Legal Marketing Blog

• FAQs (answering prospects’ questions before they ask them will show that you are forthcoming and it will help allay their fears. Think of as many questions past clients have asked, and prepare a list of your answers),
• Glossary (it’s a great idea to give clients a mini-dictionary of legal terms that they are likely to hear or read as their matter progresses),
• Possible Outcomes (it just makes good sense to provide a prospect with a list of the possible results that could occur in his or her matter, and the choices that are available now and at that time. It will help them think ahead, make choices now as to how to proceed, and avoid unnecessary surprises).

• Objectives (identifying the objectives that typical prospects want to achieve, and asking for a prospect's goals will help involve them in the decision process, and show your understand ing of their type of matter),
• Contact Information (asking for all the prospect’s contact information will give them something to do and involve them in process),
• Other Facts (elicit as much additional information from the prospect as possible, in order to bring them into the process, put them more at ease, and move the decision process along),
• Minor Decisions (a good way to move the process along is to have the prospect make little decisions {e.g. would you prefer weekly or monthly status reports} to bring them more into the process and likely move more toward the decision to hire you).

• Written Fee Schedule (makes clients who are skeptical about the basis for lawyer fees more comfortable, and should allay fears that lawyers will charge what they think client can pay),
• Reprints of Articles (the more credible the publication, the more impressive it is to have your name as the author),
• Testimonials (the more letters you have from past clients praising your services the better – BUT be aware of your bar rules relating to testimonials, as some don’t allow them),
• Client Service Guarantee (NOTE: we’re not talking about guaranteeing the result of any representation here, since we all know that is unethical; rather, you could provide a guarantee as to the quality of your service – returning calls promptly {specify}, meeting deadlines, keeping them informed, sending documents, etc.),
• Overview of Services (provide a written document of what you will do for them, including the major steps involved, so they will be more at ease and have an understanding of the process).

• Actual Case Histories (may fit better under Credibility. Nonetheless, having past experiences detailed, especially if they related to the matter confronting the prospect, will help persuade them that you have the experience they need),
• Need to Act Now (list the reasons, with examples of the benefits that are possible, for taking action now),
• Risks of Not Acting Now (list the dangers associated with delay, with examples of the harmful impacts that have occurred as a result of failing to act promptly).

Two of Mike’s suggestions that can lead to unsolicited referrals include:

“First, you’ll have to consistently deliver on the promise of your consulting (read “lawyering”) work—plus a little bit more. Look for opportunities to broaden your value to the client beyond the project you’re working on.

“Help your client sort out other pressing issues by providing insights, relevant articles, and books, or by serving as a sounding board. Keep your interests focused on the client’s needs and you’ll be on your way to that unsolicited referral.

“Second, remember that stellar work and a trusting relationship aren’t enough to generate an unsolicited referral. Your client must also know enough about your business to make a productive referral. Without that knowledge, your client referrals will be hit or miss, which can be a costly way to try to build your business.

“As you work with clients, help them understand the breadth or your capabilities and how your services can be used most effectively. Not only will that knowledge help clients make more targeted referrals, it also helps them learn about other ways you can assist them.”

Bottom line:

• Go the extra mile in the services you provide your clients, and
• Let your clients know what you do and have done in your practice.

Having just done a post on how to respond to request for proposals (RFP) by demonstrating your expertise, I quickly want to add that you shouldn't respond to every RFP that comes your way. If only I had a nickel (okay, maybe a buck) for every proposal that I've been involved with that was a waste of time, and only were submitted at the insistence of the lawyer involved, I'd be a wealthy man.

Some RFPs are a not worth responding to because:

*They are pre-wired,
*Time consuming and costly to prepare with little chance of winning,
*The return on investment (ROI) is not worth it, and
*Not the type of work your firm ought to be wasting its time with.

I was reminded of this advice after reading Mike McLaughlin's post on "Resisting the RFP" over at Guerrilla Consulting. Mike suggests a couple of basic questions (that lead to additional ones) you should ask yourself before leaping into preparing a proposal. They are:

*Why Me? - Do you have an existing relationship with requestor? Why did they seek you out for a proposal? If there is no prior relationship, chances are not the greatest of winning, according to Mike; and I agree.

*What Will It Cost? - to prepare a response, and what is the likely ROI? And who are the decision makers? If one or more layers removed, add even more cost to the procurement process.

If you still think that responding to a given RFP is a worthwhile legal marketing effort, then he and I suggest you do it right by:

*Working with the prospective client, whenever possible, to craft your response,
*Complying with every request in the RFP,
*Customizing your response (forget the boilerplate junk from your brochure), and
*Demonstrating your expertise as part of your response (again, see my last post ).

Oh, one more thought. If it's a government RFP, run - don't walk - to your accountant's office and beg his forgiveness in advance. Okay, I'm not totally serious on this one, but they are mostly dollar driven, very costly to respond to, too often politically wired, and just not worth the effort. But heck, don't take my word for it; beat yourself up a few times, your accountant will forgive you.

Being a big fan of Patrick Lamb's blog In Search of Perfect Client Service, I'm surprised I missed his post about showing, not saying what you will do for the client during a presentation. It's a must read.

As a long time advocate of presentation by demonstration, I really like the story Patrick tells drawing from an article in The American Lawyer by Charles Green entitled "Selling By Doing." In short, he relates that in a competition for a matter among three finalists, one firm suggested they begin working on the problem with the prospect during the 90 minutes allotted for their presentation. A brilliant legal marketing strategy. They won of course.

It reminds me of a presentation I made four years ago at the Legal Marketing Association annual conference. The thrust of my speech entitled "Winning Proposals: Demonstrate Your Expertise," was on how to prepare a proposal generally, and I suggested that by demonstrating your knowledge as part of the proposal, you could get an edge on the competition. I cited three actual case histories that I was involved with that showed how such a strategy won the day (except in one case where a firm blew it for another reason). My examples weren't as powerful as the one above, but they worked.

If interested in a brief recap of the 3 examples I used
in my talk....

As anyone who has read this blog for awhile knows, in my opinion, the best source of new business is from existing clients (whether new work or referrals) and from other referral sources. That is not to say you shouldn't market to prospective clients. It just takes longer (in most cases) for a relationship to develop to the point where they will retain you.

Legal marketing is all about relationships. And before a relationship develops to the point where the prospective client trusts that you are capable of helping them, they have to reach a level of comfort about your talents as they relate to them and their issues.

Kevin O'Keefe has a post today about how blogs can help do that (disclosure: Kevin developed this blog). Obviously, blogs are not the only way to strut your stuff, as many lawyers are successful in attracting new clients through seminars (and other speaking engagements), writing (whether newsletters, books, columns, etc.), networking, being active in organizations, and so forth. It's just that I can attest to the fact that blogging can be an effective marketing technique.

So, if you have been thinking about this lawyer marketing tool, maybe it is time seriously consider starting a blog in order for prospective clients to learn about your talents.

Although lawyers don't often consider themselves consultants to their clients, I contend that is exactly what they are. Sure, they can be more than that (as in advocate, mouthpiece in the courtroom or during negotiations and the like), but consultants they are. So, when I saw the list of items that Mike McLaughlin at Guerrilla Consulting identified that clients want from their consultants, I realized that clients of law firms look for the exact same things.

They want to know:

*Can you deliver results? (We all know that lawyers cannot promise results. That is not only foolish, but in violation of the ethics rules. However, clients want to know that you've been there and done that before - and yes, that you have been successful, so that the likely result will be success.),

*Who will do the work? (What partner and/or associates will be part of the team working on their matter.),

*What are the risks of project? (Not only do they want to feel comfortable with your experience, but what are the risks associated with the current matter and how will you approach those uncertainties; and they want to know that upfront.),

*How will you interact with client? (They want to know how you will work with their in-house people, whether on the legal staff or with other employees. As Mike suggests, it is good to "clarify the roles, expectations and time commitments…(and) working style."), and

*Can you keep fees under control? (No one likes surprises, and clients are no different. They don't want fees and costs to run amok. They want the matter to be done within budget, or at least within an agreed upon range).

As Mike suggests to consultants, I likewise suggest to lawyers, that you deal with these issues upfront in your discussions with prospective clients. He and I concur that it will improve your legal marketing efforts over the competition.

Henry Gottlieb's article on "Swimming with the Big Fish" that appeared in the New Jersey Law Journal and Small Firm Business relates several examples of where small law firms have been hired by large corporations.

But it is important to understand why. One or more factors pop out from the article as being helpful and may increase your chances of being hired:

*Prior relationship (even as opposing counsel).
*Provide specialized niche services.
*Credibility in the niche practice (e.g., leadership of bar committees in field)
*Lower fees than BigLaw.
*Not high profile cases that have attention of senior management ("You're under the radar," according to Rees Morrison of Hildebrandt International).
*Local issues (e.g., real estate leasing, zoning, land use issues), but not necessarily. Other niche areas mentioned include health law, SBA loans, employment law.
*Creativity (do something different for clients beyond engagement)

The important legal marketing point is that if you are good at what you do, and can identify to general counsel a niche area that can help them, the size of your law firm won't be the issue.

Hey, you can get together with your friends anytime. From a lawyer marketing standpoint, you don't want to waste a networking opportunity talking to your friends and passing up the chance to meet or be referred to your next client. Save that for your personal and family gatherings during the holidays.

But, at the business holiday function, try to move on to those you don't know. I don't really mean to "ignore" your friends and colleagues, but limit your time to saying hello and promising to get together in the new year. At this event your purpose is different, or at least it should be. It's difficult I know, since most people like to stay within their comfort zone; and that means gathering near the bar with friends, sitting with them while eating, etc. Heck, I've done it myself plenty of times. However, from a legal marketing standpoint that is a big mistake.

So, try a different approach this year, and you might just see the business development benefits flow from it early in 2006!

Dave Swanner, a solo practitioner and author of South Carolina Trial Law Blog, created quite a buzz at last weekend's BlawgThink in Chicago. I had communicated with Dave previously but had not met him until then.

He presented each attendee with an attractively packaged CD entitled "Winning With PowerPoint®." It contains 100 slide presentations of opening and closing arguments sent to him by lawyers all over the country that, with their permission, he burned onto the CD. What a great legal marketing tool! Since Dave has and is continuing to develop a high-end plaintiffs' practice, he freely distributes the CDs to lawyers and other potential referral sources who might be in a position to refer cases to him. It's different and gets your attention. Brilliant!

Give some thought to what you could develop as a tool to create a buzz. Then, send it to clients, potential clients and referral sources so your law firm will be noticed in a way that sets it apart.

Also, Dave has given me 10 CDs which I will be happy to distribute on a first-come, first-served basis. Or you could go directly to Dave's blog and order your own.

Having opined on the value of sending handwritten notes vs. other forms of communication in the past, I found two posts today, as I was trying to get my own post in before Hurricane Wilma hits us tonight, commenting on the value of handwritten notes.

The first item was from Jackie Huba of Church of the Customer Blog relating how she got a note from a sales person at her local J. Crew store and how it impacted her. The other thanks to John Jantsch at Duct Tape Marketing was a post by David Lorenzo (a consultant, strategist and advisor himself) on his blog reporting on how he sent 20 handwritten notes (with news clippings from local periodicals) to people that led to "seven e-mails, two letters, and a phone call," and potential business.

Handwritten notes are rarely used today, but as noted, can be very effective.

Spend more time with clients, prospects and referral sources. Even in this age of high speed communications, ready access to information, and demands on our time which seem (at least to me) to be getting worse, we may forget the importance of face time with those we wish to work with and for.

I was reminded of this basic viewpoint with a post by Matt Homann of the [non]billable hour on the need to get into the jungle if you want to know the tiger. He cites the passage from the Art of Innovation which states "New ideas(and I would add new clients and matters) come from seeing, smelling, hearing — being there."

So, get out of your office and spend time with clients and referral sources; and hang out where your desirable prospects can be found. You really do have to "be there."

Your rolodex (or equivalent) contains many potential sources of new legal work. If you're like most people your contacts include clients, former clients, referral sources, potential clients, family, friends, classmates, etc. All can help you obtain new matters.

An article suggesting you "Roll Your Rolodex for New Clients" by Olivia Fox Cabane of Spitfire Communications appeared in Legal Times and Small Firm Business. A few of her ideas include: (and a comment from me, of course)

*Sort your contacts into categories (most contact management software will help here, if you haven't done so already),

*Get rid of names of people you don't recognize (careful with this one, as you may be having a "senior" moment; and you don't want to wake up at 3:00 a.m. remembering who the contact was, but now don't know how to reach them),

*Remember the "80/20" Rule in developing your Hot List of contacts (I have discussed the Pareto Rule before if you want to refresh), and

*After reviewing your contact list(s), plan your approach and purpose/goal in contacting them (contact two or three per week to schedule a meeting, lunch, or just send several some information they may be interested in).

Remember, I have talked about involving your staff in your legal marketing efforts in the past (here and here). This is a good way for your secretary/assistant to help - particularly as it relates to reviewing your "rolodex" and helping to categorize for you those she/he knows - but, there is no substitute for your personally going through your list, and planning how and why you will be contacting them.

Well, as promised The Greatest American Lawyer blog has given us Post #1 on her/his view of what makes the perfect client. Here they are:

*Loyalty
*Hard Working
*Sensible
*Trustworthy

AND … Brave, Clean, Reverent, Etc.

Just kidding! But I suppose the perfect client is somewhat like a Boy/Girl Scout. They're good people and easy to develop good relationships with. As I have posted before, marketing is about developing and building client relationships. Good relationships lead to friendships, which in turn lead to long term relationships with the "Perfect Client." One you enjoy work for/with, and presumably doing the kind of law you want to practice. So, go out and find a few scout-like clients to make friends with.

Do take a look at Post #1 though to see the discussion under each bullet. Worth reading.

Many large law firms have alumni programs, where they keep in touch with former partners and associates that have left the firm. Small firms should consider doing the same. It is an opportunity for referrals in both directions.

This may seem odd to some, and particularly where the parting wasn't the most pleasant. Sorry, but my recommendation is that you include even those lawyers (unless you practically came to blows at the front door) in mailings, invitations to receptions, reunion events, etc. I have seen it work, and have seen skeptical lawyers come around when someone they were absolutely positive would not come to an event did so, and all was well.

This month's Law Practice Today has an article by Bob Weiss about not forgetting your alumni. I like his suggestion of inviting the law school dean to a firm reunion where he or she can meet contacts that may benefit future graduates. Referrals are more likely to come from one who knows and has experience with your firm, and that includes alumni.

I have long advocated that small firms can compete with larger law firms. In an earlier post I pointed out a several ways that small firms can get on the radar screen of corporations. It doesn't mean that you can compete in every situation, but as noted there are ways to do so.

In an article entitled "Among the Giants" I found in Small Firm Business and that appeared in California's The Recorder, the author points out that smaller firms are very much in the mix of law firms used by very large companies like GE, Cisco, Hewlett-Packard and Fireman's Fund. The more specialized the better it seems, but it is not the only way to get hired. Of course, if it is a "bet the company" situation, a general counsel will retain a megafirm, if nothing more than because of the CYA factor. But for many other matters not at as high risk, smaller firms can compete with larger law firms. It's an article worth reading.

Seems odd I know. But when a prospective client selects another firm over yours for a matter, rather than moving on immediately to something else, take a few moments to thank the prospect for the opportunity to make a proposal or for just being considered. You can do so by replying to the email, voicemail, or letter containing the rejection. It does two things, it shows you have class and if buyer remorse sets in and/or the services provided by the winner are less than the client expects, then you may very well get the next matter.

I also recommend that when you call the prospect to thank them (which is the preferred method), you also ask them what you could have done better with your proposal. You don't want to come across as challenging their decision or trying to change their mind, you should make it very clear that you are merely trying to learn how you could do better in the future. In my experience, most will be willing to share some insight that will improve your future proposals.

John Jantsch further suggests when thanking the prospect when turned down, that you send an article or something helpful dealing with the issue for which you were trying to get hired. As he says it could be the start of your next pitch to this potential client.

I'm sure you have heard the expression, she or he "could sell a refrigerator to an Eskimo." (We won't get into the fact that Eskimos have indoor plumbing, etc. and actually could use a refrigerator - but you get the point). Which is, that successful salespersons must believe in their product, and if they do, they can sell the product to anyone. This John Jantsch reminds us about when he says "selling comes from within."

As I have previously posted some lawyers (too many) do not "enjoy" the work they are doing nor the clients they are doing it for. Consequently, to expect them to market their existing practice may be a bit unrealistic.

So, it is incredibly important to determine (before we send lawyers out to undertake legal marketing) that they really want to be doing what they are suppose to be selling. As a famous Harry F. Banks quote states: "A salesman minus enthusiasm is just a clerk." According, lawyers must be comfortable with marketing generally, and enthusiastic about what they are selling if they hope to succeed.

Some lawyers are reluctant to ask for referrals from clients and others. In surveys that I have been involved in over the years, often I have heard in response - to the question why a client has not referred business to the law firm - "I haven't been asked."

John Jantsch at Duct Tape Marketing has come to the belief that deep down professionals he has worked with think "asking for referrals is somehow a bad thing." I'm not sure whether the lawyers I know think it is a bad thing, rather the reluctance could be an ego thing, or embarrassment or a shyness. John advocates for developing a culture for referrals, to which I concur.

Here are three of John's suggestions that I particularly like for developing a referral culture:

*Make it a part of your networking message (that you are always looking for good clients to help them with ……..whatever it is you do),

*Hold regular lunches/meetings with referral sources (e.g., bankers, insurance agents, realtors, accountants, brokers, classmates, etc.), and

*Constantly look for opportunities to give referrals to others.

Oh yeah, and don't forget to ask for those referrals.

In marketing presentations to clients or prospects, it is obvious that you want to come across as knowledgeable, effective, and, of course, likeable. That means making effective presentations is very important. To do so, they should be well planned, prepared and practiced in front of others. If your presentation is poorly done or your story - yes story - isn't compelling, or your slides are too busy, boring, etc., it will leave a bad impression about how good a lawyer you are (I know, it isn't necessary logical, but remember the emotional thing from earlier posts here and here). Selling yourself is more about emotion than how smart you are.

In a post by Tom Peters he shares 56 suggestions for presentation excellence.

Some of my favorites include:

*Having great stories/illustrations/vignettes,
*By hook or by crook…..connect (to your audience),
*Brief your "champions" before, let them review and give you feedback, if possible,
*Uncluttered slides - with occasional quotes from the famous (or infamous),
*Tell them something they don't know or expect (surprise them),
*If you don't know something, admit it
*Ask for the sale,
*Have a 30-second to one-minute summary at the ready,
*Smile, relax and make eye contact,
*Be early, and get A/V right/perfect,
*Don't bring too many people,
*Keep jargon to a minimum, and
*Say what you going to say Clearly…and then again and again from different angles (a variation of: Tell them WHAT your going to tell them, TELL them, and Then tell them what you TOLD them.

Based on comments he received in response to that post, Tom has posted more suggestions. Take a look.

I was astounded to learn that a law firm had received 10 referrals from another lawyer, but NEVER formally thanked the person. "Oh, he knows how much we appreciate the referrals, we're good friends." Yah!

John Jantsch at Duct Tape Marketing gave an example of an over-the-fence referral involving a neighbor, who John referred to his dog's vet. It was later, when John got a thank you from the vet, that he realized that a referral system was at work here. Do you have a thank you system in place?

Like any system, it does involve some work, such as:

*Asking a new client how they picked your firm (John and I agree this is the key to the system),and
*Sending a thank you gift - dinner certificate, a book, new car (just kidding), or whatever.

The likely outcome:

*Lawyer and referral source have formalized their networking relationship,
*Referral source is likely to tell others about your appreciation,
*Others refer clients to firm, since they think well of you because the referral source does.

As John says, it isn't rocket science. It's a system. Lawyers should have a referral "thank you" system as well, so friends know that you appreciate them and the business.

Every one who has a website should read Seth Godin's entertaining post which asks the question whether your website is a noun or a verb.

His point is that it should demonstrate action (verb) versus being a dormant, inanimate blob (noun). As Seth puts it people (read clients) are more interested in things that move, change, and are happening. Is your site a place potential clients would like to visit because it is interesting and informative, or is it just a marketing brochure? Maybe it is time to turn your website into a verb.

There were a couple of posts I saw recently that reminded me that happy clients can become the best source of new business. According to Jackie at the Church oftheCustomer.com they can become customer evangelists which she says comes about as a result of a remarkable product or service, which turns customers into true believers, who in turn become persuaders or "evangelists."

Another post on Fast Company Now refers to them as customer marketers.

Whatever you call them, they are basically selling you and your law firm to those they meet. First, they are very happy with the legal services received, they become emotionally connected to you (becoming part of the brand), and then they want to tell the world about their wonderful experience. You can't buy that kind of marketing! So, treat your clients like they are part of your marketing team.

Harry Joiner on his blog Proven Ways to Get New Customers makes a point with which I agree. He calls it The Expertise Imperative and rightly states that it is more important than ever in the professional services that the provider be perceived as an expert. As he says, differentiation is a critical issue in professional services.

In fact, most law firms do not differentiate themselves. They are too alike in many ways. I have even had law firm clients, when I suggest a marketing strategy, ask me if other firms have done that. And that is the problem, the fear of being different. If you don't differentiate yourself from other law firms, why would you possibly think that a potential client would hire you or your firm over someone else.

Speaking engagements make my top 6 list of best marketing activities. Like writing articles, columns, or books, speaking adds the additional advantage of putting you in the same room with potential clients where you can demonstrate your knowledge and expertise AND develop an emotional bond with your audience. These opportunities have led to immediate work when a potential client in the audience has an immediate problem relating to the same issues raised in the speech. Moreover, if the seminar or speech is sponsored by a respected organization, you receive instant credibility as a result of that association.

Paramjit Mahli of Sun Communications Group recently had an article in Small Firm Business that had some good pointers on how to get started, and what when and where to focus your efforts to land speaking opportunities. It is worth reading.

John Jantsch of Duct Tape Marketing has a good point in reminding us that the one quarter of the year has passed, and he asks the question about how many prospects his audience has contacted in 2005. More importantly in my mind is how many clients, former clients and referral contacts you and your firm's lawyers have made this quarter. John even gives us a good list of how to make such contacts, to wit:

*A press release
*A thank you card
*A case study
*An article you wrote
*An article someone else wrote
*A series of tips
*A newsletter
*A gift certificate
*A survey

Don't let another three months pass before you make those contacts. Enough said!

I won't say that lawyers are like the college chancellor Bob Weiss met……but maybe some are worse. They don't understand how to say hello. When someone hands you their business card, you should certainly return the favor. Yes, "favor" because both of you could possibly help each other's organization in terms of marketing.

Further, you should repeat their name in your conversation. So, why not share your business card and introduce yourself as suggested by Bob Weiss in his fine article on "Make it Easy for Them to Remember Your Name" which appeared in the ABA's "Law Practice Today"

Whether it is working a room, or simply meeting someone at the Mall, why not make your name and firm memorable to those you meet.

Lawyers in small firms can compete with those in larger firms even though many don't think they can. Actually they may have an advantage. Both large and small firms represent smaller businesses and individuals. As a result, lawyers in small firms may have an advantage because these clients are very sensitive to:

*large firm rates,
*lack of personal service,
*not being treated as an important client because of their size, and
*junior lawyers are assigned to their matters.

A second reason that small firms may have an advantage is that too often larger firm attorneys rely on "institutional" marketing. That is, they believe that the firm's size and reputation is all the marketing they need. That simply is not true. Clients do care about who is handling their matter because to them its personal. It's emotional. So, personal marketing is important and in my experience more effective. It can overcome institutional marketing with smaller clients, particularly when large firm lawyers do not appear hungry enough to give them the personal attention they are looking for.

With the pressures of our daily lives - both work related and our personal responsibilities outside of work, it is easy to push aside marketing activities such as networking. The latter requires thinking about with whom, what, when and where to undertake the activities needed to meet people who can become clients or referral sources.

Keith Ferrazzai posted on Inc.com's weblog a comment he calls "The No-Time Networking Plan" which intrigued me. I might call it the "daily routine networking" plan. In other words, look for networking opportunities in all aspects of your normal routine. You have to be there anyway, whether at the dentist, your child's sporting event, and so forth, that you might as well make the most of the situation in which you find yourself.

This type of networking:
-requires no extra time,
-makes productive use of your time while undertaking daily obligations, and
-encourages you to think about networking no matter where you find yourself.

This does not replace the need for more focused and planned networking efforts, but it does provide many opportunities to think about networking as part of your daily routine.

A few years back David Maister, an international management consultant to professional service firms, wrote in his book True Professionalism that, based on a survey of firms he worked with, in excess of 50% of lawyers merely tolerated or hated the work they did and the clients they did it for. How incredibly sad! I know many lawyers who fit into that category.

The point came to mind when I saw a posting by copywriter Bob Bly on being passionate about what you do. It really is a matter of common sense that one works harder and is more successful when they are doing what they enjoy. Actually, to these lucky people it isn't work, it is a passion. I have long recommended that lawyers' marketing efforts should be aimed at landing the work they enjoy doing for clients they like doing it for. It will make marketing easier to commit to and more enjoyable to implement with that focus.

I would not agree that you need to "love" your clients to be successful, but I do say that if a lawyer and the client are good friends, the better the chances for a long-term business relationship. Number 46 of Tom Peters' "100 Ways to Succeed" suggests being "Melded to your Client" as in being one with your client, as like being in "love." I expect Tom is overstating for affect.

In a speech to the General Practice/Solo section of the ABA last August on marketing, I stressed the importance of making friends to improve your client development efforts.

Lawyers sometimes forget that they are in the personal services business. Cold calling and direct mail just doesn't work. Such activities are too impersonal. Without a relationship with someone, why would they hire you? Unless they trust you, either through a referral source they do trust or otherwise from personal knowledge gained, they are not likely to retain you. Think about how you react to direct mail, or other impersonal solicitations. Morningstar Multimedia posted a good article on the point on their blog entitled "How to Get More Referrals". It's worth a read.

So, make contact with as many people as you can - clients, former clients, friends, other professionals, whomever - who can introduce you to potential clients or refer legal work to you. The more contacts you make, the more relationship building that takes place; and the more personal the relationship, the more clients you'll gain.

I came across a referral service I hadn't seen before after learning about it from consultant Trey Ryder. It advertises itself as being a "free advertising" and "no-fee referrals" service for lawyers. The offer is made by The International Lawyer Network, Inc.

After reviewing their site, it appears that they offer prepaid legal services to the public and employees where it is a benefit. Although their web site doesn't provide a great deal of information, it is free to lawyers who will list their rates and their ILN discount rate. It may be worth a look and a phone call for solo's and other small firm lawyers.