Engaging Lawyers in a Follow-Up Initiative: A Case Study

Having had success with group coaching in the past, CMO Patterson establishes a six-month pilot program and chooses eight attorneys to participate. The focus of the program will be on developing the habits and skills of leverage and follow-up. Although increased revenue is the ultimate goal, the success (for now) will be measured by the number and quality of follow-up activities.

The group-coaching format was chosen for several reasons:

1. The CMO does not have the resources for one-on-one coaching;
2. He hopes to set up a competitive atmosphere that will inspire increased activity;
3. A group dynamic can lead to enhanced growth and insights — attorneys who watch other group members break out of comfort zones and succeed with new techniques may be more likely to follow suit;
4. The group setting allows for constructive feedback from peers; and
5. As the participating lawyers deepen their relationships with each other, cross-selling opportunities are more likely to present themselves.

Excerpts from the Introductory Memo

To get the ball rolling, Patterson circulated an explanatory memo to the participants prior to the first meeting — portions of which are reproduced below.

Mindset & Tools

Generating new business is a prerequisite to high-level financial success at [our firm]. Minders and grinders play a crucial role and we welcome them. However, if you choose that career path, it is unlikely that you will enjoy the generous compensation of our top finders.

Sometimes you will get lucky and receive referrals seemingly “out of the blue.” However, building a significant and sustainable practice takes planning, commitment, effort and persistence — especially in today's competitive environment.

Let me relate an example of a scenario that is all too common: Attorney attends networking event, has a stimulating conversation with a lawyer practicing in a different field who seems interested in establishing a referral relationship. Business cards are exchanged, a “nice to meet you” email is sent out. Nothing more happens, and yet another promising relationship goes up in smoke. Not only have opportunities been lost, but the time spent attending the function was squandered — at least from a business development perspective.

Our work together will be geared toward preventing this type of unnecessary waste and to promoting a mindset under which you will learn to naturally leverage each opportunity that you have already created. Over the next six months, we will focus on building habits with respect to various aspects of the follow-up process. Naturally, you will need to continue with other vital facets of business development, as well.

Since the Client Relationship Management (CRM) software that the firm uses is outdated, we are researching options that will help us automate our relationship development efforts. However, keep in mind that technology is simply a tool to support the relationships developed by real people. For now, we will use spreadsheets as a way of recording both goals and activities.

Four Follow-Up Habits to Develop

As you engage in business development activities prior to our first meeting, try to incorporate the following suggestions, where appropriate. Keep in mind that a change in action will lead to a change in results. Indeed, growth happens when you leave your comfort zone.

1. When you meet a potentially valuable business connection, request a card. If she doesn't have one with her, capture the contact information on the back of one of your own cards. Ask if it is okay to send information from time to time about various legal issues. Immediately after the event, give the information to your assistant, who will enter it into the firm-wide database. Don't forget to make relevant personal and business notes about the person, which will make future connection more meaningful.

2. While all relationships are valuable, some have more potential than others and should be given more attention. A good rule of thumb is to send a personalized email or handwritten note to each new contact. Comment about the substance of the conversation or circumstance, and attach or enclose a Client Alert or article written by you that showcases your expertise. Don't forget to connect on LinkedIn. At that point, you can assess whether to invest additional time nurturing the relationship, or whether a less personalized drip campaign would be appropriate.

The firm will send out holiday cards and invitations to client development/appreciation events; however, you are responsible for developing your own personal/professional relationships. We will assist with the mechanics, but ask you to commit to regular development of written material (such as case studies or client alerts) that demonstrates your position as a thought leader in your chosen field. Consistent development of these pieces will feed the drip campaign alluded to in the previous paragraph.

3. If you are a presenter at a workshop, seminar or conference, it is difficult to follow up with audience members without having their contact information. In the event that the program planner will not share this information with you (which is not uncommon), plan a drawing at the end of your session. Raffle off a book or even small gift card in exchange for the contact information of audience members. Of course, it is then your responsibility to follow up as discussed above. Remember that the stage is already set for a business relationship, as you are framed as an expert by the very fact that you were a presenter.

4. Return every call promptly, especially if you don't know the reason for the call. We all have people in our lives whom we prefer to avoid, and thus procrastinate in getting back to them. What if the purpose of the call is to refer you a new matter? This is not so far-fetched, as an attorney I previously coached discovered the hard way. He waited four days before returning a call to a former client he remembered as obnoxious. At that point, another fortunate attorney (who did return the former client's calls) was busy signing a retainer with the new referral.

Face Your Obstacles

Consider what has held you back in the past from following up. While you may cite lack of time as a reason, keep in mind that other attorneys in similar circumstances have built successful practices even though they are “crazy-busy.”

In reviewing the habits and characteristics of prosperous rainmakers, I have observed the following commonalities:

1. Well-organized marketing efforts, which include an easily accessible and up-to-date contact list as well as print and digital files of written material to distribute.
2. Resilience — successful business generators don't take it personally when a potential client or referral source doesn't return calls or answer emails. These lawyers mark the calendar a week in the future to monitor whether a response has been received. If not, they reach out again, believing that the communication partner is simply busy or disorganized and intended to respond.
3. Developing mechanisms for tracking all progress (big and small), which helps to build confidence in the business development arena.

Conclusion

Can you identify a group of lawyers in your firm who could benefit from a group coaching initiative similar to the concept advanced by CMO Patterson? Why not start with the format outlined above and expand from there? Other points to consider when organizing a group-coaching program include:

• How often the group will meet.
• Whether the initiative includes any one-on-one coaching.
• Whether accountability partnerships will be encouraged or required.
• What must specifically happen over the six-month trial period in order for the initiative to be declared a success.

Please share with me your successes as well as challenges in implementing a follow-up initiative at [email protected].

*****
Business development strategist and attorney Cindy Sharp helps attorneys generate more revenue for their law firms. Reach her at 609-923-1017 or at [email protected].

Logan Patterson, a seasoned legal marketer with 20 years of experience in the field, was recently hired as CMO of a medium-size law firm. He finds that a small group of elite rainmakers generates the lion's share of the firm's revenue, and he shares leadership's concern about the long-term sustainability of certain practice areas, since many of the rainmakers are quickly approaching retirement age.

While a handful of the firm's lawyers are engaged in productive business development activities, including writing, speaking and networking, the general attitude is that these activities are a waste of time, as referrals are rarely generated. Patterson concludes that the results are not stellar in large part because the attorneys lack a follow-up strategy. Furthermore, no system is being utilized to record goals, completed activities and other successes. Consequently, potentially valuable relationships are falling by the wayside out of pure neglect.

Group Coaching Program

Having had success with group coaching in the past, CMO Patterson establishes a six-month pilot program and chooses eight attorneys to participate. The focus of the program will be on developing the habits and skills of leverage and follow-up. Although increased revenue is the ultimate goal, the success (for now) will be measured by the number and quality of follow-up activities.

The group-coaching format was chosen for several reasons:

1. The CMO does not have the resources for one-on-one coaching;
2. He hopes to set up a competitive atmosphere that will inspire increased activity;
3. A group dynamic can lead to enhanced growth and insights — attorneys who watch other group members break out of comfort zones and succeed with new techniques may be more likely to follow suit;
4. The group setting allows for constructive feedback from peers; and
5. As the participating lawyers deepen their relationships with each other, cross-selling opportunities are more likely to present themselves.

Excerpts from the Introductory Memo

To get the ball rolling, Patterson circulated an explanatory memo to the participants prior to the first meeting — portions of which are reproduced below.

Mindset & Tools

Generating new business is a prerequisite to high-level financial success at [our firm]. Minders and grinders play a crucial role and we welcome them. However, if you choose that career path, it is unlikely that you will enjoy the generous compensation of our top finders.

Sometimes you will get lucky and receive referrals seemingly “out of the blue.” However, building a significant and sustainable practice takes planning, commitment, effort and persistence — especially in today's competitive environment.

Let me relate an example of a scenario that is all too common: Attorney attends networking event, has a stimulating conversation with a lawyer practicing in a different field who seems interested in establishing a referral relationship. Business cards are exchanged, a “nice to meet you” email is sent out. Nothing more happens, and yet another promising relationship goes up in smoke. Not only have opportunities been lost, but the time spent attending the function was squandered — at least from a business development perspective.

Our work together will be geared toward preventing this type of unnecessary waste and to promoting a mindset under which you will learn to naturally leverage each opportunity that you have already created. Over the next six months, we will focus on building habits with respect to various aspects of the follow-up process. Naturally, you will need to continue with other vital facets of business development, as well.

Since the Client Relationship Management (CRM) software that the firm uses is outdated, we are researching options that will help us automate our relationship development efforts. However, keep in mind that technology is simply a tool to support the relationships developed by real people. For now, we will use spreadsheets as a way of recording both goals and activities.

Four Follow-Up Habits to Develop

As you engage in business development activities prior to our first meeting, try to incorporate the following suggestions, where appropriate. Keep in mind that a change in action will lead to a change in results. Indeed, growth happens when you leave your comfort zone.

1. When you meet a potentially valuable business connection, request a card. If she doesn't have one with her, capture the contact information on the back of one of your own cards. Ask if it is okay to send information from time to time about various legal issues. Immediately after the event, give the information to your assistant, who will enter it into the firm-wide database. Don't forget to make relevant personal and business notes about the person, which will make future connection more meaningful.

2. While all relationships are valuable, some have more potential than others and should be given more attention. A good rule of thumb is to send a personalized email or handwritten note to each new contact. Comment about the substance of the conversation or circumstance, and attach or enclose a Client Alert or article written by you that showcases your expertise. Don't forget to connect on LinkedIn. At that point, you can assess whether to invest additional time nurturing the relationship, or whether a less personalized drip campaign would be appropriate.

The firm will send out holiday cards and invitations to client development/appreciation events; however, you are responsible for developing your own personal/professional relationships. We will assist with the mechanics, but ask you to commit to regular development of written material (such as case studies or client alerts) that demonstrates your position as a thought leader in your chosen field. Consistent development of these pieces will feed the drip campaign alluded to in the previous paragraph.

3. If you are a presenter at a workshop, seminar or conference, it is difficult to follow up with audience members without having their contact information. In the event that the program planner will not share this information with you (which is not uncommon), plan a drawing at the end of your session. Raffle off a book or even small gift card in exchange for the contact information of audience members. Of course, it is then your responsibility to follow up as discussed above. Remember that the stage is already set for a business relationship, as you are framed as an expert by the very fact that you were a presenter.

4. Return every call promptly, especially if you don't know the reason for the call. We all have people in our lives whom we prefer to avoid, and thus procrastinate in getting back to them. What if the purpose of the call is to refer you a new matter? This is not so far-fetched, as an attorney I previously coached discovered the hard way. He waited four days before returning a call to a former client he remembered as obnoxious. At that point, another fortunate attorney (who did return the former client's calls) was busy signing a retainer with the new referral.

Face Your Obstacles

Consider what has held you back in the past from following up. While you may cite lack of time as a reason, keep in mind that other attorneys in similar circumstances have built successful practices even though they are “crazy-busy.”

In reviewing the habits and characteristics of prosperous rainmakers, I have observed the following commonalities:

1. Well-organized marketing efforts, which include an easily accessible and up-to-date contact list as well as print and digital files of written material to distribute.
2. Resilience — successful business generators don't take it personally when a potential client or referral source doesn't return calls or answer emails. These lawyers mark the calendar a week in the future to monitor whether a response has been received. If not, they reach out again, believing that the communication partner is simply busy or disorganized and intended to respond.
3. Developing mechanisms for tracking all progress (big and small), which helps to build confidence in the business development arena.

Conclusion

Can you identify a group of lawyers in your firm who could benefit from a group coaching initiative similar to the concept advanced by CMO Patterson? Why not start with the format outlined above and expand from there? Other points to consider when organizing a group-coaching program include:

• How often the group will meet.
• Whether the initiative includes any one-on-one coaching.
• Whether accountability partnerships will be encouraged or required.
• What must specifically happen over the six-month trial period in order for the initiative to be declared a success.

Please share with me your successes as well as challenges in implementing a follow-up initiative at [email protected].

*****
Business development strategist and attorney Cindy Sharp helps attorneys generate more revenue for their law firms. Reach her at 609-923-1017 or at [email protected].