When you were growing up, did you play a sport, play an instrument or sing, or act in your school plays? If so, I bet you learned several things about discipline, commitment and practice that have helped you practicing law. I know I did.

On my birthday last week, a friend from high school posted this photo from the local newspaper from way back when. It made me think what I learned from playing football. Here are two important points:

  1. When this photo was taken I actually played tailback not quarterback.
  2. Yes, my nickname was “Corky.” I hate to let that secret slip out. I had to lose that name when I became a lawyer. I always wished my parents had decided on Dell rather than Corky, but…

Here is what I learned playing football in high school that applied to my work as a lawyer:

  1. I was not good enough to play at a major college. It was a good thing I had a plan B.(While practicing law, I lost my largest client twice. I always had a plan B.)
  2. Success during the season was directly related to the work done in the off-season. (Success helping clients was directly related to how I spent my non-billable time.)
  3. It takes a team: The line, and the fullback in the case of the photo, were extremely important. (I got to a point where I had to rely on delegating work.)
  4. As Vince Lombardi said: To be successful I had to keep my eyes open and run for the daylight. (As a lawyer, I looked to my clients’ potential future problems or opportunities.)
  5. You begin each season with a detailed playbook.(I had a plan for each year.)
  6. The playbook should be designed around the strength of the players. (My plan focused on talents and my interests.)
  7. No matter how good the playbook, you have to be willing to change the game plan to be successful against a specific defense. (I constantly changed my plan during the year as new opportunities arose.)
  8. During a play you have to be able to adapt to the circumstances you confront. (I frequently was first to try new technology-like video cameras.)
  9. You cannot win with a one dimensional offense. (I focused on both building my profile and building relationships.)
  10. Learning how to respond from a disappointing loss is very important. (I lost some trials and was turned down by some potential clients. It was challenging, but important to get up and try again.)

 

Recently, a lawyer I coach told me that the most important thing she got out of the client development coaching program is that she could be successful doing the client development activities that she enjoyed the most.

If you do not enjoy client development activites, you will likely not do them. You will easily find an excuse to justify not doing them. When you are doing the activities, you will subconsciously prove to yourself they will not work.

I loved writing for contractors and speaking at their industry meetings. I did not enjoy going to Bar meetings, networking or going to Rotary Club meetings. I felt uncomfortable “asking” for business. I focused on what I enjoyed and did well and quit doing things I did not enjoy.

So should you.

I recently posted: Top 10 Ways to Really Increase Profits Per Partner.I want to expand on what I suggested.

Every law firm wants to increase revenue and profitability. Many do so by raising rates and increasing the hours billed expectations. That, at best, has limited value and it presupposes that clients are willing to pay higher rates and provide more work without the firm adding any value.

Expanding business with existing clients and bringing in new clients has a far more significant and lasting value. Which lawyers in your firm are best positioned to do this?

In most surveys, the vast majority of business clients report:

  • Female Atty.pngThey hire lawyers rather than law firms.
  • They have confidence in their law firms’ senior lawyers, but either do not know or do not have confidence in their law firms’ junior lawyers.
  • A lawyer gets considered by a client based on recommendations and his or her reputation and profile.
  • A lawyer gets hired based on his or her ability to connect and generate trust and rapport with the client’s decision makers.
  • Approximately 75% of the Fortune 1000 General Counsels are dissatisfied with their present law firm and would replace the firm if they thought any other firm would do better.
  • They are generally not dissatisfied with the quality of the work or the hourly rates of at least the senior lawyers.
  • Instead, they are dissatisfied over the lawyers’ lack of knowledge of the industry, company and decision makers, the lack of innovation and the lack of quality service including responsiveness.

Most senior partners are well-known by their clients and their target market. Clients have either decided to hire them or have hired senior partners in other law firms. As a result, their revenue from business generation has flattened out. As important, those senior partners are reaching retirement age.

Your firm’s real chance for a dramatic increase is to build your next generation of rainmakers by teaching younger lawyers how to build their profile and reputation, and how to build trust and rapport with clients and potential clients. If your firm teaches your younger lawyers how to build relationships with clients and provide extraordinary service, you are more likely to retain and expand relationships with existing clients.

If you want my ideas on how to do it, take a look at my article Building The Next Generation of Rainmakers in The Practical Lawyer.

Have you set any goals for your career? Have you set any goals for this year?

If you haven’t, you are not alone. One reason I gave up my law practice was because I discovered my firm’s newly promoted partners had not created a plan or set any kind of goals. At their orientation in February 10 years ago, I asked:

How many of you have created a business plan with written goals for this year?

I waited for hands to go up. I asked again. No hands were raised. It was at that moment I decided to work with lawyers.

I recently read this great quote from Oprah Winfrey:

Energy is the essence of life. Every day you decide how you’re going to use it by knowing what you want and what it takes to reach that goal, and by maintaining focus.

Setting goals gives you the best opportunity to most effectively use your time and your energy. Yet, it is a difficult process. To set goals, you must focus on something other than just doing billable work. To quote John Lennon: ”Life is what happens while you are busy making other plans.” For lawyers “life” means doing billable work.

To set goals you must be willing to look inside and determine what you really want. Sitting down and writing out what you want to achieve in the short-term as well as the long-term can be daunting. Achieving goals requires a commitment of time and energy, and willingness to take a risk.

Yet, taking a risk can make your career way more enjoyable. I know because that was my experience.  I also know that feeling you have more control over your future can make the commitment of time and energy well worth it.

If you have been reluctant to set goals, I hope I have persuaded you. If you are ready to get started, read: Three Exercises to Help You Set Goals for 2012 and do the three exercises.

  1. Other than a number of billable hours, what is expected of associates?
  2. What kind of feedback will I receive?
  3. How will I know if I am on track to make partner?
  4. What is the training and development program?
  5. What percentage of associates are still with the firm after 5 years?
  6. What percentage of eligible associates are promoted?
  7. What makes the firm unique?
  8. When will I be expected to bring in business?

If you already know that you are expected to bring in business and you would like my help, I am still forming monthly and bi-monthly group telephone coaching groups. I want to limit each group to six participants so that it can be more like one-on-one coaching than like a lecture from me. If you are interested in learning more, contact Joyce at jflo@cordellparvin.com

 

If you haven’t already, you should read: Succeed: How We Can Reach Our Goals. It is a book that will give you insights and tips on how you can reach your goals.

If you are a regular reader, you know I have referenced Dr. Heidi Gran Halvorson’s writing several times in: Client Development: Change What You Think it Takes to Succeed, Why Some Potential Rainmakers are Overlooked, A Top Success Tip: Set a Goal and Review Obstacles, Are you doing the 9 things successful lawyers do differently?, and 10 Things Successful Lawyers I Have Coached Do Differently.

Recently I shared with lawyers I coach a What Successful People Do Differently podcast interview, including the transcript. Several lawyers I coach found Dr. Halvorson’s podcast helpful.

Are you energized by your 2013 business plan? If not, consider this quote from the book:

Big-picture, why thinking about your goal is most helpful for getting you motivated and energized, focusing you on the rewards you can gain, and encouraging self-control and persistence. Nitty-gritty, what thinking will benefit you most when your goal involves doing something difficult or unfamiliar, focusing you on the practical details of getting the job done, and helping you to avoid procrastination.

Read that quote a couple of times. The essence is you have to do big picture “why” thinking to get yourself motivated and energized. Then you have got to do the nitty-gritty what thinking to take action to achieve your goals.

You will find many other great ideas in the book. As I have mentioned in previous blog posts, when I read a business book, I highlight what I believe applies to me and then print the highlights. If you have a Kindle or Kindle app for your iPad, you can highlight while you are reading and go to your Kindle page to collect what you have highlighted.

If you would like for me to recommend other books, share with me the topic that you want to learn.

 

Do you watch “Suits?” If so, you likely know that no associates want to work for Louis Litt. I suspect that the associates would like the opportunity to work for Harvey Spector, but they may not enjoy the experience.

Louis is a really smart lawyer, but lacks confidence. That makes him a challenging partner. Yet, if you watch this short video clip you know he has many redeeming qualities.

Harvey, on the other hand, may not be as smart as Louis, but he is smooth and confident. He is also a narcissist, which makes him a difficult partner.

Brice Voran and I wrote about a really smart lawyer who was also a rainmaker in our book: It Takes a Team: You Can’t Make Rain by Yourself. David is a narcissist, like Harvey.

You either have what it takes to make partner, or you don’t. You’re born with it, or you’re not. You have it in your genes – innate work ethic, abilities and talents that steer you to the top – or you sell used cars. Bottom line: Keith doesn’t have it, so he’s blamed his shortcomings on me and bailed. What a loser.

Just reading that line, you get a strong sense why David has chased off another associate and why Keith is moving on to another firm.

What are some things that make partners difficult? I am not speaking of things that would subject a partner and the firm to a lawsuit. I am speaking of speaking of assigning work and supervising the work. In my experience, difficult partners:

  • Don’t think any young lawyers measure up
  • Talk behind the backs of their associates
  • Make unreasonable demands
  • Do not explain assignments
  • Do not give their associates “the big picture” of the project
  • Give assignments at the last minute
  • Complain, but offer no constructive feedback
  • Are not consistent
  • Lose their temper

Lawyers like Louis Litt, Harvey Spector and David are not likely to change how they treat the lawyers who work for them until they see changing is in their own best interest. The most difficult partners don’t ever change.

 

I keep track of my years on my birthdays by famous football player jersey numbers. Today is my Ray Nitschke jersey number birthday.

On birthdays I like to reflect back and fondly remember my experiences practicing law. Very early in my career, I asked myself a simple question:

Why did I want to become a lawyer?

I thought of that when I read a Tony Schwartz  HBR Blog: The Most Important Question You Can Ask. What do you suppose that most important question was?

Why are you here? It’s arguably life’s most important question, but is it one you ask yourself?

A few years ago I spoke at a Texas Young Lawyers Association (TYLA) event.  I began by asking the lawyers: “How many of you are totally satisfied with your career and life?” Only a few raised their hand.  I actually thought that was a good thing.  Anyone who is totally satisfied is not growing as a lawyer.

I shared with the group my thoughts on finding your “major definite purpose.”  I got the idea originally from Napoleon Hill.  A few years ago I posted a blog titled: Definiteness of Purpose with links to Napoleon Hill materials.

Years ago I decided that my major definite purpose was to help transportation construction contractors successfully build the nation’s highway, bridge, rail and airport projects.  You can see that my purpose was not about me. Instead it was about my  clients.  Making that change in focus from me to clients gave more meaning to each matter I handled.

Instead of calling it major definite purpose,the late Dr. Stephen R. Covey talked about finding your voice. He shared a way to find it in The 4 Steps to Finding Your Voice. If you are having any challenges finding what you are meant to do and become, answer these four questions from Covey’s blog post.

  1. What are you good at? That’s your mind.
  2. What do you love doing? That’s your heart.
  3. What need can you serve? That’s your body.
  4. What is life asking of you? What gives your life meaning and purpose? What do you feel you should be doing? In short, what is your conscience directing you to do? That’s your spirit.

Remember back to that day you decided you wanted to be a lawyer. There had to be something that drove you towards our profession. (Hopefully, it wasn’t because your parents urged you or you couldn’t think of anything else to do with your political science degree.) Rekindle that sense of purpose. Answer the “what” and “why” questions and the “how” will come to you in creative ways.

 

The problem many lawyers face is a lack of focus. Just suppose you decided to take five actions each day that would lead you toward the achievement of your goals, what do you think would be different about your career?

The first step is to know in very specific detail what you want to achieve. Then, to stay focused, take five specific actions each and every day. I always approached my goals this way.

Recently I read a blog by Jack Canfield titled: Creating Miracles with Rule of Five. Canfield tells the story of Andrea, who was seriously injured in an accident and told she would never walk again. She decided she wanted to walk out of the hospital and each day she created five actions for that day.

Imagine what you could do if you were as driven as Andrea to achieve a goal and created five action items each day to do? As Canfield aptly points out:

The cumulative effect of these daily steps can be profound. Small action steps are manageable, and achieving them daily keeps you motivated and your momentum strong.