Search results for: receptionist

Having covered how crucial staff is to the practice of law numerous times several times over the last 10+ years on this blog, a refresher on some issues may be in order.

For example:

  • Receptionist. I have argued that the receptionist should be the highest paid marketing person, because of his or her being the initial face and voice of the firm often. He or she should be the best you can hire, which is why you need to pay them more;
  • Marketing staff. Beyond the official marketing staff, everyone employed by the law firm is marketing the law firm, one way or another – good or bad. How they treat not only clients, but people in general, how they act in public, how they dress, and so forth all project a brand; and
  • And everyone else, including accounting, HR, copy room, etc. for the same reasons. (click here for 21 posts on the importance of the receptionist, empowering your staff, their importance in the marketing effort, and other related topics.)

Beyond the obvious, the critical point to remember is that law firms wouldn’t exist without staff. They should be treated with upmost respect. If they are not appreciated, morale is low, turnover is high, and hiring and training new staff is expensive. Just ask your HR department or administrator, if you have any doubts.

When I was in-house marketer, I remember a lateral hire from a prominent New York law firm, who lasted two years.  His demise was in no small measure due to the way he treated staff, especially his shared secretary. His inflated ego and distain for the “peons” led to problems in getting things accomplished. His secretary was often “too busy” with her other lawyers to do his work. His work, apparently, became substandard due to missing deadlines. I expect the attitude toward his secretary and others wasn’t the main reason he was let go, but it hurt his cause. Another example involved a paralegal and “missing” pages from documents because of how the copy room staff was treated. Then, there was the legacy partner who couldn’t keep a secretary for more than a month or two. All either quit or obtained a new assignments.

It is shameful how ignorant some “educated” people really are. Such behavior is not unique to lawyers, of course, but that is beyond the scope here.

Jared Correia, assistant director and senior law practice advisor at the Massachusetts Law Office Management Assistance Program, had a post on Attorney at Work last week that reminds us how important support staff is to any law practice. Because, as he states, they :

  1. do the majority of the office’s work;
  2. are better with technology;
  3. are better with the business/financial aspects;
  4. often are more involved with client service; and
  5. particularly with newer lawyers, often “know more … about substantive law, and probably the practice of it, too.”

Bottom line: not only does staff play a vital role in the day-to-day operations of a law firm, but due to their interaction with clients and what that can mean in retaining and attracting clients, they deserve a great deal more respect than some receive.

Your success in landing new clients, or retaining existing clients for that matter, can relate directly to how they are treated when they contact your firm. I have commented in the past on this blog about the role of the receptionist and how important he or she is in terms of the impact it makes on visitors or those who call. For a couple of my posts on the topic, see links below. 

In a recent post by Noble McIntyre on Attorney at Work, he addresses telephone etiquette. Why should you care you may ask?  Because the telephone is probably your main source of contact with the outside world.

First, McIntyre talks about automated phone answering systems and other impersonal ways people are sometimes treated when calling law firms.  I actually know of law firms (albeit small ones) that had no human answer the phone.  Rather, they had automated systems requiring several prompts to get to an individual lawyer or a human.  I totally agree with his comment that such systems “can raise time barriers, frustrate callers and make your practice seem impersonal.”  Crazy, in a personal service business!

Here are a few of McIntyre’s common sense telephone tips:

  • Answer promptly before the third ring.  We live in an impatient world, and although three or more rings are not the end of it, punctuality when it comes to answering the phone is a VERY good idea;
  • Whoever answers needs to do so in a most professional manner, and in a most “pleasant tone of voice”;
  • Don’t have someone else (like the phone company’s computer) record your outgoing message;
  • Don’t give the person the runaround or make them go through a bunch of hoops to just learn that your are not available and they can leave a voicemail; and,
  • Train your receptionist as to who is who, especially when it comes to important clients.  The second time I called my son’s law firm, the receptionist recognized my voice immediately.  Granted some might say I have the voice of a rhinoceros, and maybe that wasn’t so tough for her.  But, I was blown away.  Think how your clients and contacts will feel.

I’ve often made the comment that the receptionist should be the highest-paid marketing person in a law firm, just as a cashier should be in a bank. Ridiculous I know, but think about how important they are.  They are first and foremost the front line of contact with prospects and most clients. And you need to have one that has the proper etiquette and demeanor to handle those calls.

Don’t Fire Your Receptionist…

Receptionist Tells Client to Get Lost

 

It has often struck me as odd that articles aimed at categories of lawyers (newbies, middle-age, old and the extremely long in the tooth) can just as well and should be directed at lawyers of all ages. Such is the case with a download I ran across on Attorney at Work.

It is entitled “25 Tips for the New Lawyer.” It is really good, and contains snippets that apply to all lawyers. I found it a good reminder of the things that lawyers should pay attention to no matter what stage of their career they find themselves. The following are a few I particularly like relating to marketing (as usual, my comments are added in parentheses):

  • “Your client is always right. (Most of the time, that is.)” (My only disagreement here is that clients are always right all the time, at least from a marketing standpoint);
  • “Return phone calls promptly. Really.” (Within no more than a couple of hours in this day and age. If you are unavailable, empower someone else to at least communicate your unavailability and when you will get back to them);
  • “Before beginning the work, ask your client or supervisor what success will look like. Don’t just guess. You’ll probably be wrong.” (Certainly, this is more applicable to the new lawyer, but all lawyers should apply this tip when it involves two a new matter from a client);
  • “While your client or colleague is in your law office, you are the hosts. Act like one.” (Make sure your receptionist knows this, and courtesies – including short wait times – are followed);
  • “Under-promise and over-deliver. Never the other way around.” (Particularly when it comes to deadlines, I like to recommend to lawyers that they beat the deadline by a day or two. Most clients would be favorably overwhelmed.);
  • “When you complete a matter or a task, ask for feedback. Be clear that you’re not looking for flattery-you want to know how to improve next time.” (Client satisfaction is so important in order to obtain additional work or referrals from a client, failure to demonstrate that you really care about the quality of your services may border on marketing malpractice.); and
  • “Remember that clients don’t always one a lawyer. Sometimes they just need someone to listen to them.” (In a marketing context, make sure that is at least 50% of the time.).

In addition to this document being an easy and a short 5-10 minute read, it has links to additional articles and blog posts bearing on each tip. This is a valuable tool for lawyers of any age, even if it only to serve as a refresher.

Are you open, generous and connected? That is a loaded question for a lawyer. I bet most of you are thinking… “That depends.” When it comes to business development the answer should be… absolutely! That is because you never know where your next client could come from, a referral from an existing client, a friend of your receptionist or a colleague in your firm. Seth Godin points out why we should focus on these values…

Open, generous and connected. Isn’t that what we seek from a co-worker, boss, friend or even a fellow conference attendee?

Open to new ideas, leaning forward, exploring the edges, impatient with the status quo… In a hurry to make something worth making.

Generous when given the opportunity (or restless to find the opportunity when not). Focused on giving people dignity, respect and the chance to speak up. Aware that the single most effective way to move forward is to help others move forward as well.

and connected. Part of the community, not apart from it. Hooked into the realities and dreams of the tribe. Able and interested in not only cheering people on, but shining a light on how they can accomplish their goals.

Paradoxically, the fancier the conference, the more fabled the people around the table, the less likely you are to find these attributes. These attributes, it turns out, have nothing to do with fame or resources. In fact, fear is the damper on all three. Fear of failure, intimacy and vulnerability. Fear closes us up, causes us to self-focus and to disconnect.

When we find our own foundation and are supported in our work by those around us, we can get back to first principles, to realizing our own dreams and making our own art by supporting others first and always.

For lawyers this couldn’t be more true. I’ve seen the loudest lawyer in the room in reality be the most insecure. Closed minded, not letting others speak and disconnected from the group. As Godin points out, it’s simply fear. It is clear that this condition is not fertile ground for building relationships and developing business. So, ask yourself… Are you open, generous and striving to connect with others?

Lawyers do not have to do all the marketing and business development by themselves. They can and should involve their staff as much as practicable.

Early in my in-house marketing career I got as many non-marketing staff as possible to help with marketing, since I had no departmental staff to speak of. I cajoled and otherwise drafted as many as I could, including our librarian (research and as a source of firm data), paralegal (newsletters – design and drafting), receptionist (mailings), copy room (organizing, copying and binding proposals), to name a few. It sure made my job easier and I was more effective by not trying to do it alone.

I continue to be amazed how few law firms engage their non-marketing staff in the firm’s business development efforts. Actually, if you think about it, your staff is already involved in your firm’s marketing whether you want them to be or not; and whether it is in the firm’s best interests or not. If the staff has contact with clients, prospects and referral sources, which certainly receptionists, secretaries and paralegals do, they can help or hurt the firm’s reputation by how they relate to outside contacts. If the secretary is rude with any contact (god forbid a client) or the receptionist blows off a caller (hint: pet peeve to follow) by sending him/her directly into voicemail without another word, for example, such contact (or lack thereof) can be very damaging. Even how staff members act in public can reflect poorly on the firm, believe it or not.

So it behooves law firms to provide staff with some marketing training, or at least guidance on how they should behave toward those they encounter in their role with the firm.

Moreover, the staff can play a greater role than simply treating clients and prospects well, and behaving in public. They can, if instructed and then empowered by their lawyers, actively contribute to the firm’s marketing efforts. A few simple suggestions on how non-marketing staff might get involved include:

• Tracking Google alerts for info about specific clients and others,
• Remembering important client facts and dates (anniversaries, birthdays, graduations, etc.),
• Scheduling marketing activities for their lawyer(s),
• Keeping mailing lists up to date, and
• Suggesting regular interaction with their Outlook contacts.

If you respect your staff, encourage them to be an integral part of the team, and reward them for taking a bigger role in the firm’s success, you may just find that they can add considerable value to the firm, beyond their regular duties. 

Results! Let’s face it… why take on a business development initiative if it doesn’t produce results? What’s the point? Results include everything that gets you close to: increased visibility, increased credibility and increased business development. These are the bricks that create a solid foundation for your practice to grow.

It is my privilege to work with smart, committed lawyers… the key word here is COMMITTED. These lawyers have produced results because they are committed to growing their practice. Business development is not just something they do occasionally. They work on it every day, every week, every month. And we meet once or twice a month to monitor their progress, address issues and uncover new opportunities. I would like to share a few of the results that my clients have produced in 2011…

1. Doubled her revenue over the previous year (and plans to double it again in 2012.)

2. Became comfortable with blogging; found their blogging voice, followed through on their commitment to a schedule AND generated business.

3. Found passion in a new area of the law and is developing their practice around it.

4. Was recognized by his firm to be one of the firm leaders in his practice area.

5. Appeared on TV talk and news programs more than 6 times this year.

6. This lawyer stopped saying "I’m not good at networking!" Now realizes that she is GREAT at developing one-on-one relationships. She no longer dreads it but gets excited to have lunch with a referral source.

7. Was elected President of a local bar association… we created a plan and focused on winning.

8. Turned a casual agreement to have a conference call with a major player in a major out-of-town organization into a face-to-face meeting. Flying to Washington D.C. resulted in a deeper relationship that could not have been possible on a conference call.

9. Placed an article with a bar publication and positioned herself as "easy to work with, reliable and fast". Now she’s writing a regular column.

10. Named a "Lawyer To Watch In 2012."

11. Reached the 1st page of Google when one searches terms associated with their practice area.

12. Several small firms have forged relationships with other like-minded firms for the purposes of business development. Work is now flowing.

13. Made a firm commitment to business development… EVERYONE contributes in his or her way. Yes, EVERYONE from receptionist to managing partner.

These results could be YOURS! Commit to doing something every single day. Stay focused. Find your mentor, accountability partner or give me a call. In 2012 what do you want to achieve?

 

 

Imagine working to your strengths… while your team is working to THEIR strengths. That is precisely what I had the pleasure to ignite…

I had the privilege to work in Victoria B.C. again last week with a team of really committed lawyers and staff. It was a re-branding launch. What made it note worthy is the fact that we based the new brand on the strengths of the entire firm… YES… the ENTIRE firm! I had the entire firm (from receptionist to managing partner) take the Strength Finders test and we built the new brand using the results of the tests as our filter. The results are amazing. It is a commitment to who they are… not marketing language as to their unique capabilities. And as we revealed the package I could see how it was resonating with the entire team. It is not a positioning statement they have to embrace… it is a positioning statement that represents who they really are… very different!

After the reveal… I had the pleasure to introduce Cindy Pladziewicz. I invited her to join me on this assignment because she is a lawyer and a clinical psychologist that is an expert in strength psychology. What an incredible session we had… everyone was able to gain more clarity on the unique strengths they bring to the team and the combination of everyone’s strengths revealed a truly unique law firm. 

The next few days I worked with each lawyer and their assistant to solidify their business development plan for 2012. The great advantage was having their assistant part of the plan… and we explored ideas to make sure their lawyer had the support they needed to accomplish their 2012 goals.

This process was great and a natural for this very unique law firm… but let’s make sure we recognize just how unique…

EVERYONE in the firm participated in the Strength Finders research we did to capture the true essence of the firm. Typically firms focus on  business development in a silo fashion with only select groups participating in any given initiative.

A TEAM APPROACH… each lawyer AND assistant brainstormed together in order to come up with their 2012 plan. Usually it is the lawyer alone.

As I said in the opening… Imagine working to your strengths… while your team is working to THEIR strengths. NOW… you can see it is possible for this unique law firm and it will be a pleasure coaching them every month to ensure they reach the business development goals they envision… I will keep you posted.

 

Are you marketing or are you developing business… DAH! Marketing IS supposed to develop business and so is client service and so is delivering excellent work product on time and under budget.

In my book there is no separation… all these activities are done in order to get more work. And everyone at every level in the firm should be responsible for developing business to some degree. Now, I know that sounds a little radical… but think about it. There is no work to be done… no rent gets paid… no supplies are needed… no briefs need to be written… if there is NO business development! So why should business development be relegated to the very few within a firm? In my opinion it shouldn’t.

TEN business development activities for many people at many levels in a firm…

1. Be welcoming… answering the phones quickly and in a friendly manner.

2. Return phone calls and emails… on a timely basis.

3. Do what you say you’re going to do… your integrity is at stake.

4. Visit a client without charging them… demonstrate your commitment.

5. Show kindness at all levels… being nice to the receptionist is as important as being nice to the president.

6. Take pride in your work… and tell people you know that your firm does great work.

7. Sending handwritten notes isn’t just for the rainmakers… a personal note goes a long way.

8. Say HELLO… you never know whom you may meet.

9. Be happy… yes, no one wants to be around a grouch.

10. Say THANK YOU often… make your mom proud!

Is this list in your firms DNA? If not… start by being an example. Remember… it’s all about business development!

Black Pearl: I’ve mentioned this one before and in this conversation bears repeating. Raving Fans by Ken Blanchard.

Some people wait to be invited, appointed, begged or cajoled into signing up for a project. They sit in the back of the room hoping they won’t be called on… does it sound familiar?

What most people don’t realize is there is far more to gain when you take responsibility for a project. Some people see this crystal clear. What sets them apart? Here are a couple of examples…

Last week I was working with a client in British Columbia, Canada, and it was so enjoyable that when I returned to Miami I had the feeling that I was coming home from vacation. Yes… VACATION! Why? Because I had the most fabulous time working with a team of TRULY engaged people. Lawyers AND staff, that volunteered to spearhead initiatives… a team that saw clearly that business development is EVERY ONE’S priority. NOBODY was sitting in the back of the room hoping they wouldn’t be called on… they were contributing ideas that could move business development forward and create RAVING FANS of the clients they already have. How can you make this happen around you?

Hire like-minded people with positive attitudes… that see possibilities… not impossibilities.

Recognize that everyone from receptionist to top lawyer is equally as important to the success of your firm.

Care… yes care about what every team member has to contribute. That doesn’t mean you have to act on every idea… as a colleague of mine says… everyone has to love every idea for 5 minutes. (This is a powerful concept, try it.)

At the other end of the spectrum is an individual lawyer that I coach and it just so happened that he was my first appointment when I returned from "VACATION" in Canada.

He is a young partner in a national firm who has made a commitment to business development and creating a focus for his practice like no one I have ever seen. In about a month here are some of the things he has accomplished…

Created a handout for this new focused practice… defining what it is and how it will help their existing clients. He also listed colleagues in other offices that have experience in the area.

Made a presentation to the partners of his firm in the local office, distributing the handout.

Revised his on-line bio to reflect this initiative.

Joined a committee of the ABA and has taken on a leadership role which he will undertake at an upcoming conference.

Requested and been granted a slot at the upcoming firm retreat to make a presentation.

His new blog is in the works and he has already written several blog posts.

Made a proposal for two speeches and will be contributing an article for the local Bar.

These are just a few of his accomplishments. Would you say this guy is committed? Absolutely! He could have come up with lots of reasons why this couldn’t work… but no… he found all the reasons why it COULD work! He is making it happen in a big way.

What sets these people apart from others? It’s passion and commitment, with a drive to succeed. And taking on responsibility to contribute to the greater good of the team. What do they get out of it? They will all learn much more by taking on the responsibility and gaining hands-on experience. THAT my friends is invaluable.

So… I ask… are you sitting in the back of the room hoping YOU won’t get called on? Stand up and take on responsibility… it will pay dividends. I can hardly wait to see what these people will accomplish in a year’s time… and I am honored to have the privilege to work with them.

Just because you keep bios in a consistent format doesn’t mean they have to be carbon copies. Play to your strengths but stick to your brand.

This week we asked: Are your firm bios consistent?

1) Yes – 45%

2) No – 55%

My Thoughts: More than half of you were not convinced that your firm bios were truly consistent. Time to change that. Even in smaller firms, keeping bios in the same format looks more professional, more branded and more cohesive.

The best way to ensure that bios look uniform is to charge one person with the task of organization and upkeep. Be it a marketing director, administrator, secretary or even receptionist, identify someone to take charge of the project and keep it on track.

Tip #1: The first step in a revamp is to create a questionnaire (click here to download ours) and use existing bios to fill in the information. Then send those questionnaires back to each individual attorney so that they can fill in any blanks or update outdated information.

Tip #2: Pick a format and stick to it. In what order do you want to present the information? Will you put dates on Bar Admissions? Undergraduate information before JD or vice versa? Will you separate membership listings in charitable organizations from professional organizations? All questions you should consider.

Tip #3: Look at your head shots. Do they look like they were photographed by the same person? Are they outdated? If you answered no to the first question and yes to the second you may want to look into investing in some new photos. Never underestimate the power of a strong head shot.

Black Pearl: Just because you’re an accomplished attorney it doesn’t mean you can’t have a sense of humor. Not all attorney bios are as serious as you may think. While you don’t have to take it as far as this guy (http://nylawblog.typepad.com/legalantics/2008/09/best-lawyer-bio.html), there are small ways to incorporate a sense of personality. My team and I came across D.C.-based Beverage & Diamond by accident and were impressed and inspired by their “Professionals” section. Take a look at the way they used photography to punch up their bios while still remaining, well… professional. (http://www.bdlaw.com/attorneys.html)