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Presented by Cynthia Sharp
• Professional CLE Speaker
• Attorney Business Coach
Event Sponsor:
Featuring
Cynthia Sharp
The Sharper Lawyer
2
STRATEGIES FOR TAKING
CHARGE OF YOUR LAW PRACTICE
March 17, 2014
@thesharperlawyer
Preliminary Thoughts
•I would be really happy if we could cover the following:
•I decided to attend “Take Charge” because:
3 @thesharperlawyer
Strategic Skills
4
• Manage client expectations
• Create a culture of client communication
• Deliver top notch client service
• Develop a powerful & loyal staff
• Stay on top of pending cases
• Minimize daily stress & irritation
@thesharperlawyer
Johari Window
What You Know About
Yourself And Everyone Else
Knows Too
What You Know About
Yourself But Nobody
Else Knows
What Everyone Else
Knows About You But
You Don’t Know
What You Don’t Know
About Yourself And
Nobody Else Knows Either
5 @thesharperlawyer
“Insanity: doing the same
thing over and over again
and expecting different
results.”
- Albert Einstein
- Albert Einstein
6 @thesharperlawyer
Goal Setting Tips
7
• Aim high!
• Set specific goals
• Firm deadline
• Don’t allow current results to
control
• Know that you are worthy!
• Take action even if you don’t know
all steps
@thesharperlawyer
“A lawyer shall act with reasonable diligence and
promptness in representing a client.”
Rule 1.3: Diligence
8 @thesharperlawyer
Symptoms of Lack
of Diligence
• Failure to timely file pleadings
• Missed court appearances/meetings
• Files have grown mold
• Numerous requests for extension
9 @thesharperlawyer
Causes of Lack
of Diligence
• Too much work
• Procrastination
• Disorganization
• Incompetency
• Personal issues
10 @thesharperlawyer
“Procrastination is a mechanism for coping
with the anxiety associated with starting or
completing any task or decision.”
- Neil Fiore, Ph.D.
11 @thesharperlawyer
12 @thesharperlawyer
Activity Management Concept -
Covey Quadrant
I.
Urgent/Important
II.
Not Urgent/Important
III.
Urgent/Not Important
IV.
Not Urgent/Not Important
13 @thesharperlawyer
The Ideal Week
14 @thesharperlawyer
The Ideal Week
15 @thesharperlawyer
The Ideal Week
16 @thesharperlawyer
The One Year Challenge
17 @thesharperlawyer
The One Year Challenge
18 @thesharperlawyer
19 @thesharperlawyer
What is Your Most
Powerful
Negotiation Tip?
20 @thesharperlawyer
Rule 1.4: Communication
(a) A lawyer shall:
(1) promptly inform the client of any decision or circumstance with respect to which the client’s
informed consent, as defined in Rule 1.0(e), is required by these Rules;
(2) reasonably consult with the client about the means by which the client’s objectives are to be
accomplished;
(3) keep the client reasonably informed about the status of the matter;
(4) promptly comply with reasonable requests for information; and
(5) consult with the client about any relevant limitation on the lawyer’s conduct when the lawyer
knows that the client expects assistance not permitted by the Rules of Professional Conduct or other
law.
(b) A lawyer shall explain a matter to the extent reasonably necessary to permit the client to make
informed decisions regarding the representation.
(c) A lawyer in private practice shall inform a new client in writing if the lawyer does not have
professional liability insurance of at least $100,000 per occurrence and $300,000 in the aggregate per
year, subject to commercially reasonable deductibles, retention or co-insurance, and shall inform
existing clients in writing at any time the lawyer’s professional liability insurance drops below either of
those amounts or the lawyer’s professional liability insurance is terminated. A lawyer shall maintain a
record of these disclosures for six years after the termination of the representation of a client.
21 @thesharperlawyer
Communication with Person Represented By Counsel
“In representing a client, a lawyer shall not communicate
about the subject of the representation with a person the
lawyer knows to be represented by another lawyer in the
matter, unless the lawyer has the consent of the other
lawyer or is authorized to do so by law or a court order.”
Rule 4.2
22 @thesharperlawyer
23 @thesharperlawyer
Strong Case
Management System
24 @thesharperlawyer
Develop Rapport
25 @thesharperlawyer
26
Ask Open Ended
Questions
@thesharperlawyer
Listen Actively
27 @thesharperlawyer
Keep Client Informed
28 @thesharperlawyer
Defining The Terms of
Client Service
•Retainer Agreement
•Non-engagement Letter
•Termination Letter
29 @thesharperlawyer
Retainer Agreement
30
•Responsibilities of Lawyer
•Obligations of Client
•Scope of Representation
•Lay Out Stages of Case
•Payment of Costs
•Retainer Policy
•Billing and Payment Policies
@thesharperlawyer
Retainer Agreement
31
• Grounds for Withdrawal
• Nonpayment
• Client Misrepresentation
• Failure to Cooperate
• Client Requests Unethical Behavior
• Include Sunset Provision
• New Agreement for Each Matter
@thesharperlawyer
Non-Engagement Letter
32
•Anytime You Don’t Accept Matter
•Recommend Second Opinion
•Be Brief and Polite
•Record of Transmittal
@thesharperlawyer
Termination Letter
33
•Reason for Termination
•Conclusion
•Nonpayment
•Conflict Discovery
•Client Terminates
•Failure to Cooperate
@thesharperlawyer
34
Termination Letter
•How to Obtain File
•Status of Fees
•Client Satisfaction Survey
•Ask for Referral
•Ask for Testimonial
@thesharperlawyer
35
Client Relations
•Welcome Letter
•Client Satisfaction Survey
•Phone Appointments
@thesharperlawyer
Attorney
Competence
36
Rule 1.1
“A lawyer shall provide competent representation to a
client. Competent representation requires the legal
knowledge, skill, thoroughness and preparation
reasonably necessary for the representation.”
@thesharperlawyer
Business Expertise
• Business Creator
• Business Operator
• Business Innovator
• People Developer
37 @thesharperlawyer
Improve Your Law Firm’s
Bottom Line
“A buck in the hand in worth two on the
books.”
- David Farber
38 @thesharperlawyer
Significance of Key
Performance Indicators
A KPI is any measurement
or statistic that is
quantifiable, reflects a
firm’s goals, and is viewed
as key to its short and long
term success.
39 @thesharperlawyer
KPI
•Effective Billing Rate
•Number of hours spent on project by
attorneys and professional staff.
•Assists in setting future rates and in
ascertaining whether a particular
practice area is profitable.
40 @thesharperlawyer
41
KPI
•Profit/Expense Ratio - This is determined by dividing
gross revenue by partner profit.
•Presume $300,000 gross revenue and $140,000 in
expenses.
•Profit/Expense Ratio - 53%
@thesharperlawyer
•Number of New Matters Open This Year
•Presume average matter generates $3,000
in revenue
•Add new matters by increasing
conversion rate
•1 new matter per month = $36,000
additional revenue per year.
42
KPI
@thesharperlawyer
•CONVERSION RATE
•Number of Consulting Individuals Who Become
Clients
•Increase conversion rate through follow up
•Requires follow up
43
KPI
@thesharperlawyer
•Number of New Matters for Existing
Clients
•Do your clients return for other matters?
•Do you maintain ongoing relationships
with clients?
•Data Base
•Newsletters
•Informational Pieces
•Seminars
44
KPI
@thesharperlawyer
•Collection Realization Rate
•Percentage of billed work the firm
actually collects.
•Divide the amount billed to all clients
by the amount of those bills collected.
•Bill 1500/Collect 1200 CRR = 80%.
45
KPI
@thesharperlawyer
•Billing Realization Rate.
•Percentage of recorded billable time
actually billed to clients.
•Billable time -1700 hours/ Billed time
1500 hours BRR 88%
46
KPI
@thesharperlawyer
•Billable Hours
•“A lawyer's time and advice are his
stock in trade”. Abraham Lincoln
•$250 per hour
•Additional 5 hours per month = $15,000
per year
47
KPI
@thesharperlawyer
•Increase in awareness will improve bottom line.
•Structuring law practice as efficient business increases
possibility that practice can be sold in the marketplace,
thereby ultimately increasing the attorney’s net worth.
48
Building a Practice to Sell
@thesharperlawyer
Leverage Yourself
49 @thesharperlawyer
MEMOS
•In Ray James Madison
•In Ray John Smith
•In Ray Millicent Daniels
•In Ray Tammy Curry
@thesharperlawyer
“Leadership is the
art of getting
someone else to
do something you
want done
because he wants
to do it.”
Dwight D. Eisenhower
34th President of the United States
51 @thesharperlawyer
“The Buck
Stops Here”
Popularized by Harry S Truman
52 @thesharperlawyer
Delegation Dynamics
53
•The Fundamental Process
•Delegation Reluctance
•Problematic Delegation
Problems
•Action Plan - Moving Forward
@thesharperlawyer
Setting the Stage
•Organization Chart
•Regular Staff Meetings
•SOP Manual
•Culture of Trust
The Fundamental Process
54 @thesharperlawyer
Types of Delegation
•BASIC: Expectation is to follow instructions
explicitly
•CHALLENGING: Responsibility for an outcome
The Fundamental Process
What can I delegate?
55 @thesharperlawyer
The Responsibility Shift
56 @thesharperlawyer
The Responsibility Shift
57 @thesharperlawyer
•Review the assignment. Loose ends?
•Clearly define the responsibility to be
assigned
•Who is right for the job?
•Team Attitude
The Fundamental Process
The Preparation Phase
58 @thesharperlawyer
•Specificity as to end result
•Explicit authority (or lack
thereof)Available resources Set
specific deadlines
•Set specific deadlines
The Fundamental Process
The Explanation Phase
59 @thesharperlawyer
•Confirm understanding of assignment
•Encourage QuestionsSupport and
Communicate Give Feedback
The Fundamental Process
The Conversation Phase
60 @thesharperlawyer
•Discourage Upward Delegation
•Watch Out for Re-delegation
The Fundamental Process
61 @thesharperlawyer
Delegation Reluctance
“Old habits die hard.”
~ English Proverb
62 @thesharperlawyer
•Nobody does it better
•Not enough time
•Fear of Resentment
•Unclear as to Authority
Delegation Reluctance
63 @thesharperlawyer
Problematic Delegation Styles
Procrastination
64 @thesharperlawyer
Problematic Delegation Styles
Micromanagement
65 @thesharperlawyer
Problematic Delegation Styles
Dump and Run
66 @thesharperlawyer
The Mistake Process
“Mistakes are a part of being human.
Appreciate your mistakes for what
they are: precious life lessons that can
only be learned the hard way. Unless
it's a fatal mistake, which, at least,
others can learn from.”
~ Al Franken, "Oh, the Things I Know", 2002
67 @thesharperlawyer
The Mistake Process
Delegator
•Private Discussions
•Support with Corrective Measures
•What is the “Learning”?
68 @thesharperlawyer
The Mistake Process
Delegatee
•Confess quickly (if you
find the mistake)
•Ask for support where
needed
•Create process to avoid
similar errors
69 @thesharperlawyer
MRPC 5.1 Responsibilities Of Partners,Managers, And Supervisory
LawyersMRPC 5.2 Responsibilities Of A Subordinate LawyerMRPC 5.3
Responsibilities Regarding Nonlawyer Assistants
70 @thesharperlawyer
The Reality Focus
Self Assessment Tool
71 @thesharperlawyer
Work/Life Balance
72 @thesharperlawyer
Take Charge Plan
73 @thesharperlawyer
Four Decisions
•Decide what you want
•Decide what you will give
up to get what you want
•Decide to take personal
responsibility
•Decide what value and
service you are going to
offer74 @thesharperlawyer
“If you plan on being
anything less than you are
capable of being, you will
probably be unhappy all
the days of your life.”
- Abraham Maslow
- Abraham Maslow
- Abraham Maslow
75 @thesharperlawyer
Moving Forward
•Did you learn anything new today?
•Did you gain any insight into yourself or someone else?
•Do you plan to change any of your behaviors as a result
of today’s session?
@thesharperlawyer
Evaluations
77 @thesharperlawyer
@thesharperlawyer
Connect with Cindy
like us follow us follow us share with us
The Sharper Lawyer
connect with us
@thesharperlawyer
The Sharper Lawyer
now offers
a complimentary
half hour coaching session.
Email Cindy for more details!
cindy@thesharperlawyer.com
@thesharperlawyer
Thank You
The Sharper Lawyer
www.thesharperlawyer.com

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The Ethics of Law Practice and Legal Marketing in a Social Media Environment ...
 

STRATEGIES FOR TAKING CHARGE OF YOUR LAW PRACTICE - PBI 2014

  • 1. Presented by Cynthia Sharp • Professional CLE Speaker • Attorney Business Coach
  • 2. Event Sponsor: Featuring Cynthia Sharp The Sharper Lawyer 2 STRATEGIES FOR TAKING CHARGE OF YOUR LAW PRACTICE March 17, 2014 @thesharperlawyer
  • 3. Preliminary Thoughts •I would be really happy if we could cover the following: •I decided to attend “Take Charge” because: 3 @thesharperlawyer
  • 4. Strategic Skills 4 • Manage client expectations • Create a culture of client communication • Deliver top notch client service • Develop a powerful & loyal staff • Stay on top of pending cases • Minimize daily stress & irritation @thesharperlawyer
  • 5. Johari Window What You Know About Yourself And Everyone Else Knows Too What You Know About Yourself But Nobody Else Knows What Everyone Else Knows About You But You Don’t Know What You Don’t Know About Yourself And Nobody Else Knows Either 5 @thesharperlawyer
  • 6. “Insanity: doing the same thing over and over again and expecting different results.” - Albert Einstein - Albert Einstein 6 @thesharperlawyer
  • 7. Goal Setting Tips 7 • Aim high! • Set specific goals • Firm deadline • Don’t allow current results to control • Know that you are worthy! • Take action even if you don’t know all steps @thesharperlawyer
  • 8. “A lawyer shall act with reasonable diligence and promptness in representing a client.” Rule 1.3: Diligence 8 @thesharperlawyer
  • 9. Symptoms of Lack of Diligence • Failure to timely file pleadings • Missed court appearances/meetings • Files have grown mold • Numerous requests for extension 9 @thesharperlawyer
  • 10. Causes of Lack of Diligence • Too much work • Procrastination • Disorganization • Incompetency • Personal issues 10 @thesharperlawyer
  • 11. “Procrastination is a mechanism for coping with the anxiety associated with starting or completing any task or decision.” - Neil Fiore, Ph.D. 11 @thesharperlawyer
  • 13. Activity Management Concept - Covey Quadrant I. Urgent/Important II. Not Urgent/Important III. Urgent/Not Important IV. Not Urgent/Not Important 13 @thesharperlawyer
  • 14. The Ideal Week 14 @thesharperlawyer
  • 15. The Ideal Week 15 @thesharperlawyer
  • 16. The Ideal Week 16 @thesharperlawyer
  • 17. The One Year Challenge 17 @thesharperlawyer
  • 18. The One Year Challenge 18 @thesharperlawyer
  • 20. What is Your Most Powerful Negotiation Tip? 20 @thesharperlawyer
  • 21. Rule 1.4: Communication (a) A lawyer shall: (1) promptly inform the client of any decision or circumstance with respect to which the client’s informed consent, as defined in Rule 1.0(e), is required by these Rules; (2) reasonably consult with the client about the means by which the client’s objectives are to be accomplished; (3) keep the client reasonably informed about the status of the matter; (4) promptly comply with reasonable requests for information; and (5) consult with the client about any relevant limitation on the lawyer’s conduct when the lawyer knows that the client expects assistance not permitted by the Rules of Professional Conduct or other law. (b) A lawyer shall explain a matter to the extent reasonably necessary to permit the client to make informed decisions regarding the representation. (c) A lawyer in private practice shall inform a new client in writing if the lawyer does not have professional liability insurance of at least $100,000 per occurrence and $300,000 in the aggregate per year, subject to commercially reasonable deductibles, retention or co-insurance, and shall inform existing clients in writing at any time the lawyer’s professional liability insurance drops below either of those amounts or the lawyer’s professional liability insurance is terminated. A lawyer shall maintain a record of these disclosures for six years after the termination of the representation of a client. 21 @thesharperlawyer
  • 22. Communication with Person Represented By Counsel “In representing a client, a lawyer shall not communicate about the subject of the representation with a person the lawyer knows to be represented by another lawyer in the matter, unless the lawyer has the consent of the other lawyer or is authorized to do so by law or a court order.” Rule 4.2 22 @thesharperlawyer
  • 24. Strong Case Management System 24 @thesharperlawyer
  • 28. Keep Client Informed 28 @thesharperlawyer
  • 29. Defining The Terms of Client Service •Retainer Agreement •Non-engagement Letter •Termination Letter 29 @thesharperlawyer
  • 30. Retainer Agreement 30 •Responsibilities of Lawyer •Obligations of Client •Scope of Representation •Lay Out Stages of Case •Payment of Costs •Retainer Policy •Billing and Payment Policies @thesharperlawyer
  • 31. Retainer Agreement 31 • Grounds for Withdrawal • Nonpayment • Client Misrepresentation • Failure to Cooperate • Client Requests Unethical Behavior • Include Sunset Provision • New Agreement for Each Matter @thesharperlawyer
  • 32. Non-Engagement Letter 32 •Anytime You Don’t Accept Matter •Recommend Second Opinion •Be Brief and Polite •Record of Transmittal @thesharperlawyer
  • 33. Termination Letter 33 •Reason for Termination •Conclusion •Nonpayment •Conflict Discovery •Client Terminates •Failure to Cooperate @thesharperlawyer
  • 34. 34 Termination Letter •How to Obtain File •Status of Fees •Client Satisfaction Survey •Ask for Referral •Ask for Testimonial @thesharperlawyer
  • 35. 35 Client Relations •Welcome Letter •Client Satisfaction Survey •Phone Appointments @thesharperlawyer
  • 36. Attorney Competence 36 Rule 1.1 “A lawyer shall provide competent representation to a client. Competent representation requires the legal knowledge, skill, thoroughness and preparation reasonably necessary for the representation.” @thesharperlawyer
  • 37. Business Expertise • Business Creator • Business Operator • Business Innovator • People Developer 37 @thesharperlawyer
  • 38. Improve Your Law Firm’s Bottom Line “A buck in the hand in worth two on the books.” - David Farber 38 @thesharperlawyer
  • 39. Significance of Key Performance Indicators A KPI is any measurement or statistic that is quantifiable, reflects a firm’s goals, and is viewed as key to its short and long term success. 39 @thesharperlawyer
  • 40. KPI •Effective Billing Rate •Number of hours spent on project by attorneys and professional staff. •Assists in setting future rates and in ascertaining whether a particular practice area is profitable. 40 @thesharperlawyer
  • 41. 41 KPI •Profit/Expense Ratio - This is determined by dividing gross revenue by partner profit. •Presume $300,000 gross revenue and $140,000 in expenses. •Profit/Expense Ratio - 53% @thesharperlawyer
  • 42. •Number of New Matters Open This Year •Presume average matter generates $3,000 in revenue •Add new matters by increasing conversion rate •1 new matter per month = $36,000 additional revenue per year. 42 KPI @thesharperlawyer
  • 43. •CONVERSION RATE •Number of Consulting Individuals Who Become Clients •Increase conversion rate through follow up •Requires follow up 43 KPI @thesharperlawyer
  • 44. •Number of New Matters for Existing Clients •Do your clients return for other matters? •Do you maintain ongoing relationships with clients? •Data Base •Newsletters •Informational Pieces •Seminars 44 KPI @thesharperlawyer
  • 45. •Collection Realization Rate •Percentage of billed work the firm actually collects. •Divide the amount billed to all clients by the amount of those bills collected. •Bill 1500/Collect 1200 CRR = 80%. 45 KPI @thesharperlawyer
  • 46. •Billing Realization Rate. •Percentage of recorded billable time actually billed to clients. •Billable time -1700 hours/ Billed time 1500 hours BRR 88% 46 KPI @thesharperlawyer
  • 47. •Billable Hours •“A lawyer's time and advice are his stock in trade”. Abraham Lincoln •$250 per hour •Additional 5 hours per month = $15,000 per year 47 KPI @thesharperlawyer
  • 48. •Increase in awareness will improve bottom line. •Structuring law practice as efficient business increases possibility that practice can be sold in the marketplace, thereby ultimately increasing the attorney’s net worth. 48 Building a Practice to Sell @thesharperlawyer
  • 50. MEMOS •In Ray James Madison •In Ray John Smith •In Ray Millicent Daniels •In Ray Tammy Curry @thesharperlawyer
  • 51. “Leadership is the art of getting someone else to do something you want done because he wants to do it.” Dwight D. Eisenhower 34th President of the United States 51 @thesharperlawyer
  • 52. “The Buck Stops Here” Popularized by Harry S Truman 52 @thesharperlawyer
  • 53. Delegation Dynamics 53 •The Fundamental Process •Delegation Reluctance •Problematic Delegation Problems •Action Plan - Moving Forward @thesharperlawyer
  • 54. Setting the Stage •Organization Chart •Regular Staff Meetings •SOP Manual •Culture of Trust The Fundamental Process 54 @thesharperlawyer
  • 55. Types of Delegation •BASIC: Expectation is to follow instructions explicitly •CHALLENGING: Responsibility for an outcome The Fundamental Process What can I delegate? 55 @thesharperlawyer
  • 56. The Responsibility Shift 56 @thesharperlawyer
  • 57. The Responsibility Shift 57 @thesharperlawyer
  • 58. •Review the assignment. Loose ends? •Clearly define the responsibility to be assigned •Who is right for the job? •Team Attitude The Fundamental Process The Preparation Phase 58 @thesharperlawyer
  • 59. •Specificity as to end result •Explicit authority (or lack thereof)Available resources Set specific deadlines •Set specific deadlines The Fundamental Process The Explanation Phase 59 @thesharperlawyer
  • 60. •Confirm understanding of assignment •Encourage QuestionsSupport and Communicate Give Feedback The Fundamental Process The Conversation Phase 60 @thesharperlawyer
  • 61. •Discourage Upward Delegation •Watch Out for Re-delegation The Fundamental Process 61 @thesharperlawyer
  • 62. Delegation Reluctance “Old habits die hard.” ~ English Proverb 62 @thesharperlawyer
  • 63. •Nobody does it better •Not enough time •Fear of Resentment •Unclear as to Authority Delegation Reluctance 63 @thesharperlawyer
  • 66. Problematic Delegation Styles Dump and Run 66 @thesharperlawyer
  • 67. The Mistake Process “Mistakes are a part of being human. Appreciate your mistakes for what they are: precious life lessons that can only be learned the hard way. Unless it's a fatal mistake, which, at least, others can learn from.” ~ Al Franken, "Oh, the Things I Know", 2002 67 @thesharperlawyer
  • 68. The Mistake Process Delegator •Private Discussions •Support with Corrective Measures •What is the “Learning”? 68 @thesharperlawyer
  • 69. The Mistake Process Delegatee •Confess quickly (if you find the mistake) •Ask for support where needed •Create process to avoid similar errors 69 @thesharperlawyer
  • 70. MRPC 5.1 Responsibilities Of Partners,Managers, And Supervisory LawyersMRPC 5.2 Responsibilities Of A Subordinate LawyerMRPC 5.3 Responsibilities Regarding Nonlawyer Assistants 70 @thesharperlawyer
  • 71. The Reality Focus Self Assessment Tool 71 @thesharperlawyer
  • 73. Take Charge Plan 73 @thesharperlawyer
  • 74. Four Decisions •Decide what you want •Decide what you will give up to get what you want •Decide to take personal responsibility •Decide what value and service you are going to offer74 @thesharperlawyer
  • 75. “If you plan on being anything less than you are capable of being, you will probably be unhappy all the days of your life.” - Abraham Maslow - Abraham Maslow - Abraham Maslow 75 @thesharperlawyer
  • 76. Moving Forward •Did you learn anything new today? •Did you gain any insight into yourself or someone else? •Do you plan to change any of your behaviors as a result of today’s session? @thesharperlawyer
  • 79. Connect with Cindy like us follow us follow us share with us The Sharper Lawyer connect with us @thesharperlawyer
  • 80. The Sharper Lawyer now offers a complimentary half hour coaching session. Email Cindy for more details! cindy@thesharperlawyer.com @thesharperlawyer
  • 81. Thank You The Sharper Lawyer www.thesharperlawyer.com

Hinweis der Redaktion

  1. Welcome. Thank LSI Thank audience (other options etc) After my formal remarks, I meet you. You ask Qs
  2. Now let’s get down to work. Choice over the next 3 hours (minimum or participate) The handouts were available for upload. You will get the most out of this session if you begin working with the tools provided in the handout as I refer to them. For now, if you could focus your thoughts on reasons you came to this session What will it take for you to rate this webinar an Excellent. Just remember that your participation is key
  3. Normally, attorneys from all different backgrounds and practice areas attend. Private (all sizes), Corp, govt, retired bec. the principles apply everywhere Emphasis - structure yourself and practice to avoid ethics infractions Soft skills (diligence/communication) top infractions. You will start incorporating the concepts and tools into your life/practice TODAY
  4. pp. 4 - 5 handout
  5. Rules for Missouri and NC in material. 8 - 11 Ga attys can email me for copy Georgia - The maximum penalty for violation of this rule is disbarment.
  6. p. 12 materials
  7. pp. 13 and 14
  8. pp. 15 - 16
  9. Rules pp. 23 - 28
  10. Rules pp. 29 - 37
  11. Client Welcome Letter pp. 38,39
  12. Client Satisfaction Survey p. 40
  13. Business plan Marketing Plan/Improve rainmaking capabilities Practice manuals/SOPs/Infrastructure for efficient delivery of legal services.
  14. - Successful practice starts with leadership who pays attention to firm’s financial indicators and takes strategic action when they are off course. - Can increase net profit without working harder if you run your practice like a business/ focus on highly profitable activities. Develop practice management skills.
  15. -Jumbo Jet story - Firm grasp will allow attorney to set attainable yet challenging goals, assess/reassess. - Informed decisions that can be promptly implemented - Aware of adjustments that need to be made in the firm’s structure in order to improve the firm’s overall financial performance. - Or you could let your firm run you.
  16. Even if flat fee or contingent attorneys
  17. An attorney who tracks the above information closely and responds accordingly by developing focused strategies will not only improve bottom line but will also build a practice that could be sold. However, lawyers are steeped in the long tradition of simply “winding down” practices, essentially abandoning a valuable asset. Indeed, as pointed out by Michael Gerber, “..most legal practices are jobs for the attorneys who own them.” This paradigm survives in large part because of continued outdated attitudes, lack of training in business principles and the scarcity of guidance as to the sales process. Indeed, the concept remains in its nascent stages even though Model Rule of Professional Conduct 1.17 established the ethical requirements for the sale of a practice over 30 years ago.