Play Episode Listen Later Aug 15, 2022 31:14

Gregory Salmon is the Owner and Founder of the Law Offices of Gregory Paul Salmon. Salmon's firm focuses on discovering, creating, and assisting entrepreneurs across the globe. Visit Gregory's Website: https://gregorysalmon.com/On This Episode, We Discuss... - How to be a Successful Entrepreneur- Defining the Idea of Success- Maintaining Client Acquisition for Your Firm

371 - How to Create a Magnetic Authentic Brand

Stay Paid - A Sales and Marketing Podcast

Play Episode Listen Later Jul 25, 2022 41:10

In her book, The Truth about Digital Marketing for Financial Advisors: How to Create a Magnetic, Authentic Brand That Unlocks Unparalleled Growth for Your Firm, Kristin Shea encourages financial advisors to remember that people do business with people, and to connect, add value, and engage with their clients in a way that is authentic to them and creates an amazing experience for their clients. Listen to her interview and discover the nature of “magnetic authenticity” and why it works to attract and repel potential clients (and why that's okay), the damaging consequences of scaling a business to be too large, and the reason you should ignore the computer algorithms in favor of the human algorithm. You can get more in-depth information and added details not included in the episode from our show notes. Visit www.staypaidpodcast.com. Connect | Resources Download the first two chapters of Kristin's book here: www.truthaboutdm.com/earlychapters/ The Truth about Digital Marketing for Financial Advisors: How to Create a Magnetic, Authentic Brand That Unlocks Unparalleled Growth for Your Firm. Leave a review on Amazon, then email Kristin with your Amazon username. She'll send you a free copy of her book to share with a friend! If you are an advisor who brings in $10M a year in new assets and would like to join Kristin's exclusive community, then apply at TriadPartners.com/apply/SP. Follow Kristin on LinkedIn - https://bit.ly/3IQLZzU 0:00 Introduction 2:27 Kristin's business bio 7:57 Observations about the conveyor belt culture 10:48 How are you creating custom experiences? 12:43 Triad Partner's origin story 17:06 Connect. Add Value. Engage. (CAVE) 19:10 About “magnetic authenticity” 21:37 Example of magnetic authenticity in action 26:15 The experience that shapes Kristin's content strategy 28:20 Social media's human algorithm 33:38 Kristin's commitment to being accountable 39:25 Action Item To learn how to generate more referrals and repeat business, visit: www.remindermedia.com Follow Stay Paid: https://www.tiktok.com/@staypaid_podcast https://www.facebook.com/staypaidpodcast https://www.instagram.com/staypaidpodcast

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EP 167 - Chase Williams & Ryan Klein - Optimizing the Best Lead Tracking Routine for Your Firm

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Play Episode Listen Later Jul 25, 2022 20:03

Legal Mastermind Podcast hosts Chase Williams and Ryan Klein dive into the world of Lead Tracking to determine how to create the best process for your firm while analyzing MarketMyMarket's approach. Visit MarketMyMarket's Website: https://www.marketmymarket.com/On This Episode, We Discuss...- What is Lead Tracking & Why is it Important- An Overview of MarketMyMarket's Lead Tracking Process- Benefits of Call Tracking & Attribution to Your Firm's Lead Tracking

Market Smarter: Using Google My Business for Lead Generation with Ronnie Deaver - 322

Profit with Law: Profitable Law Firm Growth

Play Episode Listen Later Jul 14, 2022 57:56

Shownotes can be found at https://www.profitwithlaw.com/322. We all know we need to have some form of lead generation to get clients. But with all the marketing strategies available, it's not easy to know where to start. Our advice: work smart, not hard. Know what strategy will yield the most results and work from there. Make sure your investments are worth it so your law firm can keep growing. In this episode, Ronnie Deaver from NoBull Marketing joins Moshe Amsel to explain why Google My Business is often overlooked as a marketing strategy and yet yields the most call volume. He shares how reviews are critical to getting business — but not for the reason you might expect. He also demonstrates how marketing agencies like NoBull Marketing bolster lead generation without you personally working on marketing. If you want to know more about how to be smart with marketing and get better lead generation using Google My Business, then this episode is for you. Resources mentioned: Looking to double your revenue? Book a free 1-1 coaching session at www.profitwithlaw.com/freecoaching. Episode 238 - Understanding the Value of PPC Marketing for Your Firm with Adam Arkfeld Connect with Ronnie: No Bull Marketing I Email (rdeaver@nobullmarketing.co) Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork by Dan Sullivan BluShark Digital Join our Facebook Community: https://www.facebook.com/groups/lawfirmgrowthsummit/ To request a show topic, recommend a guest or ask a question for the show, please send an email to info@dreambuilderfinancial.com. Connect with Moshe on: Facebook - https://www.facebook.com/moshe.amsel LinkedIn - https://www.linkedin.com/in/mosheamsel/

market smarter lead generation google my business using google deaver ppc marketing who not how the formula your firm nobull marketing

EP 160 - Tobi Millrood - Establishing Credible & Trustworthy Referrals

Wealthmanagement.com Advisor Innovations with David Armstrong, Editor in Chief

Play Episode Listen Later May 30, 2022 27:17

Tobi Millrood is a Partner at Kline & Specter. Millrood has been practicing law for 26 years in Philadelphia, Pennsylvania. He specializes in the area of Mass Torts including bad drugs and devices, and defective drugs and devices. Millrood is also the past president of the world's largest trial bar, the American Association for Justice (AAJ), where he completed his term in July 2021 and currently serves as Immediate Past President. Connect with Tobi on LinkedIn: https://www.linkedin.com/in/tobiasmillrood/On This Episode, We Discuss... - The Connotation Behind Referrals- Developing Diversification in Your Firm from a Referral Practice- Best Ways to Find Referral Partners & Determining Legitimacy- Building a Trust Relationship with Potential Referral Partnerships

Advisor Innovations: Carter Gibson on Planning for the Future of Your Firm

Play Episode Listen Later Apr 29, 2022 34:45

In this episode, David Armstrong is joined by Carter Gibson, vice president and head of advisor M&A at LPL Financial. Working with a network of some 20,000 independent advisors, Gibson and his team have consulted with firms across the spectrum, giving him unique insight into how advisors think about, plan for, and execute, successful succession … Continue reading Advisor Innovations: Carter Gibson on Planning for the Future of Your Firm →

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Episode 100: Why Now Is the Perfect Time to Refresh Your Law Firm Policies with Marcia Watson Wasserman, Founder and President of Comprehensive Management Solutions

Play Episode Listen Later Apr 26, 2022 26:23

What you'll learn in this episode: What law firm culture is, and why it affects clients as much as it affects staff Why law firms should look at their policies with fresh eyes post-pandemic How firms can use technology to enhance communication When it makes sense for firms to use a hybrid work model, offer hoteling, or open smaller satellite offices How to maintain firm culture when staff is remote About Marcia Watson Wasserman Marcia Watson Wasserman is a published author and co-author of the books: Law Office Policy, Procedures, and Operations Manual – Seventh Edition (ABA 2022), and Lawyers as Managers: How to Be a Champion for Your Firm and Employees (ABA 2017). She is a Fellow in the College of Law Practice Management, one of an elite number of consultants who have earned this honor. Marcia serves as Columns Editor on Law Practice magazine's editorial board and is a member of the Publishing Board of the ABA's Law Practice Division. Additionally, Marcia frequently presents law practice management topics for legal and business conferences while also contributing articles on law practice management to leading legal publications. Prior to founding Comprehensive Management Solutions, Inc. in Los Angeles, Marcia served for over 15 years as Chief Operating Officer and Executive Director for several national and local law firms, including an AmLaw 200 firm. Earlier in her career, she served as Director of Law Firm Services and Director of Client Advisory Services for two, mid-sized CPA firms in Southern California. Additional Resources: LinkedIn: https://www.linkedin.com/in/marciawwasserman/ Website: www.comprehensivemgmt.com Law Office Policies, Procedures, and Operations Manual, Seventh Edition Lawyers as Managers: How to Be a Champion for Your Firm and Employees Transcript: After decades of incremental change, the pandemic forced many law firms to embrace technology, rethink work traditions, and evaluate their culture almost overnight. According to law practice management consultant Marcia Watson Wasserman, these changes have been a net positive, even though they've raised new questions about how to manage a law firm in the post-pandemic landscape. She joined the Law Firm Marketing Catalyst Podcast to talk about how firm culture trickles down to clients; what technology firms should be investing in; and how firms can embrace remote work. Read the episode transcript here. After decades of incremental change, the pandemic forced many law firms to embrace technology, rethink work traditions, and evaluate their culture almost overnight. According to law practice management consultant Marcia Watson Wasserman, these changes have been a net positive, even though they've raised new questions about how to manage a law firm in the post-pandemic landscape. She joined the Law Firm Marketing Catalyst Podcast to talk about how firm culture trickles down to clients; what technology firms should be investing in; and how firms can embrace remote work. Read the episode transcript here. Sharon: Welcome to the Law Firm Marketing Catalyst Podcast. Today, my guest is Marcia Watson Wasserman, Founder and President of Comprehensive Management Solutions. Her company provides COOs with to-go law practice management consulting and coaching services to boutique and midsize law firms and their managing partners. Marcia is also coauthor of several books on the subject of law firm management. Her most recent book, coauthored with consultant Cynthia Thomas, is the seventh edition of “Law Office Policy, Procedures, and Operations Manual,” published by the American Bar Association. Today, we'll look at how efficient law office management facilitates good marketing. Marcia, welcome to the program. Marcia: Thanks for having me, Sharon, Sharon: So glad to have you. As I was saying, it's such an accomplishment to have not only coauthored this book, but to have a list of books you've coauthored. Tell us about your career. You have an impressive track record in the area of law office management. Tell us about your career track. Marcia: It all started accidentally when I was an undergrad at UCLA. When I was a sophomore, I saw a job on the job board. It was a part-time job working for an attorney. I took that job and learned how to be a legal secretary and a paralegal. I was the backup bookkeeper and office manager and eventually became Executive Director of several law firms back in the 1990s. I was also COO of an AmLaw 200 firm. I decided I wanted to be an entrepreneur and that consulting was far better suited to me, so that's what I started doing, consulting to law firms. For the last 20 years, I've led a managing partners roundtable of boutique and midsize law firms and enjoy doing that, too. Sharon: I remember when you started it. That's how long we've known each other. Even before that, but I do remember when you were starting that. Tell me about law firm culture. How does that affect employee satisfaction, and how does employee satisfaction affect or facilitate good marketing? Marcia: I want to quote a law firm futurist, Jordan Furlong, because he says it so well. Culture is what people at the firm actually do every day. In harsher terms, it's what people get away with. Culture is what actually happens. So, what type of culture you have has an impact on who you hire, whether people are happy, whether they stay with you and how you communicate with clients. If you don't have motivated employees, your clients are not going to be happy with you. If you have people phoning it in and not really dedicated to serving clients, it's going to have a huge impact on your clients. If you have a great positive culture, then you not only have good employees, but you have clients who are drawn to you as well. You become known for your brand and people seek you out because it's an important part of your own attempts at business development and marketing. If you have a good culture, it gets known. Suddenly, you're on the best law firm list for employees and your client base expands. Sharon: Is that the way law firms should review and assess their current policies? Especially post-pandemic, when everybody's ramping up again, how should law firms assess their policies and procedures? Marcia: They need to look at them with fresh eyes. You may have done something for many years because it made sense, but after the pandemic, when law firms discovered we could work virtually—least most positions could—you need to look at every single thing you do with fresh eyes. There were certain things that were temporary, governmental regulations that you had to put in place because of the pandemic, like mask wearing and cleaning and not allowing clients to come to our offices. Now a hybrid workplace is the new normal. We'll see how that plays out over time, but people reevaluated what they wanted, which has an impact on culture and has an impact on clients. It isn't just the firm that has that in mind; it's the clients as well. Clients don't necessarily want to get in the car for an hour and drive to you. I heard family lawyers and estate planning lawyers say, “Oh no, it will never work. They're used to coming in. It's a very close relationship, and they want to come to the office. We have to have these really nice, big offices for them.” The reality is that's not what the clients necessarily want. The clients can do a Zoom or a Facetime or whatever works for them, and they're very happy to have a relationship with you that way. There may be a time and place where they do want to meet with you in person, but not necessarily as much as lawyers would have assumed they would. So, you have to have policies in place that take all of those things into account. Demand has changed as to what clients' expectations are. Some of it has to do with the age of your clients. A lot of this is generationally driven, namely the younger lawyers and staff and clients who are Gen Z or Millennials, who have a very unique spin on what work and work/life balance means. If they're a client, they want to work with a law firm that understands that, so you'd better be marketing appropriately to your clients, know who your clients are and have the right people there. A Gen Z client or even a Millennial will not necessarily want a near-retirement Baby Boomer as their attorney, so you've got to pay attention to relationships. There are certain policies you have to have that are formal, like leaves of absence and antidiscrimination, but if you're looking forward, what do you want your firm to look like? Make those policies to take into account a hybrid workplace. Be culturally and otherwise diverse and have fun things in your policies, too. Have a fun committee, whether it's virtual fun or nonvirtual fun. It makes a difference. Sharon: I know a lot of companies learned how to use technology because they were forced to learn how to use technology, whether it's a law firm or a different kind of business. They said, “This will never work with virtual or a hybrid law firm.” What kind of technology have firms been implementing? How are they going to be doing this differently? What have they learned during the pandemic, and how are they going to be operating differently in terms of technology? Marcia: There's so much available with technology. Even the Zoom we're doing today, if the pandemic had happened 10 years ago, we wouldn't have had a good medium like this to communicate. Communication is so important, and technology is right there with us, leapfrogging ahead of what the law firms were expecting. I know of immigration law firms and certain plaintiffs' firms that are using chat boxes and fillable forms. That's how they do their prescreening; they've designed their software to prescreen potential new clients. It makes it a little more seamless for the client. They can go on to somebody's website and fill out a form, so they don't waste time waiting for somebody to call them back. They're able to immediately get that information to the firm. Somebody reviews it and gets back to them much more rapidly at the intake stage. There are document management systems that some firms were lazy about; they didn't want to make the investment. If you have those systems in place, you can share documents with clients much more easily. When you're setting up workflow and processes, usually firms look at it totally from an internal viewpoint of what's easy for them. They need to be outward-facing and think, “How will this work for our clients? How can we be more efficient so that our fees are fair, we can get things done faster for our clients and we can share documents with our clients?” Even if you've got a brainstorming session with a client on Zoom, you can use a whiteboard on Zoom or whatever other software you're using. You're able to communicate that way and use technology to enhance communication that you wouldn't otherwise have. Sharon: That's an interesting point about the fact that if the pandemic had happened pre-Zoom, I wonder if it would have lasted as long. Everybody would have pushed to be able to get back into the office. It's an interesting question. I saw some ads recently for law firm marketers. They talked about the fact that it was a hybrid environment and I thought, “If you had suggested that 10 years ago, five years ago, the employers would have said, ‘Forget it! We're not going to do it that way.'” Marcia: There are still employers who are behaving that way. I know of law firms that said, “We're important because we're employment lawyers and our clients really need us; hence, everyone needs to come back to the office one month into the pandemic. We'll spread people out and do our best to do what we can do, but everybody needs to be back in the office. My legal secretary has to be outside my door to do the things I need. It can't be done remotely.” The firms that took that position lost a lot of their lawyers and staff who said, “No, it's not safe, and that's not what I want to do.” Sharon: In terms of lawyers working remotely or in hybrid environments, is that going to remain, especially with younger lawyers? Have they seen the way it might be and said, “I'm not going back to what it was”? What do you think? Marcia: Some of it depends on where you live. In a congested area like Los Angeles, where both of us live, yes, hybrid will happen because people realize, “Wow, I don't have to be in a car two or three hours a day commuting. I'm so much more productive. I can get more work done. I can be with my kids. I can have more of a balanced life.” The younger lawyers are driving that and demanding it and saying, “As long as I'm getting the work done, what does it matter?” Now, when hybrid comes in, there's a time and place where getting together makes sense. If you're onboarding new people, you can do it virtually; there are best practices for doing it, but there's a lot to be said for a brand-new person to come in and actually meet people and get walked through things. There's a time and a place for a team meeting. If there's a group of people that work together on a particular client and an important event is coming up, a trial or whatever, it makes sense for them to be in the office the same day. Even though a lot of clients say, “We don't need to come in,” there may be a client that wants to come into the office, and that's also the time the team should be there. But I'm seeing a lot more willingness to let people adjust their schedules, and everybody's a lot happier. It depends. Your older lawyers who are accustomed to coming to the office all the time swear they can't work at home; they just can't do it, so they've been going into the office throughout the pandemic. There are younger lawyers, too, who say, “I have roommates; I have a one-bedroom; I can't work and live in the same place. I don't have enough space. I can concentrate better in the office,” and they've been going to the office the entire time. The great majority of them say, “Hey, I want some balance in my life. This is really working, and as long as I get the work done, give me the autonomy and the authority to get it done my way, as long as I'm meeting deadlines.” A lot of that has to do with how well your communication systems are in place. I do hear that people are worried about losing their culture because everybody's operating more in a silo. So, you have to work at that. Sharon: How do firms have to operate differently? You mentioned communication. How about telecommunication? Do law firms have to strengthen or change their management policies around that communication? You have to work harder, I presume, to keep a culture. Marcia: You do, and that's why firms are having things like happiness committees where they come up with events, virtual or otherwise. There are firms I know that have done walks on the beach during the pandemic just to keep people engaged, or they had everyone met at a park and bring their own lunch and stay socially distanced just to see one another. I know a few firms that had retreats at remote locations during the pandemic. They had everyone take Covid tests and made sure they were O.K., and nobody got sick because they were very careful about what they were doing. A lot of it depends on what your culture was to begin with and how friendly an environment you were. Are you a new firm? Are you a firm that's been institutionalized for 40, 60 years and you're used to doing things one way and you don't like change? Lawyers don't like change anyway, so you need to manage a little bit differently, and communication is an important part of that. Everyone likes to be communicated with in a different way. Some people are happy to text one another and use Slack, and other people want to use video more. Every circumstance requires a different situation for communicating, both as to what the individuals' preferences are and the circumstances of what you're communicating about. People shouldn't just endlessly do Zooms. Everybody is burned out on Zoom. Meetings should be intentional. They should have agendas. There's a time and place for people to meet in person, and a time and place to have a group Zoom meeting or a one-on-one. Sharon: I like the idea of the fun committees and walks on the beach. Those are great ideas in terms of keeping something cohesive during the time when you're supposed to be spread apart. I've read about law firms opening more branch offices, little satellite offices of one or two people. Is that happening, or is that an exception? What's the scoop on that? Marcia: I'd say, again, it depends where you live. If you're in a small town where everything is close by in Middle America, you don't need it. But in suburban areas that are spread out, yes, I'm definitely seeing it for a variety of reasons. One is to serve clients. It's to open an office closer to where your major clients live so they don't have a big commute to come see you. That's one reason. One firm I know, the senior partners live in the suburbs and they don't want to drive to the home office all the time, so they opened a branch near where they live to make it convenient. Now they don't have to come to the main office all the time. Another firm I'm aware of—and this happened a lot—when people were working virtually, many of the employees, staff and the lawyers decided they were going to move because they wanted more space. They moved farther away, in some cases another county away. We have L.A. lawyers who've moved to Orange County and San Diego County. We have lawyers from the west side who had a small apartment and said, “No, I want something bigger for my family.” They bought a house out in the suburbs, an hour and a half drive from their office. Suddenly the firms are finding out about it later, after the fact, and saying, “O.K., what can we do to keep these people?” One firm I know has downsized their main office in L.A. and built a big branch because so many of their people moved into the area where they've opened the branch. The branch office is probably as large as the main office now. They did it to accommodate people's lifestyle and commute and to make sure their employees were happy. Sharon: Are you seeing established law firm offices in Century City or downtown shrinking their spaces? Marcia: Absolutely. They're doing more hoteling. It depends where they are in their lease. If their lease came up during the pandemic, almost universally they've reduced their space. If they still had time to go, they put up with it or renegotiated with their landlords to extend the term and make it less expensive, or they gave up some of their space. A lot of people are subleasing space. I have a client that is looking to move into subleased space because their lease is up. Just in their own building, they've had offers from several different law firms to move into subleased space. These other law firms—that are well-established law firms—have too much space. They're doing a lot more hoteling for lawyers, just like CPA firms have done for a long time and commercial real estate brokers started doing a number of years ago. It was always, “Oh no, lawyers can't do that.” Well, lawyers can do that. If you want to work at home three days a week and be in the office two days a week, if you don't need your own dedicated office with your plaques on the wall, you can have an office or a conference room. There's scheduling software that firms are buying that accommodates this. The receptionist has scheduling software so that when people come, it arranges an office for them, and they know where to go. That's another place where technology is helping, so you don't have three people showing up to share the same office on the same day. Sharon: When you say these are things that other industries have been doing for a long time, I worked for a large accounting firm 25+ years ago and they were starting hoteling. I guess it takes a pandemic to get the world to move. Tell us more about the book. I was looking at the information about the book on the jacket, and it looks like you can tear it apart, make your own templates and really use the book. Marcia: The main part of the book is an employee handbook. It's a multijurisdictional handbook because we weren't writing it for California or New York. We have readers in the ABA who live in Canada and elsewhere in the world, so we tried to make it as general as possible, while reminding people that you'd better make sure what the laws are before you adopt a policy that won't work where you are. We made that part of the book available online in Word format so you can take it if you don't have an employee handbook. It covers all the legal things you have to have about antiharassment and overtime and those kinds of things, but it also covers how to deal with technology and cybersecurity. We reached out to SMEs to write some of the chapters for us. Sharon: SMEs being? Marcia: Subject matter experts. My coauthor and I certainly aren't IT/technology/cybersecurity experts. That's such an important area. We reached out to four individuals from two companies who actually wrote that chapter for us, which includes model cybersecurity guidelines and policies for law firms. You can just take that and put in your handbook. That's one part of the book, and the book has been around since 1982. The original book was written by a lawyer in L.A. named Bernie Ralston. Bernie was a mentor and a friend to me along the way. I met him through Bar Association volunteerism over the years, and he would refer clients to me. Bernie is just about 100 years old, and he's still licensed to practice law in California and does arbitrations. I don't think he does a lot of work anymore; it's probably pro bono. He was the one who came up with the idea of doing this book, and here we are at the seventh edition. It's pretty special. Sharon: Wow! The seventh edition must have a lot of changes from the last version in terms of how you deal with post-pandemic issues and how you deal with cybersecurity. That has become such a huge area. Marcia, thank you so much for telling us about this. You've given us a lot of food for thought and ideas about where we can get answers, such as your book. The templates sound like a fabulous benefit for law firms. Once again, thank you very much. We greatly appreciate you being here today. Marcia: Thank you, Sharon, for giving me the opportunity to speak with you.

Episode 198: Phyllis Weiss Haserot

Be Brave at Work

Play Episode Listen Later Mar 21, 2022 28:01

Join us on Be Brave at Work as we speak with Phyllis Weiss Haserot. Phyllis, “the cross-generational voice,” is a facilitator, marketing/business development strategist, speaker, podcaster, and best-selling author focused on the business of uniting People, Purpose, Potential and Profits across the generations at work. Phyllis brings multi-generational perspective, curiosity, extensive marketing and conflict resolution experience to help organizations solve intergenerational challenges with clients, external stakeholders and for internal teams, including attraction/retention, knowledge transfer and succession planning. The desired outcomes are greater GENgagementtm harmony, productivity and profit. Clients often say she has an unusual ability to relate to all the different generations - and, in turn, to help them to better understand each other and work harmoniously. Fostering inclusion and belonging has always been a part of her work since an early career as an urban planner. Over three decades as President of Practice Development Counsel, Phyllis has been a trailblazer as both business development consultant to professional service firms and in delivering multigenerational workplace solutions to a variety of industries. Phyllis is co-host of the Legacy-Makers@Work podcast and author of You Can't Google It!: The Compelling Case for Cross-Generational Conversation at Work, Embrace GENgagement: How to Transform Generational Challenges to Opportunities for You and Your Firm, and The Rainmaking Machine, and frequent speaker, blogger, podcast guest and Thomson Reuters Institute columnist. Links of Interest LinkedIn Twitter Facebook You Can't Google It Website PDCounsel Website You Can't Google It!: The Compelling Case for Cross-Generational Conversation at Work A special thank you to our sponsor, Cabot Risk Strategies. For more information, please visit them at CabotRisk.com Please click the button to subscribe so you don't miss any episodes and leave a review if your favorite podcast app has that ability. Thank you! More information about Ed, visit Excellius.com © 2022 Ed Evarts

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EP 144 - Brenda Pontiff - Finding the Right Chief Marketing Officer for Your Firm

marketing law team chief clients legal responsibility hiring timeline officer mastermind firm chief marketing officers managing principal we discuss pontiff your firm

Play Episode Listen Later Feb 21, 2022 28:37

Brenda Pontiff is the Managing Principal at Partner Track Academy. Brenda stays busy helping firms find or retain clients along with coaching young associates to senior partners. Partner Track Academy helps law firms figure out new innovative ways to go to market and service clients. On This Episode, We Discuss...- Hiring A Chief Marketing Officer for Your Law Firm- Determining If Your Firms Needs Marketing Help- A New-Hire CMO's Timeline & Responsibilities- Creating a Client Team Structure for Your Firm

Phyllis Haserot: Cross-Generational Communication in the Workplace

Drop In CEO

Play Episode Listen Later Jan 28, 2022 42:01

Today Phyllis Haserot shares simple strategies for fostering communication between generations within your organization. Listen in as Deborah and Phyllis discuss teaching younger team members tasks vs. strategies, the importance of mentorship and relationship development, and common generational stereotypes that are creating communication barriers within your team. Phyllis Weiss Haserot, “the cross-generational voice,” is a facilitator, marketing/business development strategist, speaker, podcaster, and best-selling author focused on the business of uniting People, Purpose, Potential and Profits across the generations at work. Phyllis brings multi-generational perspective, curiosity, extensive marketing and conflict resolution experience to help organizations solve intergenerational challenges with clients, external stakeholders and for internal teams, including attraction/retention, knowledge transfer and succession planning. The desired outcomes are greater GENgagementtm harmony, productivity and profit. Clients often say she has an unusual ability to relate to all the different generations - and, in turn, to help them to better understand each other and work harmoniously. Fostering inclusion and belonging has always been a part of her work since an early career as an urban planner. Over three decades as President of Practice Development Counsel, Phyllis has been a trailblazer as both business development consultant to professional service firms and in delivering multigenerational workplace solutions to a variety of industries. Phyllis is co-host of the Legacy-Makers@Work podcast and author of You Can't Google It!: The Compelling Case for Cross-Generational Conversation at Work, Embrace GENgagement: How to Transform Generational Challenges to Opportunities for You and Your Firm, and The Rainmaking Machine, and frequent speaker, blogger, podcast guest and Thomson Reuters Institute columnist. Her fun passions are musical & other theater, improv, wearable art, baseball, travel, wine and meeting people who bring her new perspectives. You can connect with Phyllis in the following ways: pwhaserot@pdcounsel.com https://www.youcantgoogleit.com https://www.pdcounsel.com https://www.linkedin.com/in/pwhaserot https://twitter.com@phylliswhaserot https://www.facebook.com/phyllis.weiss.haserot Are you a CEO dealing with change? Part inspiration, part strategy, I've created this resource for CEO's who leading their team through a rapid transition and looking for a resource and guide to help them stay confident, focused, and a mentor for others. You can download it here: https://mailchi.mp/coviellocm/the-ceos-compass See omnystudio.com/listener for privacy information.

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EP 138 - John Schroeder - Building Your Firm's Digital Content With A Digital Consultant

Lawyer Business Advantage

Play Episode Listen Later Jan 10, 2022 21:37

John Schroeder is the Managing Partner of De Facto Digital Consulting which provides unbiased advice and strategy on digital marketing for lawyers and law firms. On This Episode, We Discuss...- Why Law Firms Benefit from a Digital Consultant- How Objectivity is Valuable to A Consultant- Creating Strategies to Retain Visitors on Your Firm's Digital Platform

Finding the Right Fit for Your Firm with Saar Swartzon

Play Episode Listen Later Dec 2, 2021 28:49

In this episode, Alay and Saar discuss: The key to success in a personal injury law firm. Passionate law practice. … Finding the Right Fit for Your Firm with Saar Swartzon Read More »

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EP 131 - Shannon Prince - Concrete Skills Anyone Can Use for Racial Justice in Their Community

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Play Episode Listen Later Nov 15, 2021 18:10

Dr. Shannon Prince is an Associate at Boies, Schiller, & Flexner in New York. Dr. Prince practices complex litigation and dispute resolution in a variety of areas. Dr. Shannon Prince's new book "Tactics for Racial Justice: Building an Antiracist Organization and Community" can be found at the link below. Use the discount code "FLY21" to purchase the book. https://www.routledge.com/Tactics-for-Racial-Justice-Building-an-Antiracist-Organization-and-Community/Prince/p/book/9780367700287On This Episode, We Discuss...- Concrete Efforts Firms Can Adapt to Support Diversity & Inclusion- Specific Tools for Firms to Learn More on Expanding Diversity- Working on Retention and Ascension in Your Firm

How Legal Tech Innovation Can Drive Success in Your Firm with Azman Jaafar

Fringe Legal

Play Episode Listen Later Oct 21, 2021 18:18

In this episode, Ab speaks with Azman Jaafar, Managing Partner and one of the founding members of RHTLaw Asia on how legal technology can drive success in a law firm.This episode is a special segment to the article "How Legal Tech Innovation Can Drive Success in Your Firm" which was published in the Singapore Law Gazette in October 2021.

EP 126 - Trevor Ewen - Finding Out if Your Firm Needs a Custom Software Solution

Allworth Financial's State of the Industry

Play Episode Listen Later Oct 11, 2021 22:55

Trevor Ewen is the CEO of the Southport Technology Group, a custom software development firm. STG targets decent-size businesses that are tech-enabled with a fair amount of technology throughout their business, but not their primary focus. On This Episode, We Discuss...- Finding the Need for Custom Software in Your Firm- Making Customer Development Easier- Isolating the Problem in Your Firm's Software

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Capital Gains Tax Changes Webinar – What This Could Mean for Your Firm and Your Future

Play Episode Listen Later Sep 17, 2021 43:16

In the latest edition of State of the Industry podcast, titled: “Capital Gains Tax Changes Webinar – What This Could Mean for Your Firm and Your Future,” host and Allworth Co-CEO Scott Hanson welcomes Financial Planning Association (FPA) President Skip Schweiss. The two dissect the impact of the pending capital gains tax increase on advisors who are nearing retirement. Highlights include: The details of the proposed capital gains tax increase legislation How the tax increase could affect the value of your advisory firms Why selling, creating a succession plan, or partnering now could save principals millions The importance of January 1, 2022 How partnership equity could lower your tax exposure

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6️⃣ Steps to Transform to a Digitally-Enabled and Sustainability-Focused Accountancy Services Firm

Cloud Stories | Cloud Accounting Apps | Accounting Ecosystem

Play Episode Listen Later Jun 30, 2021 23:17

Today I'm sharing with you something a little bit different. I was asked to give a keynote speech as part of the ACCA Virtual Conference 2021 conference ACCA Virtual Conference 2021 Reshaping Finance: Digitally Enabled, Sustainability-Focused. The speech was entitled: 6 Steps to Transform to a Digitally-Enabled and Sustainability-Focused Accountancy Services Firm. The topic was something they asked me to talk to, as it was in line with the theme of the conference. The keynote led into a panel discussion with five experts. Typically, I moderate sessions, so it was a bit daunting talking for twenty minutes, and then leading into the panel session. It was extremely gratifying, and relieving that during the 90 minutes panel session, each of the panelists referenced a part of my talk in their responses. I'd successfully delivered a keynote, that formed a foundation for, and warmed up everyone for the panel discussion to follow. If you find yourself giving a speech after someone else, it helps with the continuity of the conference, and the connection to the audience, if you can weave an element of what they said into what you are sharing. To get you in the mood I will read to you the synopsis of the conference: A renewed optimism about the future, post-COVID-19, is establishing itself – led by the growth of the Digital Economy. The Monetary Authority of Singapore (MAS) has introduced several ground-breaking initiatives to promote Green Finance. There have also been significant developments in AI and intelligent automation; and the launch of 5G networks in Singapore, that will further transform the way finance functions operate in future. While these are primarily Singapore examples, they can serve to showcase trends and best practice in the Asia-Pacific region. This Conference is guided by three themes: Shaping a Green & Sustainable Future, Shaping an Ecosystem for Innovation, and Shaping the Future of Your Firm. This keynote was a part of the third track. It will open with a strategic plenary session to set the common dynamic context, before being followed by three interactive tracks to provide you with targeted knowledge on specific areas of developments relevant to you, to enable you to respond to these evolving but dramatic changes to the economy. And finally, I've chosen not to heavily edit it, so you will hear some references to the conference at the start and at the very end, but I do not think it detracts from what I'm sharing. I hope you enjoy it. Subscribe to the Accounting Apps newsletter here http:// HeatherSmithAU.COM

Episode 11: Chris Norman

Trial Lawyer View Podcast

Play Episode Listen Later Jun 4, 2021 43:04

In this episode of Trial Lawyer View, host Jason D. Lazarus speaks with Chris Norman of Wais, Vogelstein, Forman & Offutt LLC about what led him out of the defense side and into the world of representing plaintiffs who are the victim of medical malpractice, being given the opportunity to be involved in complex litigation, and how he thinks the law has gone in a direction where everything is specialized. Learn more about Chris Norman: https://bit.ly/3fF8daR 03:39 - The Importance of Taking Risks 09:25 - Role Models 12:22 - Medical Malpractice Defense Experience 18:20 - What Attracted You to Your Firm? 20:42 - OB and Neonatal Malpractice 23:16 - Dealing with the Emotional Aspects of Each Case 24:57 - Structuring Settlements 27:30 - How to Develop a Specialization 29:11 - Involvement with MAJ 33:35 - Future Plans 34:40 - Tips for Success

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Hiring and EDI – How to Get it Right

Work that Works

Play Episode Listen Later Apr 21, 2021 58:48

MEMBER ONLY RESOURCESHiring and EDI - How to Get it RightRESOURCESStrategies for Retaining Diverse LawyersShifting the Cultural Mindset at Your Firm or OrganizationDiversity for Solo, Small and Mid-sized FirmsCultural Competency as Your competitive AdvantageDocument your CPD HoursHave feedback? Email us at pod@oba.org with your thoughts and comments.

solo hiring mid get it right your firm

HR Huddle: Supporting Flexible Career Pathways Part 2

Inspired Ideas

Play Episode Listen Later Mar 22, 2021 25:17

In the March 22, 2021 HR Huddle, Tamera Loerzel and Jennifer Wilson continue discussing the importance of clarifying your careers paths, including the path to partner. For access to the competency tools discussed in this HR Huddle, please email info@convergencecoaching.com. To access the article, What's Your Firm's Path to Partner, visit: https:/www.aicpastore.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2012/CPA/Nov/PathPartner.jsp

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Episode 79: Working Remote in 2020 – What Law Firms Need to Know with Marcia Watson Wasserman, Founder and President of Comprehensive Management Solutions, Inc.

The Game Changing Attorney Podcast with Michael Mogill

Play Episode Listen Later Oct 14, 2020 21:00

What you’ll learn in this episode: How law firms have changed due to COVID. What firms are doing with their office and equipment leases. Who firms should be using to negotiate their office and equipment leases. How are lawyers who were previously resistant to working remotely handling the change. What firms need to do to maintain employment morale. About Marcia Watson Wasserman: Marcia Watson Wasserman, founder and president of Comprehensive Management Solutions, Inc., is a seasoned legal management professional with more than 25 years of experience. She provides C.O.O. to Go™ services to boutique and mid-sized law firms. Her expertise includes operational management reviews, management development and training, succession planning, strategic planning, retreat facilitation, and financial management. Prior to consulting, Marcia served as chief operating officer and executive director of several Los Angeles-based and national law firms, including an Am Law 200 firm. Marcia leads monthly Managing Partners’ Roundtables for more than 50 law firms focused on elevating the legal management discussion and sharing best practices. She serves as an associate editor for the American Bar Association’s Law Practice magazine and is a member of the Publishing Board of the ABA’s Law Practice Division. She frequently presents on law practice management topics at local, regional and national conferences, and her writings can be found in leading legal publications. She is the co-author of “Lawyers as Managers: How to Be a Champion for Your Firm and Employees” (ABA 2017). Marcia’s efforts have garnered the recognition of her peers, as she is a Fellow in the College of Law Practice Management. Additional Resources: LinkedIn “Lawyers as Managers: How to Be a Champion for Your Firm and Employees” Transcript

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Senior Executive Briefing | Attracting Talent, Burnout, and More

PSMJ Podcasts Presents

Play Episode Listen Later Sep 30, 2020 57:41

In this topsy-turvy year, it is easy to get buried in the day-to-day grind and forget the critical long-term question of who will lead and grow the firm tomorrow? Your guest host this week is PSMJ Senior Consultant and Director Gregory Hart speaking with three experts on engaging, inspiring, and unleashing your next generation of firm leadership! In this engaging and high energy BROADCAST, we cover: The Secrets for Engaging Top A/E/C Talent...Even When You Aren't Together with Jonathan Wilson | Aviation Services Manager | KPG, P.S. Attracting and retaining next generation superstars will be a permanent problem. So, what should leaders do? How can you create a Turnover Zero workplace? The Risk For Burnout is High Right Now. Is it Lurking in Your Firm? with Peter C. Atherton, P.E. | President and Founder | ActionsProve, LLC It’s been a while since things were ‘normal’ and we may not return to a 2019 way of life anytime soon. With kids back in school and indications that we may be well into 2021 before a COVID-19 vaccine is widely available, stress levels are high for your mid-level managers right now. This Ain’t Your Father’s Architecture Firm! with Jeffrey Meyers | CEO | DS Architecture Want to know the best way to engage a Millennial to be your next CEO? Look no further! We’ll have a fascinating chat with 40-year old CEO of DS Architecture, Jeffrey Meyers.

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19 — Harlan Schillinger — The Future of Legal Marketing

Play Episode Listen Later Aug 4, 2020 43:49

“Brand is what people think of you when you're out of the room." - Harlan Schillinger Why was Harlan so insistent on monitoring his clients’ calls before agreeing to work with them? How can smaller law firms compete with the incumbent "fat cats"? Why won't this legal marketing veteran ever truly retire? How can brand and communication take you from churn & burn to referral role model? Why There's No Substitute For Focusing on Your Firm as a Business Legal industry veteran Harlan Schillinger has weathered more than a few market downturns, and he believes right now is a fertile ground for great growth. His advice? Don't panic — get crystal clear. Harlan explains what law firms need to be doing now to thrive, from hacking your internal processes to kickstarting your cash flow and settling cases in the most productive, absolute manner. Make Your Brand Deliver: How To Turn the Client Churn and Burn Around For Harlan, brand is everything: it's what people think of you when you're not in the room, it's what you stand for, and it's a lot more than just a logo. In fact, he goes as far as to say your message means NOTHING if you can't properly express it. Michael and Harlan explore concrete tactical approaches for branding and marketing for firms of all sizes, including building a steadfast company culture, crafting your messaging, and transforming client churn and burn into real referrals. Why Attorneys Need to Get Over Their Social Media Phobia Attorneys have been looking at social media all wrong, and Harlan's here to tell you why (your transactional mindset might have a lot to do with it). Social media is here to stay — so if you haven't got your head in the game, then you need to call on some experts to show you the way. Harlan explains the truth about tracking your intake, why your vital social media presence is the key to delivering credibility day in & day out, and why you should never ask, "How did you hear about us?" Key takeaways: Your problem isn't your leads. Poor knowledge of your own case management system and a lack of intake and conversion metrics might be the real reason why your leads seem like duds! Harlan gives us his insights into what the best firms do right. Team above all. Particularly in times of adversity, you need to pull your key people together, listen to your team, and let common sense rule. As Harlan says, you'll never win the Superbowl unless you have a great team and they're all working together. The power of word of mouth. Good news for the up-and-coming firms: according to Harlan Schillinger, if you haven't got a huge marketing budget, word of mouth still rules. He details how to craft a message of compassion, drum up more business, and keep in touch with people strategically — all in the pursuit of great cases. Links And Resources The Game Changing Attorney Podcast Michael Mogill Facebook Michael Mogill Twitter Michael Mogill Instagram Michael Mogill LinkedIn Crisp Video Website Crisp Video Facebook Crisp Video Group Twitter Crisp Video Instagram Crisp Video LinkedIn Harlan Schillinger Website Harlan Schillinger LinkedIn

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Ep 64- A Focus on Leadership in the Workplace

The Lean Law Firm Podcast

Play Episode Listen Later Jun 23, 2020 30:43

Larry flies solo this week as he interviews co-authors Marcia Wasserman and Andrew Elowitt on their ABA book Lawyers as Managers: How to Be a Champion for Your Firm and Employees. Hear the ugly truth about lack of empathy in the workplace, and discover solutions that will enable managers to change these behaviors. Encouraging positive Read more about Ep 64- A Focus on Leadership in the Workplace[…]

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Episode 029: How to Maximize the Value of Your Firm

AEC Leadership Today Podcast

Play Episode Listen Later Jun 18, 2020 86:14

Today’s episode of the AEC Leadership Today podcast features Tracey Eaves. Tracey is a highly experienced and insightful business valuation consultant with Zweig Group, and our focus is on the actions we must take to maximize the value and the overall success of our firm. The post Episode 029: How to Maximize the Value of Your Firm appeared first on ActionsProve, LLC.

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Cost Recovery for E-Discovery and Litigation with Rob Mattern and Nathan Curtis

Play Episode Listen Later Mar 25, 2020 13:00

Rob Mattern and Nathan Curtis discuss Mattern, LLC's first-of-its-kind survey about law firm cost recovery for e-discovery and litigation support. Find the survey here. Learn more from Rob through an upcoming webinar, The Getting to Zero Strategy, and his column in the March issue of Legal Management, "The Efficiency of the Attorney Experience in Your Firm’s Back Office." Speaker Bios Rob Mattern, MBA, is President and Founder of Mattern, LLC. Mattern has been widely published, including recently in The Wall Street Journal, Law Technology News and Legal Management magazine. He is an editorial board member of Law Journal Newsletters’ Accounting Financial Planning for Law Firms. Nathan Curtis, IGP, is a Consultant at Mattern, LLC, where he is focused on emerging technologies and their application in the legal environment, driving results through Mattern’s customized RFP process, and overseeing service, technology and policy implementations. He is also a Six Sigma Yellow Belt.

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Three Types of Operational Excellence with Rob Mattern

Play Episode Listen Later Mar 25, 2020 25:50

Rob Mattern discusses information governance, outsourcing and back-office efficiency as they relate to his latest educational offerings for the ALA audience.Learn more from Rob through an upcoming webinar, The Getting to Zero Strategy, and his column in the March issue of Legal Management, "The Efficiency of the Attorney Experience in Your Firm's Back Office."Speaker BioRob Mattern, MBA, is President and Founder of Mattern, LLC. Mattern has been widely published, including recently in the The Wall Street Journal, Law Technology News and Legal Management magazine. He is an editorial board member of Law Journal Newsletters' Accounting Financial Planning for Law Firms.

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Cost Recovery for E-Discovery and Litigation with Rob Mattern and Nathan Curtis

Play Episode Listen Later Mar 25, 2020 12:46

Rob Mattern and Nathan Curtis discuss Mattern, LLC's first-of-its-kind survey about law firm cost recovery for e-discovery and litigation support.Find the survey here. Learn more from Rob through an upcoming webinar, The Getting to Zero Strategy, and his column in the March issue of Legal Management, "The Efficiency of the Attorney Experience in Your Firm's Back Office."Speaker BiosRob Mattern, MBA, is President and Founder of Mattern, LLC. Mattern has been widely published, including recently in The Wall Street Journal, Law Technology News and Legal Management magazine. He is an editorial board member of Law Journal Newsletters' Accounting Financial Planning for Law Firms.Nathan Curtis, IGP, is a Consultant at Mattern, LLC, where he is focused on emerging technologies and their application in the legal environment, driving results through Mattern's customized RFP process, and overseeing service, technology and policy implementations. He is also a Six Sigma Yellow Belt.

Three Types of Operational Excellence with Rob Mattern

Play Episode Listen Later Mar 25, 2020 26:00

Rob Mattern discusses information governance, outsourcing and back-office efficiency as they relate to his latest educational offerings for the ALA audience. Learn more from Rob through an upcoming webinar, The Getting to Zero Strategy, and his column in the March issue of Legal Management, "The Efficiency of the Attorney Experience in Your Firm’s Back Office." Speaker Bio Rob Mattern, MBA, is President and Founder of Mattern, LLC. Mattern has been widely published, including recently in the The Wall Street Journal, Law Technology News and Legal Management magazine. He is an editorial board member of Law Journal Newsletters’ Accounting Financial Planning for Law Firms.

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Episode 76: Going Virtual: Establishing a Law Practice Without Walls with Marcia Watson Wasserman, President of Comprehensive Management Solutions, Inc.

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Play Episode Listen Later Feb 26, 2020 18:34

What you’ll learn in this episode: Benefits of going virtual and why this model is on the rise. Challenges of managing a virtual firm and what mistakes to avoid. How having a virtual office can be leveraged as a marketing tool to prospective clients. About Marcia Watson Wasserman: Marcia Watson Wasserman, founder and president of Comprehensive Management Solutions, Inc., is a seasoned legal management professional with more than 25 years of experience. She provides C.O.O. to Go™ services to boutique and mid-sized law firms. Her expertise includes operational management reviews, management development and training, succession planning, strategic planning, retreat facilitation, and financial management. Prior to consulting, Marcia served as chief operating officer and executive director of several Los Angeles-based and national law firms, including an Am Law 200 firm. Marcia leads monthly Managing Partners’ Roundtables for more than 50 law firms focused on elevating the legal management discussion and sharing best practices. She serves as an associate editor for the American Bar Association’s Law Practice magazine and is a member of the Publishing Board of the ABA's Law Practice Division. She frequently presents on law practice management topics at local, regional and national conferences, and her writings can be found in leading legal publications. She is the co-author of “Lawyers as Managers: How to Be a Champion for Your Firm and Employees” (ABA 2017). Marcia’s efforts have garnered the recognition of her peers, as she is a Fellow in the College of Law Practice Management. Additional Resources: Website LinkedIn "Lawyers as Managers: How to Be a Champion for Your Firm and Employees" Transcript

Ep 64: Hiring and Onboarding Best Practices with Marcia Wasserman

The 10 Minute Law Firm Podcast

Play Episode Listen Later Mar 5, 2019 15:32

On this week's episode of the 10 Minute Law Firm Podcast, Larry Port talks hiring and onboarding best practices with Marcia Watson Wasserman. Marcia is the founder and president of Comprehensive Management Solutions and is the co-author of the ABA book Lawyers as Managers: How to Be a Champion for Your Firm and Employees. Take a… Read More »Ep 64: Hiring and Onboarding Best Practices with Marcia Wasserman The post Ep 64: Hiring and Onboarding Best Practices with Marcia Wasserman appeared first on Rocket Matter.

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Unleashing the Young Turks in Your Firm

Rattle & Pedal: B2B Marketing Podcast

Play Episode Listen Later Jan 13, 2019

What does it mean to be a Young Turk and how can leaders identify and empower these people in their own firm? The post Unleashing the Young Turks in Your Firm appeared first on Rattle and Pedal.

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Unleashing the Young Turks in Your Firm

Rattle & Pedal: B2B Marketing Podcast

Play Episode Listen Later Jan 13, 2019

What does it mean to be a Young Turk and how can leaders identify and empower these people in their own firm? The post Unleashing the Young Turks in Your Firm appeared first on Rattle and Pedal.

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Ep. 130 - Want to Chat Over a Drink?

The Law Entrepreneur

Play Episode Listen Later Sep 24, 2018 8:30

There are two great events coming up later this year and I'd love to chat with some of my fellow Law Entrepreneurs over a drink. If you're interested and you haven't already gotten your tickets to ether MacTrack Legal 2018 or Crisp Game Changers Summit, I suggest you get your tickets now because both have limited spots. For more info on what you can expect at MacTrack Legal 2018, you can listen to my most recent episode with Victor Medina: http://thelawentrepreneur.com/ep-124-learn-leverage-iphones-ipads-firm-mactrack-legal-2018-victor-medina/ ( Ep. 124 - Learn How to Leverage iPhones & iPads in Your Firm at MacTrack Legal 2018). You can use the code TLE for $75 off your registration at mactracklegal.com. And for more info about the Crisp Game Changers Summit, you can listen to my episode with Michael Mogill: Ep. 121 - Are You a Game Changer? You can use the code TLE to get $100 off the price of any ticket at crispsummit.com If you've enjoyed the podcast, please head to iTunes and leave a rating & review for the show! It only takes a moment, and really helps me to reach new listeners. You can also head to the website at TheLawEntrepreneur.com for more information on the podcast and my legal services. -- Thank you to our sponsors! Ruby Receptionist - Virtual receptionist & live call services that will help you grow your office (and save money), one call at a time - to learn more, go to callruby.com/lawentrepreneur or call 844.895.7829 Daylite by Marketcircle – business productivity apps specifically for Apple products, with cloud syncing between your Macs, iPhones, & iPads Spotlight Branding – Web presence and branding for law firms - Get a FREE web assessment at spotlightbranding.com/tle The Law Entrepreneur is produced by Podcast Masters

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Episode 11: Become a Champion Manager and a More Profitable Lawyer with Marcia Watson Wasserman and Andrew Elowitt