1 08, 2004

Small Firm Marketing Continued: Creating Visibility and Credibility

2004-08-01T11:15:46+00:00By |1 Comment

An important axiom of marketing is: “Customers do business with people they know, like and trust.” The significance of that axiom mushrooms when you market a professional service instead of a product, because your potential clients can’t see, touch or taste your wares in advance of the purchase. You can achieve that coveted status of being known, liked and trusted in advance of the service, when you pursue marketing strategies that create visibility, credibility, personal relationships and referrals. This article will discuss why a small law firm practitioner should strive to create visibility and credibility, and how to go about it.
Visibility. When you increase your visibility, you increase your name recognition. People gravitate toward names they recognize, even when they don’t remember why they recognize the name. The “I’ve heard of her somewhere” factor pays off. Not long ago I read an article reporting the polling results about the best lawyers in another city. I recognized the names of many of the lawyers selected, and could confirm the quality of a number of them from personal experience. I also recognized the name of one lawyer in a category that I didn’t have much knowledge about, but I assumed he was good because I had heard of him. Later I saw his name selected in several other categories requiring dramatically different skill sets and knowledge bases. Something seemed awry. With today’s in-depth specialization, rarely can a generalist truly excel in multiple legal practice areas, and this fellow was named among the best in four areas! On reflection, I recognized that he had been very active in leadership roles in bar and community activities, and was a former State Bar President. He may be a genius and a multi-tasking time management pro, or he may be benefiting from name recognition. After all, I myself had assumed […]
1 07, 2004

Toward the Humane and Ethical Treatment of Lawyers

2004-07-01T11:16:34+00:00By |Comments Off on Toward the Humane and Ethical Treatment of Lawyers

This new column seeks to raise the bar on the ethics and quality of life of lawyers. Many lawyers today suffer a growing malaise. As Steven Keeva, editor of the ABA Journal, says in his book Transforming Practices: Finding Joy and Satisfaction in the Legal Life, lawyers feel “trapped in lavishly furnished cells” in a “culture that values winning to the exclusion of almost everything else.” Keeva comments that collegiality and civility are “two much-mourned casualties of contemporary law practice.” A 1990 ABA Young Lawyers Division Survey of Career Satisfaction/Dissatisfaction found that ” increasing hours worked and resulting decrease in personal time have become a major problem.” and dissatisfaction in the legal profession has increased. The unhappiness of young lawyers (and consequent law firm attrition) reached such epidemic levels that the Association of the Bar of the City of New York formed a Task Force on Lawyers’ Quality of Life in 1996. The Task Force’s 2000 report reflects the results of focus groups and surveys of lawyers in 17 of the largest firms in New York City. The report summarized the price of lawyer malaise: “While at the firm, unhappy associates fail to achieve their full potential at a cost to them, their firms, their clients and their families. Invariably many lawyers leave the law firm, and even the practice of law, prematurely, resulting in undesirable and costly turnover.”
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1 01, 2002

Leap of Faith

2002-01-01T11:17:25+00:00By |1 Comment

A forty-something mid-life crisis tightened its long fingers around my neck, slowly suffocating me. I had practiced law for 18 years in big firms, small firms, on my own, changing the configuration every few years. My life had the outer hallmarks of success. I liked my clients personally, and they gave me good work and paid their bills promptly. I was my own boss in a reasonably secure position. I cherished my beautiful new home designed to my specifications. My teenage son, Brandon, was smart, handsome and happy. I had a relationship with Jim, a loving and considerate partner who would talk through conflicts with me.

Yet, discontent haunted me and sucked the energy out of me. Sometimes I felt guilty for not appreciating my good fortune. Often I felt crazy, because I didn’t know what I wanted to do instead. What was I even qualified for? Would I have to go back to school again? I had tried to find a new career for years. I was afraid to let go of what I had in order to start something new. What if I couldn’t make a good living at it? Or worse, what if my new career also turned into “Just a Job”.
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1 06, 2001

Decision & Faith

2001-06-01T11:18:08+00:00By |1 Comment

How Vision and Faith Orchestrated Events for a “Leap of Faith

I enrolled in a French class. I examined my financial situation and determined that, if I leased my house for enough to cover the costs on it, I could manage for a year or so without working. I could just relax in France and see what answers would bubble up in that old eight-ball. I consulted Jim and Brandon. Brandon, who was just graduating middle school, salivated at the idea of living in France for a year. Jim was a at career crossroads himself, and declared his willingness to follow my lead. Now to my ex. After a few discussions, Bob generously put aside his desire to be with his son in order to give Brandon a “once-in-a-lifetime opportunity.”

Nearly miraculous solutions materialized to solve the lingering problems. I leased my treasured house to people I knew and trusted. They just showed up at the door with a real estate agent, not previously knowing it was my house. Bob acquiesced to take possession of our elderly dog and the other dog broke out of the yard during a thunderstorm and made friends with strangers who wanted to keep her. Using the nacent Internet, we finally found a suitable temporary apartment in Paris. As each hurdle fell away I felt reassured, and I faintly recognized the work of some other hand in this process.
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1 01, 2001

A Few Tips for Business Start Ups

2019-06-25T16:28:34+00:00By |Comments Off on A Few Tips for Business Start Ups

New business owners frequently experience feeling overwhelmed. They feel a sudden need to be experts in many fields that have little to do with the product or service they sell. They may believe their budget does not allow for even one non-owner employee. Here are a few tips on ways to lighten the load.

1. Choose Experienced Advisors.


Although good professionals can be found at a range of prices, there is a lower level at which “you get what you pay for.” In choosing a lawyer or accountant, look for someone with at least 5 to 10 years experience in a business practice, unless someone of greater experience supervises that person. Be wary of generalists. Don’t hire the same lawyer to prepare your will, set up your corporation and handle your litigation! For some questions to ask about a prospective accountant, see www.toolkit.cch.com/text/p06_1220.asp.

If you are not the sole business owner, be sure to have an agreement providing a mechanism for getting out of doing business with your partner in the future. Although you get along well now, circumstances may change later due to death, divorce or disagreement about the best direction for the company. Expect the legal costs of setting up your corporation, Limited Liability Company or other entity, including state filing fees, to be at least $1000 for a sole owner, and more for multiple owners. Don’t be tempted to use a do-it-yourself kit. It won’t be tailored to your needs, and do you really know what you need without advice?
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