<b>Book Review:</b> Keys to Being Professionally Successful: Two 'Short and Sweet' Reads Unlock the Secrets!

Just recently, two great 'little' books were sent to me that I believe bear reviewing. The first is The Essential Little Book of Great Lawyering, by James A. Durham, currently the Chief Marketing Officer at Ropes & Gray in Boston. The second is Business Competency for Lawyers, by our Board member, Edward Poll, Principal of The LawBiz Management Company in Venice, CA.

The Essential Little Book of Great Lawyering measures 6' x 4' and is 53 pages long. While small of stature, it is big, big, big in content. There are many 'how to' become successful books out there, but in just 53 pages this little jewel sums up the art of lawyering and client service in a very straightforward manner. From the first chapter (there are only three), entitled 'Setting the Stage for Greatness,' to 'Putting it all Together,' Jim has revealed how one goes from 'good to great.' Jim states that in his work (formerly one of the top consultants in our profession), he found that the most important qualities of successful lawyers relate to service and attitude. He goes on to say that the book is intended to give the reader a road map to achieving success by articulating what a lawyer needs to do to have every client say: 'My lawyer is the best lawyer with whom I have ever worked.'

What I like about this book, other than the fact that you can throw it in your briefcase or purse, is the fact that Jim has encapsulated the essence of great lawyering by showing the right methodology to greatness ' and the mistakes that can be made on the path to success. Here, as described by Jim, are a couple of the characteristics of great lawyers:

• Good lawyers return phone calls with reasonable promptness ' great lawyers are always available and accessible to their clients. Great lawyers just don't respond when their phones ring ' they make other peoples' phones ring.
• Good lawyers are reasonably comfortable in most settings ' great lawyers project confidence, not arrogance, in any setting. Good lawyers attend meetings ' great lawyers arrive early and are fully prepared. Good lawyers are present at meetings ' great lawyers are a real presence at the meeting.
• Good lawyers accept feedback when clients offer it ' great lawyers seek meaningful feedback from clients and act upon it.

This book is not just for partners in law firms. It is for all lawyers who strive to be the best they can be and who are willing to make a commitment to their professional lives by going the extra mile. To obtain copies of Jim's book, go to www.lawmarketing.com or www.lawpracticeconsultants.com.

The other 'little' book ' measuring 8-1/2' x 5-1/2' and 60 pages long ' is Business Competency for Lawyers by Ed Poll, a member of our Board of Editors. This book is the first in a new series of Special Reports from Ed's company, LawBiz Management. As Ed indicates in his cover letter: 'The book relates to business competencies that lawyers, as service providers, must have to be successful with and for their clients as well as financially successful for themselves.'

The titles of the chapters (or sections as they are referred to) give a glimpse of what's in store for the reader:

• Understanding business competency;
• Law firm business planning;
• Law firm business performance;
• Cash flow management;
• Billing rates and cycles;
• Collections;
• The junior attorney's impact;
• The client's impact; and
• Case studies in understanding business competency.

In Chapter/Section 2 on Law Firm Business Planning, there is a section on the five planning steps that include:

• Prepare and agree to the plan;
• Identify goals;
• Create the marketing plan;
• Create the financial plan; and
• Evaluate and revise the plan.

As Ed says: 'Good planning is not static; it is meant to be a guide against how to judge actions or outcomes.' If a certain aspect of a plan is not working; it is always a good idea to build in flexibility that will allow for change.

In Chapter/Section 9 on Case Studies in Understanding Business Competency, there are some fabulous examples of how businesses operate in either an effective and efficient manner or how they can waste time and money. The case studies focus on the cost of e-mail, lawyer turnover, capital investments and telecommuting.

This book balances how business and the legal profession can and must co-exist. To order copies of this book, go to www.lawbiz.com.

I read both of these books at different times and came away with some pearls of wisdom from each. I think that marketing executives should have copies of these books available to their attorneys as part of the process of creating a better understanding of the business of law as it intersects with the development of business.

Just recently, two great 'little' books were sent to me that I believe bear reviewing. The first is The Essential Little Book of Great Lawyering, by James A. Durham, currently the Chief Marketing Officer at Ropes & Gray in Boston. The second is Business Competency for Lawyers, by our Board member, Edward Poll, Principal of The LawBiz Management Company in Venice, CA.

The Essential Little Book of Great Lawyering measures 6' x 4' and is 53 pages long. While small of stature, it is big, big, big in content. There are many 'how to' become successful books out there, but in just 53 pages this little jewel sums up the art of lawyering and client service in a very straightforward manner. From the first chapter (there are only three), entitled 'Setting the Stage for Greatness,' to 'Putting it all Together,' Jim has revealed how one goes from 'good to great.' Jim states that in his work (formerly one of the top consultants in our profession), he found that the most important qualities of successful lawyers relate to service and attitude. He goes on to say that the book is intended to give the reader a road map to achieving success by articulating what a lawyer needs to do to have every client say: 'My lawyer is the best lawyer with whom I have ever worked.'

What I like about this book, other than the fact that you can throw it in your briefcase or purse, is the fact that Jim has encapsulated the essence of great lawyering by showing the right methodology to greatness ' and the mistakes that can be made on the path to success. Here, as described by Jim, are a couple of the characteristics of great lawyers:

• Good lawyers return phone calls with reasonable promptness ' great lawyers are always available and accessible to their clients. Great lawyers just don't respond when their phones ring ' they make other peoples' phones ring.
• Good lawyers are reasonably comfortable in most settings ' great lawyers project confidence, not arrogance, in any setting. Good lawyers attend meetings ' great lawyers arrive early and are fully prepared. Good lawyers are present at meetings ' great lawyers are a real presence at the meeting.
• Good lawyers accept feedback when clients offer it ' great lawyers seek meaningful feedback from clients and act upon it.

This book is not just for partners in law firms. It is for all lawyers who strive to be the best they can be and who are willing to make a commitment to their professional lives by going the extra mile. To obtain copies of Jim's book, go to www.lawmarketing.com or www.lawpracticeconsultants.com.

The other 'little' book ' measuring 8-1/2' x 5-1/2' and 60 pages long ' is Business Competency for Lawyers by Ed Poll, a member of our Board of Editors. This book is the first in a new series of Special Reports from Ed's company, LawBiz Management. As Ed indicates in his cover letter: 'The book relates to business competencies that lawyers, as service providers, must have to be successful with and for their clients as well as financially successful for themselves.'

The titles of the chapters (or sections as they are referred to) give a glimpse of what's in store for the reader:

• Understanding business competency;
• Law firm business planning;
• Law firm business performance;
• Cash flow management;
• Billing rates and cycles;
• Collections;
• The junior attorney's impact;
• The client's impact; and
• Case studies in understanding business competency.

In Chapter/Section 2 on Law Firm Business Planning, there is a section on the five planning steps that include:

• Prepare and agree to the plan;
• Identify goals;
• Create the marketing plan;
• Create the financial plan; and
• Evaluate and revise the plan.

As Ed says: 'Good planning is not static; it is meant to be a guide against how to judge actions or outcomes.' If a certain aspect of a plan is not working; it is always a good idea to build in flexibility that will allow for change.

In Chapter/Section 9 on Case Studies in Understanding Business Competency, there are some fabulous examples of how businesses operate in either an effective and efficient manner or how they can waste time and money. The case studies focus on the cost of e-mail, lawyer turnover, capital investments and telecommuting.

This book balances how business and the legal profession can and must co-exist. To order copies of this book, go to www.lawbiz.com.

I read both of these books at different times and came away with some pearls of wisdom from each. I think that marketing executives should have copies of these books available to their attorneys as part of the process of creating a better understanding of the business of law as it intersects with the development of business.