Andrew McDermott

Time Tracking at Your Practice: Instilling a Culture of Accountability

June 20, 2018 By Andrew McDermott 1 Comment

Your time is irreplaceable.

It’s infinitely valuable, something you can’t get back. Time is value for almost every law firm. Every attorney knows this, yet most firms struggle with time tracking.

It’s a common experience.

Time tracking at your practice is vital. It isn’t rocket science. It’s simple, straightforward and easy. You do the work. You record your time. Why is time tracking, specifically accountability, such a problem for law firms?

Law firms are missing the structure they need

Most approach this problem the wrong way.

The problem is viewed through a black and white lens. “Our attorneys aren’t tracking their time so we need to work on enforcing the rules.” When attorneys ignore that mandate, the most obvious solution is a punishment of some kind.

Which only makes the problem worse.

Attorneys begin relying on reconstructive time tracking. They comb through their emails, phone logs and appointments. Then they make a guess.

Which usually means the firm loses money.

Clients are overcharged for the work that’s done (eroding trust and your client’s lifetime value). Or, they’re undercharged. Great for them, but financially destructive for the firm.

Law firms lose either way.

The cause of the problem isn’t attorney negligence. It’s not your associate’s fault and it isn’t your fault. Rather, it’s a lack of training that’s to blame.

It’s a lack of systems.

Does time tracking at your practice follow a set structure?

Time tracking is a multi-pronged problem.

Accountability needs to be addressed at three fundamental levels. You’ll need protocols in place for each area, outlining the who, what, where and when.

Individual level. Individual attorneys and support staff who track their time. When it comes to time tracking, these employees may be doing an excellent, average or poor job. Most law firms focus their time and attention on individuals throughout the organization which, on its own, is ineffective. They often rely on punitive measures to gain compliance which eventually, pushes good attorneys away.
Group level. These groups can be formal (e.g. partners, associates, paralegals). They can also be informal (e.g. top performers vs. poor performers, finders vs. grinders, etc.). These groups typically have their own subculture, norms and expectations (e.g. paralegals are loyal to specific attorneys in their in-group). Social and moral norms, peer pressure and performance expectations – these are common at the organization, group and individual levels. How do associates respond to the few who are dutifully tracking their time? With hostility? Indifference? Pride?
System level. This is the foundation of time tracking. The systems you have in place shape the responsiveness of your team. Handled well, it creates a culture of accountability and consistency. This includes details like your policies and procedures, software, tools and more. Good systems create accountability. They make it easy to hold individuals and groups accountable.

Time tracking in your practice is nuanced.

When law firms identify a time tracking problem (e.g. it isn’t happening, it’s inaccurate, etc.) most firms immediately approach the individual.

This makes sense…

If you’re looking to understand why. If your staff isn’t tracking their time appropriately here’s a better idea. Identify whether you’re dealing with an individual, group or systems problem.

The answer determines the fix.

If it’s an individual problem you could identify whether (a.) they know what’s expected of them (b.) how to do what’s expected and (c.) how to address problems that prevent that from happening.

What about a group problem?

You’d (a.) identify the group (b.) determine the group norms and rules, then (c.) determine whether you’d ignore, avoid, or work within those rules.

And, if it’s a system problem?

You’d identify the failure points. Does the software make it harder for staff to comply? Are there consistent problems? A lack of good policies and procedures? A systems problem means you’d need to work on the organization itself.

See the difference?

This is why staff members aren’t tracking their time properly?!

Not exactly.

There are also lots of little reasons that help to explain why time tracking is such a miserable affair for attorneys. But there’s one very big reason that’s mostly ignored.

I’m talking about Cognitive Fluency.

Cognitive fluency is a measurement tool. How easy (or difficult) is it to think about information?

Humans prefer easy.

When it comes to cognitive fluency we’re all pretty sensitive. The easier it is for us to understand a piece of information, the more likely we are to act on it.

Here’s why this is remarkable.

The research shows us several very significant things about cognitive fluency.

Cognitive fluency gets people to share secrets and embarrassing stories
You can get people to believe untruths by simply making it familiar or easy-to-understand
Stocks with easy-to-pronounce names significantly outperform those with hard-to-pronounce names
Cognitive fluency also dictates what we find beautiful (e.g. average faces that are a composite of other faces)

Cognitive fluency affects every facet of our decision making process, including decisions like whether we’ll track our time.

See it?

The secret ingredients in cognitive fluency?

Repetition. If it’s familiar, it requires less brain power. It’s easier to process, accept and trust information you’ve heard before.
Clarity. Information that’s easy to take in. It’s easy to see and hear. The colors are crisp. The picture is clear. The words are easy-to-understand. The easier you are to understand, the easier it is to get your staff to comply.
Simplicity. In this case, it’s the absence of complexity. The minimum amount of steps needed to accomplish a particular goal or task.

Want to improve time tracking at your practice? Use cognitive ease to optimize the individual, group and system dynamics at your firm. Use these ingredients to improve time tracking.

Easier said than done.

How on earth are you supposed to do that? It’s not like you’re taught how to do this in school.

Show your lawyers how to submit their time

This sounds patronizing.

And it would be if you decided to talk down to the lawyers and support teams in your firm. That’s not the approach I’m recommending here. No, I’m recommending a multi-pronged approach instead.

Remember the structures I mentioned earlier?

We’re going to use those to build a culture of accountability. If you play your cards right you can use this to dramatically improve time tracking at your practice.

Individual level

Create a suggestion box. A digital suggestion box enables employees to vent about anything and everything that comes to mind. Are they struggling with a software problem? Do they know how to track their time? The answer box is a great way for you to ask questions and get honest, anonymous feedback. It’s brutal and painful for partners and shareholders, but it’s an easy way to increase revenue and profits. Just be sure to maintain psychological safety. Employees won’t use your suggestion box if it’s used to abuse, hurt or manipulate them.
Act on suggestions. Use tools like Typeform, Survey Monkey and SnapSuggest to get the feedback you need. Then act on it. Use voting systems to gauge staff interest in the issues that are discussed. Act on feedback that shows up repeatedly in your suggestion box. Vote on controversial or serious issues that appear.

Group level

Use social engineering via peer pressure and prestige. Create a list. Outline the attorneys and teams who’ve turned their time sheets in on time and those who haven’t. Keep the list factual. Don’t use your list to shame poor performers and stragglers.
Provide incentives and consequences. Create incentives that reward attorneys who (a.) accurately track their time and (b.) consistently submit their timesheets on time. Use incentives as a way to curry favor, benefits and prestige. Tie promotions and bonuses to socially engineered incentives. Praise top performers publicly.

System level

Set and define expectations. Let attorneys and support staff know that tracking their time and submitting hours is an indispensable part of working with the firm. Define when hours should be submitted, what the format should be, who depends on it, etc.
Shorten deadlines. If you invoice monthly, have attorneys and support staff turn in timesheets on a weekly basis. This gives the firm predictability which improves cash flow forecasting, budgeting and more. Shorter deadlines encourage consistency. Repetition creates habits and behavioral loops.
Use natural consequences. Use withholding and reductions as a natural consequence/response for poor performers. Make it clear that this isn’t about punishment, it’s about giving the firm what it needs so they have what they need.

These suggestions are meant to spur ideas.

You’ll need to identify the ideas that work best for your practice. Approach time tracking from an individual, group and systems point of view.

Law firms want accountability, but they’re missing structure

Your time is valuable.

It’s a scarce and irreplaceable resource. Once it’s spent you can’t get it back. Which is exactly why a culture of accountability is so important.

You’re converting time to money.

Time tracking is simple, straightforward and easy. So, why do most attorneys hate it? It would be easy to assume that they’re lazy, difficult or uncooperative. But as we’ve seen it’s more than that. Building a culture of accountability requires a three pronged approach.

Individuals, groups and systems.

Create structure at three different levels and you’ll give your staff the tools they need to create value. Make time tracking simple, repeatable, and clear and you’ll find accountability in your firm comes naturally.

How Poor Time Tracking Habits Can Kill Your Law Firm

June 11, 2018 By Andrew McDermott 1 Comment

Is your time is valuable?

The obvious answer is Yes. Just one problem. There’s something standing in your way. A barrier that, if ignored, makes it impossible to claim the value that’s rightfully yours.

Tracking your time.

Your time tracking habits determine whether your law firm wins in the long term. A survey conducted by Adam Smith Esq. and Smart Web Parts found, billable leakage costs firms $20,000 to $40,000 annually, per individual.

Are your billables leaking?

Billable leakage costs firms $20,000 to $40,000 annually. This means a firm with 100 attorneys loses $2 to 4 million every year.

It gets worse.

According to the survey, attorneys are wasting an average of 3.1 hours per individual, per month, on filling out timesheets. The average billing rate in the survey was $438 per hour.

You see where I’m going with this right?

This means law firms waste a conservative $16,294 per person, per year by simply filling out timesheets. In a 100 person firm that’s $1,629,400, that’s billable time lost, on filling out timesheets.

Upsetting no?

Billables shouldn’t be leaking but they are. Why? leakage comes from (at least) three sources.

Time leaks. A failure to produce or accurately record your billable time. This typically results in under-billing. An associate performs a particular task but they don’t fill out their time sheet until the end of the week. They complete 12 hours of work but only report 8.
Manually filling out timesheets. Attorneys waste time manually filling out timesheets. Instead of relying on a hassle-free system to track their time, they’re relying on excel spreadsheets. Or scribbling them down on post-it notes. Or entering them into their CRM system where they don’t belong.
Write offs. A good example would be the total amount of completed work that’s recorded but never billed. A notorious example? A partner decides that writing off a junior associate’s time is the best way to boost their fees, salary or bonus. Write offs can include fee reductions to satisfy an unhappy client, bad debt or disbursements.

These are poor time tracking habits.

It’s also the source of our problem. But there are even deeper issues at play.

Attorneys hate time tracking. Attorneys in our previously mentioned survey described time tracking as “the bane of my existence” and “the worst part of law firm life.” Time tracking is indispensable, but many attorneys see it as a morale-killing, soul-sucking endeavor. Why? It’s busy work that takes up too much of their precious time.
Competing work. The non-billable work that sucks up your time and energy. This work seems to be a necessary evil, a distraction that makes it harder to hit billable benchmarks. It’s a miserable ordeal because typically, these competing to-dos aren’t optional.
Delayed time tracking. If the time tracking process is difficult or tedious, attorneys are more likely to put it off. This delayed tracking inevitably leads to reconstructive time entries. The kind where attorneys engage in creative “guesstimation.” These time entries are often inaccurate leading to the time leaks and under-billing I mentioned earlier.

These challenges create bad habits.

Are poor time tracking habits really law firm killers?

Law firm closures. Time tracking.

The two seem somewhat disconnected, don’t they? The unfortunate reality is that these two factors are more connected than we realize.

Why?

Ownership. For the most part, law firms are owned by their partners, not by investors. Partners, as you know, don’t receive a fixed salary. They’re paid via profit shares.

Why is this an issue?

Partners are sensitive to two factors (a.) the profitability of the firm and (b.) the inherent liability that comes with ownership.

Partners are often personally liable when a firm dissolves
Any compensation a partner receives is subject to a clawback during bankruptcy proceedings
Partners may have to give up any billings generated after the firm is dissolved
A decline in profitability may trigger partner withdrawals

These liabilities are unpleasant.

The easiest way to avoid these liabilities as a partner? Be one of the first to withdraw from the partnership.

You know it. I know it.

Here’s the time tracking connection. Partners are taking on a considerable amount of risk. Naturally, they expect to be well compensated for their troubles.

It’s all about the partner draws.

Partners are happy as long as the cash continues to flow and their partner draws continue to grow. It’s a treadmill that comes with a significant amount of pressure.

Hold and carry.

Partners want to maintain the standard they’re used to. The partner’s draw must increase over time. The pressure is so intense law firms are motivated to borrow money from banks, anything to maintain the expected standard.

What if they fail?

What if the firm can’t live up to these lofty expectations?

Partners run.

They look for better opportunities somewhere, anywhere else.

Enter time tracking.

Poor time tracking habits lead to disaster

If you’re a small or solo firm good time tracking is a must.

A small/solo firm simply can’t afford to lose a significant amount of revenue each month and stay in business. As the saying goes, cash is king.

Running a medium to large firm?

You probably have partners. You’ll need to keep these partners happy. Partners are primarily interested in one thing.

Partner draws.

The more money they receive the happier they’ll be. Over-bill and you run the risk of losing clients. Under-bill and you lose a tremendous amount of revenue and your partners.

Okay then.

How do you improve your poor time tracking habits?

Simple.

Make it easy for attorneys to track their time

The saying “time is money” is literally true.

Want to improve your poor time tracking habits? Make it easy for attorneys to track their time. So easy they can track their time with the push of a button. Reduce the number of restrictions, details and red tape attorneys are required to go through.

Next, avoid competition.

Attorneys are forced to manage a plethora of unpleasant busywork.

Reduce paperwork. Can you find the files you need, when you need them? Are your legal docs and paperwork centralized and available on-demand? The time your attorneys spend searching for a document? That’s non-billable work.
Outsource marketing. Attorneys are typically expected to bring in business. When are they supposed to do that? Marketing is a necessary and important part of work, but it’s non-billable work. How can attorneys juggle these billable and non-billable work requirements? Outsource marketing whenever possible. Work with trusted advisors or work to create marketing leverage (e.g. write a book, give a speech, etc.).
Reduce interruptions and delays. Gloria Mark, researcher at the University of California, Irvine found that it takes 25 minutes to recover from an interruption. Most workers in an office setting get 11 minutes to recover, which isn’t enough. Interruptions erode the amount of billable time attorneys have to work with.
Systematize repetitive work. Are you writing the same emails, covering the same topics, or dealing with the same repetitive problems? Can you create a set of templates or scripts to reduce work times?

Use behavioral models to improve poor time tracking habits. Give your team the psychological motivators needed to produce outstanding results.

Wait a minute.

What if you don’t bill hourly? What if you rely on alternative fee arrangements (AFAs)? Time tracking isn’t really necessary, is it? Good time tracking habits are even more important.

Think about it.

If you’re working for a set fee, hours are still important. You’ll need to know (a.) how long it takes you to complete a given task or project and (b.) whether you’re still profitable at the price point or fee schedule you’ve set.

Are you working for free? Are you profitable?

With good time tracking habits, you’ll get a clear, straightforward answer.

Poor time tracking habits create leaks

Attorneys waste an average 3.1 hours per month filling out timesheets manually. Billable leakage costs law firms a conservative $20,000 to $40,000 annually, per individual. The true estimate is projected to be much higher but no one wants to admit failure.

Billable leakage is inevitable.

None of us are perfect after all. But leakage can and should be kept to a minimum. Your time tracking habits determine your firm’s success or failure over the long term. Leakage isn’t the source of your problem. You’ve identified the source, you have the cure.

Just simplify time tracking.

Minimize the barriers and you’ll find your time tracking habits are incredibly valuable.

How NexFirm Leverages Bill4Time To Create Profitable and Successful Law Firms

June 11, 2018 By Andrew McDermott Leave a Comment

NexFirm, a law firm service provider, specializes in launching, managing and improving law firms across the country. Their clients typically double in size within the first year. Even more impressive is that, out of the dozens of law firms they’ve helped launch, none have gone out of business.

But with success comes growing pains.

NexFirm needed a solution that could scale, grow and evolve with their business. They needed a tool that integrated seamlessly with the back office solutions they offered their clients. A solution they could customize on a client-by-client basis.

This created a new set of challenges.

The Challenge

“More than 90% of our clients that come to us are attorney’s that wish to launch a firm, but don’t yet have a firm. So the bread and butter of our business is helping attorney’s to strategically transform their practices from AM Law 250 firms”

David DePietto, Founder and CEO of Nexfirm.

NexFirm needed timekeeping and billing software to support their clients.

Attorneys are understandably nervous about striking out on their own. NexFirm works with them to create a launch plan; a free, detailed and comprehensive study that outlines the details of launching a new law firm, and plots a path with the greatest chance of success.

NexFirm’s problem?

“We see the timekeeping and billing market as bifurcated: In one corner you have robust, long lived applications that were born as client-server applications that are very powerful and feature rich, but are not user friendly and require a great deal of training and user effort. It is difficult to get the timekeeping compliance that we believe is critical to success.

In the other are relatively new systems that were developed in the cloud, and are slick and easy for users, but which often do not have the features and robustness to support growing firms with complicated billing and reporting needs”

The Solution

NexFirm decided to transition all of their clients to Bill4Time.

“We find Bill4time to be the best of both worlds: a true web based application that is easy to use and a powerful, feature rich application with the muscle to support advanced needs of their clients.”

The NexFirm F&A team supports many different types of practices across the country, and on any given day touches every function and feature that Bill4time has to offer.

“That our clients find routine tasks like time tracking and payment recording so easy is critical to us, as are the advanced features such as LEDES file submission features and the client funds account management tools.”

Bill4Time has become a primary interface for communication institutional knowledge between NexFirm and its clients.

“Many of our clients are under pressure to offer Alternative Financial Arrangements (AFAs) for their clients: which might include flat rate features, caps and floors, or other contingent payments. Bill4time’s time tracking and reporting features allow us to carefully analyze work efforts in order to formulate AFAs that keep our client competitive.”

The Results

Bill4Time is the enabler that allows the accurate and timely recording for critical practice information, and allows NexFirm to provide its clients with the accurate and timely financial information needed to make informed decisions that bring success.

Recommendations backed by hard data.

“During our monthly financial review call with our clients where we review their financial results from the previous month, and discuss the forecast for the upcoming month. This allows us to make suggestion, such as whether it is time to be hiring, firing, changing rates, taking different kinds of matters, expanding the office, engage in additional marketing or less of this or that.’ The availability of this information to make informed decisions is the key to the success record of our client base.

For each of our clients, we create a financial model, and say, ‘We think you should be spending X amount of dollars or X% of your dollars on compensation, on benefits, on rent, etc.’

Using the robust reporting, we train our clients to use Bill4Time for real time flash reports in between monthly reports so that they can understand how are we doing versus their budget and forecast. Any day you can go and say what did I bill today? What did I bill month to date? How much cash have we brought in? And that gives them the tools to see how they’re doing between checkpoints.

It’s a very important part of being able to manage a successful law firm”

Maximum results with minimal training.

“Each year we assess the time keeping systems available in the market; one of the things that we measure training time for a new user. Because we train each of our clients, ease of use and training intensity is very important” David explains.

Does this translate to a significant amount of value for NexFirm and their clients?

Absolutely.

“We set 15 minute training meetings for new users on Bill4Time. We set a 30 minute training meeting for owners/partners who have to do learn than just time keeping, such as report creation.

Bill4time is the most efficient, because it is the easiest to use. We estimate that other systems we test could take 45 minutes to an hour to train a new user, and an hour and a half to three hours to train a partner. This says a lot about the usability for the system.”

NexFirm builds successful law firms

They rely on Bill4Time to make that happen. A pain-free way to scale, grow and manage each of their client’s firms.

Pain isn’t a requirement for growth.

NexFirm understands the growth challenges facing law firms today. Your firm is expected to deliver more value with less resources. You’re pressured to offer AFAs, to customize the client experience.

With these challenges comes opportunity, and with the right mix of tools, systems and procedures, you’ll have what you need to build and manage a successful law practice. To outperform your peers, one client at a time.

How to Launch a Virtual Law Firm

June 4, 2018 By Andrew McDermott 1 Comment

You’re ready to start your own firm.

Here’s the problem. You don’t have the resources you need to build a large brick and mortar law firm from scratch. The good news? You don’t need a large nest egg to strike out on your own.

A virtual law firm could be just the thing you need.

With a virtual law firm, you’d be able to quickly figure out what works. With the right systems and procedures, you’d be able to identify the building blocks you need to establish a successful practice.

Are law firms still needed today?

Pessimistic pundits would argue that the law firm, as we know it, is fading away. Big law is in a death spiral they say. They argue that the market has changed, that lawyers are quickly becoming obsolete.

Is this true?

Others argue that the job market is shrinking. Law firms around the world are closing at an alarming rate. It seems as if things are getting worse for the legal industry.

These naysayers are wrong.

Attorneys are needed today, more than ever. How do I know? The market tells us. Using market data, we can instantly verify these doom and gloom complaints. How do we do that? Simple, we head to Google Trends.

I used five common keywords.

(1.) Real estate attorney (2.) bankruptcy attorney (3.) business attorney (4.) divorce attorney and (5.) estate attorney.

Fairly straightforward, right?

If you’re unfamiliar with Google Trends, it’s a free tool that gives us instant access to searcher data. Using a list keywords, we get data driven answers about a keywords popularity (demand), what people want (wants/needs) and more.

So what does the data say? See for yourself.

What do these numbers mean? Here’s Google’s explanation.

“Numbers represent search interest relative to the highest point on the chart for the given region and time. A value of 100 is the peak popularity for the term. A value of 50 means that the term is half as popular. A score of 0 means there was not enough data for this term.”

Seeing a pattern here?

There are general fluctuations in demand, same as any industry. But overall, the demand for attorneys has remained consistent.

This isn’t a fluke.

Change the time range from 2004 to today and you’ll see the same thing. Client demand for attorneys remains high. Notice these aren’t product or service specific requests (e.g. how to create a will) for example.

So what’s going on here?

The demand for attorneys hasn’t changed all that much. On the other hand, how clients solve their legal problems, that’s changed considerably.

The virtual law firm solves a very serious problem

Here’s the part pundits get right.

Your clients have lots of options. They’re able to work with hated (and inadequate) solutions like LegalZoom. They have an abundance of options.

What does this mean?

The old client model – bill hourly, ring the bell, profit – is falling out of favor with clients. They’re flooded with an incredible able amount of options and alternatives. They don’t have to do things our way anymore.

Why the virtual law firm is an ideal answer

It’s an incredible opportunity to build an effective law firm rapidly. Simply because it gives you things other business models can’t.

With a virtual law firm you can…

Create an alternative brand. Let’s say you have deep pockets. You’re able to create the traditional brick and mortar firm. Will it be successful? A virtual firm allows you to create an alternate brand.

Significantly less risk if it fails.

Use this alternate brand to – test your services, messaging, pricing – anything you want – without hurting your brick and mortar firm.

Find what works, quickly. Using DBAs and websites, you can create multiple versions of your virtual law firm. You can test ideas against each other. Which clients spend more money? Which service areas produce the greatest amount of profit?

Testing with multiples gives you the answer.

With this strategy you can create businesses or micro sites that are focused on a particular specialty or service area. You can mix and match, adjusting your price and services to meet client demand.

Wait a minute.

Won’t this raise a few eyebrows? It seems like this sort of strategy enters a grey area. It doesn’t have to be a questionable area if you’re upfront about (a.) who you are (b.) what you’re doing and possibly (c.) why you’re doing it.

Increase hiring effectiveness. Dr. Bradford Smart, author of Topgrading, found that a mis-hire costs businesses 27 times an employee’s salary. A comprehensive hiring process is a great idea. Hiring attorneys on a freelance basis to test their abilities, even better.

You’re able to attract the talent you want when you need it.

Hiring, maintenance and management costs are reduced. Severance, opportunity and disruption can be eliminated. Additionally, a virtual law firm gives organizations the opportunity to test alternatives to the “eat what you kill” model.

The “eat what you kill” culture is damaging when there’s a consistent amount of external and internal competition. More often than not, these firms are constantly at war with themselves. It promotes a kind of cutthroat cultural Darwinism where everyone looks out for number one.

Dramatically reduce operating expenses. This is an obvious point, right? Your office space and associate salaries take up as much as 2/3rds of your revenue. With a virtual law firm, you’re able to dictate when and why you take on major expenses.

Performance data tells you whether it’s worth it (or not).

You’re able to grow slowly (or rapidly) scaling up as demand and performance dictates. This dramatically reduces the upfront capital needed to launch your firm.

There is a caveat though.

Certain clients are all about image or aesthetics. When they shop for an attorney, they have a specific idea in mind. These clients aren’t always favorable to working with virtual attorneys, especially if you’re an unknown.

The good news?

Younger companies, experienced organizations and utilitarian entrepreneurs care less about image and more about results. Produce the results they want and you have their attention.

Okay then.

The demand for attorneys – it’s still high. Clients are bombarded with options. This has changed how they select their firm of choice. Here’s the obvious question.

How do you launch a virtual law firm?

A virtual law firm is first and foremost…

A business.

Here’s the part where attorneys tend to stumble. Running a law firm is unique. Are you a name partner that brings in a significant amount of business to your firm?

It’s still different.

A virtual law firm is a legitimate business and needs to be treated that way. Looking to establish your law firm quickly? You’ll need to follow the same tried-and-true steps successful entrepreneurs use to grow their business.

What steps?

Step #1: Give your business an incomplete foundation

You’re going to make mistakes.

It’s inevitable.

It’s incredibly unlikely that you’ll set every single part of your virtual law firm up properly. And you know what? That’s okay, as long as you have the essentials.

What essentials?

Identify your practice areas
Assess your team’s technological prowess
Create the right systems and procedures
How to work with staff/clients in a virtual environment
How you’ll expand your business (e.g. hire more associates, paralegals, administrative staff, etc.)

Next, you’ll want to identify your must-have technology requirements. Technology is far more important for a virtual law practice; it’s how you’ll compensate for the reduced amount of in-person contact. This means you’ll need solutions for…

Practice management. How you’ll manage contacts, time tracking, billing and reporting. If you’re running a virtual law firm, it’s more important that your practice management solution is centralized. Data shouldn’t be stored on a shared laptop or mobile device that everyone uses.
Document management. Documents are the lifeblood of your practice. You’ll need to have a solution that allows you to send/receive documents, store documents safely and securely and is readily accessible regardless of your device (e.g. mobile, desktop, iPad, etc.).
Online delivery. You’ll need to be able to communicate with clients privately. Many new attorneys rely on email as their online delivery mechanism of choice. It’s free and it’s easy to use. The problem with email is the fact that it’s not centralized and it’s not secure. At any given time, your team needs varying degrees of access and email prevents that.
Communication management. You’ll need a communication system that allows you to chat with your team in real-time. Meeting and communication tools like Slack or Legaler give you the real-time or face-to-face communication you need to stay current with your team.

These details are important for every law firm, but they’re more important for virtual firms. You simply won’t have the day-to-day, in-person connection with your team. If you’re looking to launch your firm successfully, you’ll need to have a solution to each of these problems.

Step #2: Avoid clients who only have money

Your ideal client should meet two simple criteria.

A willingness to pay for your services. This communicates several important details at a subtle level. (a.) These clients understand and value your services (b.) they have a limited understanding of their problem and (c.) most importantly, they know they need your help.
The ability to pay for your services. Quid pro quo is an important part of every relationship. Clients who are willing to pay what you ask for show that they have the means and the commitment to pay for your expertise and knowledge.

There’s a lot to unpack here.

If a big-ticket client shows up with lots of money (and not much else), they may have the ability to pay for your services. That doesn’t always mean they’re willing to do so.

Do your due diligence.

Are they the kind of client you want to work with? You’ll need to profile your clients to identify the ethos, demographics and psychographics of the people you want.

Why though?

Is this really all that important? Absolutely. Focusing your time and attention means you’re far more likely to win stable and consistent clients. You may even enjoy the work you do with engaged clients.

That’s because they’re more receptive.

There’s less haggling, complaining or negativity. You’re far more likely to have the financial stability you need to build a successful virtual law firm.

Bad clients are the opposite.

They take up large amounts of your time. The work is often unpleasant, which makes it more difficult. You’re almost guaranteed to deal with people who don’t value your hard work.

Stability, security?

All but impossible in that environment.

Step #3: Stun clients to get their attention

There are a lot of restrictions on you.

You’re limited in what you can say, as well as when and how you say it. The law requires that you avoid even the appearance of duplicity.

This is an advantage.

Here’s why.

Many attorneys see this as a disadvantage, that they’re simply unable to promote their law firm the way they’d like to. Some choose to skirt the law anyway, doing what they want regardless of the consequences.

You have clear boundaries you can work with.

You have explicit instructions outlining what you can and can’t say. What’s acceptable or unacceptable. Use specific strategies and tactics to attract a consistent amount of customer attention.

Use emotion to spread ideas. Research shows psychological triggers (trust, mystique, alarm, etc.) and emotions, are contagious. Used properly, emotion is a straightforward way to attract customer attention. Combine this with…
Guest posts on large publications. It’s a good idea to go where your customers are. If you’re working with entrepreneurs, write for major publications like Business Insider, Entrepreneur.com, Fast Company and others. Publish on industry platforms like Law.com, the American Bar Association or Above the Law. Create links and hooks that lead readers back to your site. Then combine this with…
Partnerships with medium-to-large platforms. Once you’ve developed a working relationship with medium-to-large platforms, provide them with more of the exceptional content they value. The sky’s the limit. Give them more content in a variety of formats (e.g. quizzes, videos, posts, etc.). Make an exclusive offer, negotiate a profitable exchange, anything they’re agreeable to. Lead their readers back to your site.

These details aren’t comprehensive.

But they’re a great way to build up a lot of buzz and attention for your virtual law firm. There are thousands of platforms, groups and brands who need your wisdom.

Share your knowledge.

Then, provide readers with more valuable content. Use it to earn a like, follow, share or subscriber. Then, once you have a relationship with readers…

Step #4: Pre-sell clients on your product or service

Selling is a dirty word.

At least it seems that way. Selling seems to have an unsavory reputation, doesn’t it? There’s a good reason why. As it turns out, there are two kinds of “selling.”

Coercive selling. This is where selling gets its bad reputation from. These sellers try to force or coerce prospective clients into a deal or situation that’s harmful. They’re not really looking out for their client, they’re looking out for themselves. These salespeople can be needy, pushy, manipulative and dishonest.
Consultative selling. These sellers don’t care if you work with them or not. At any given time they’re negotiating with 15 to 20 clients. They know how to make it rain.

They act as an advisor and they often begin the relationship by treating you as if you’re already a client. Don’t misunderstand, this doesn’t mean they assume or provide all of the benefits of an established attorney/client relationship. It means they’re looking out for you, in a limited capacity, from day one.

Consultative selling is needs based and client led. It’s based on a simple but neglected sales paradigm.

If this, then that.

If I send you an email, I wait for you to respond. I don’t bombard you with seven to eight emails begging for your business. If I make an offer I give you the chance to respond to it.

This alone sets you apart.

This also puts you in the perfect position to pre-sell your virtual law firm. How?

By teaching.

Teaching clients, at their level, gives you the trust, authority and influence you need to pre-sell your clients. Teach them something new, help them solve a minor problem, show them they’re at risk.

Then, present your firm as the solution.

It’s really that simple. This is something you can accomplish with a few well-written guest posts (or speeches and workshops), a simple one-page website that collects emails, and an email provider like MailChimp. Then continue to provide value to your audience.

This is huge.

You can build an audience and sizeable client list before you strike out on your own. This means you can launch your virtual law firm with a consistent stream of cash on day one.

That’s the power of pre-selling.

Step #5: Show clients their problems will only get worse

This sounds really negative, doesn’t it?

But it’s actually the opposite. It’s something you absolutely need to do to protect your clients. Let’s use an unrelated example to convey the point.

Imagine you’re a cyclist.

You ride everywhere. Not because you have to but because you can. Then, at some point, you realize you can’t get to where you need to go as quickly as you’d like. You come to the decision that you need a car.

That car is a solution to your problem.

But it also makes your problems worse. Previously, you only had to worry about taking care of your bicycle. Now you have to worry about the warranty, insurance, vehicle registration and licensing requirements that come with owning a car. Your solution created a whole new set of problems.

Every product or service has this problem.

Let’s say clients hire you to incorporate their business. They now need help with employee contracts, intellectual property, taxes, terms of use agreements and more.

See what I mean?

You can be gentle in your approach but you’ll need to make your clients aware of the dangers they face. It’s prudent and appropriate for you to remind them of the consequences that come with negligence.

This is what your clients want.

Then, when they’re ready to move forward, solve their problems. Then repeat steps three through five. This is the secret to consistent cash flow and a stable virtual law firm.

The legal industry is evolving rapidly

Clients have options.

They’re no longer restricted by the rules of past. The rules have changed. The firms that adapt to these new rules will win. The firms that resist won’t.

The virtual law firm is your secret weapon.

It’s a tool brick and mortar firms can use to build a successful practice. A tool new firms can use to quickly establish a successful digital practice.

You don’t need a large nest egg.

You just need the right ideas. With a virtual law firm, you’re able to quickly figure out what works. With the right systems and procedures, you’ll be able to identify the building blocks you need to establish a successful practice.

The naysayers are wrong.

The market tells us they’re wrong. Client demand for attorneys remains high. With a virtual law firm, you have an incredible opportunity to build a top-tier law firm rapidly. With the right training and bit of preparation, you’ll find the tools and resources are right in front of you.

Everything you need to start your own successful law firm.

Finding a Mentor in the Legal Industry

May 25, 2018 By Andrew McDermott Leave a Comment

Is finding a mentor easy?

Believe it or not, the answer is Yes. Some would have you believe that finding a good mentor is difficult. And it is – if you don’t have a cohesive strategy to follow.

What if you have the right strategy?

Finding an amazing mentor becomes inevitable. A simple and straightforward process you can follow. With the right approach, you can build a successful practice rapidly, navigating industry twists and turns, successfully.

Finding a good mentor isn’t the problem

It’s avoiding a bad one.

That seems counterintuitive, doesn’t it? But it’s true. There’s an abundance of seemingly qualified mentors, they’re everywhere. Under the right circumstances, there are quite a few people who are both qualified and able to mentor you.

Most aren’t right for you.

Finding a mentor in the legal industry depends primarily on you – where you are, what you want and what you’d like to accomplish.

It’s about you.

That’s the problem. Most mentees make two fatal mistakes.

They make everything about their mentor. These mentees give too much, too fast. They approach potential mentors with a dysfunctional attitude, placing themselves in a one-down relationship (e.g. I’m unworthy. I’ll do absolutely anything and everything you want).
They make everything about themselves. They begin each relationship with a self-serving attitude (e.g. You’re beneath me. What are they going to give me? I deserve this opportunity). These mentees choose to take far more than they give.

Bad mentors make these dysfunctional behaviors worse.

It’s subtle.

They actually encourage these dysfunctional behaviors. Bad mentors feed off their mentees sense of unworthiness, using them to improve their own self-worth or simply to do their dirty work.

Or they latch onto arrogant mentees.

They use their confidence and self-assurance to attract new, more favorable opportunities. Then, they toss them aside once they have what they need.

Finding a great mentor starts with your needs

Are there specific goals you’d like to accomplish in your law firm? Balancing paid and pro bono case loads? Networking with courthouse and industry professionals? Keep up with the changes in your practice areas?

Figure out what you want.

Take the time to map out your desires, goals, expectations and problems. You’ll want clear and distinct answers to some seemingly general questions.

Be specific and precise.

Set clear expectations and measurable goals. Outline your problems in detail, stating why they’re problems for you. List the consequences of these problems if they’re ignored.

Don’t skip this!

When you document your desires, goals, expectations and problems, you’re creating a checklist of sorts. The kind of checklist you can use to qualify or disqualify any potential mentors you come across. It’s a simple way to weed bad mentors out.

But it also communicates value.

Most of the time, mentees aren’t sure about what they want for their career or practice. This typically means they don’t know what they’re looking for in a particular mentor.

Okay then…

What should you be looking for in a mentor?

The unexpected qualities you need in a great mentor

The answer to this question is usually a generic one.

“Find a mentor who’s willing to communicate. Make sure they listen, are prepared and have good character” – all pretty obvious stuff right? It’s generic because a mentor, if they’re any good, already has these qualities.

It’s common sense.

So what kind of quality should you be looking for in a mentor then? Are there specific details you should keep an eye out for?

Absolutely.

Here’s a short list of qualities to look for in a mentor.

Your mentor views you as an equal. If you’re treated like a groupie or viewed as the help, you’re in a one-down relationship. Eventually, that may become abusive or predatory. Great mentors approach mentees as equals.
They’re open to a quid pro quo relationship. A great mentor expects a certain amount of give and take in the relationship. It doesn’t have to be focused on a particular outcome or scenario, but it should be balanced. A great mentor expects their investment in a mentee to pay off.
Their ethos and values align with your own. If you disagree with your mentor on a fundamental level the relationship is probably not going to work. As people, we’re drawn to those who are most like us. It’s important that your mentor’s thinking is aligned with yours.
The relationships they have are stable and healthy. Does your mentor have good relationships (personally and professionally) with those around them? What do their direct reports say about them? How does your mentor treat those at the bottom?
They’ve accomplished similar goals, solved comparable problems and they have the experience you need. This isn’t simply about finding a mentor that’s successful in general. This is about finding a mentor that’s successful in the specific areas you’re looking for. Want to attract more environmental law cases? Find a mentor with that specialty.

These details seem simple enough, don’t they?

But they aren’t.

It takes a fair amount of digging to figure out whether the mentor(s) you have in mind is actually a good fit for you and your organization. Which brings us to our next question.

Why should a mentor (any mentor) work with you?

Most mentees are the same. Are you?

Most mentees do the same thing. They pick a target, work themselves up into a lather, then they go for the ask. “Will you be my mentor?”

It usually doesn’t work.

Because it’s common advice. We’re told to ask for what we want. So we do what most inexperienced mentees do. We ask and then we’re rejected.

But why?

We’re not looking at it from our mentor’s perspective. Let’s assume, for the sake of argument, that the mentor we have in mind is moderately successful.

They’re in demand.

If you’re busy, they’re drowning. They’re bombarded with demands from the time they wake up, to the time they lay down. They spend their days sifting through the demands and requests placed on them. In fact, 9 out of 10 times, someone wants something from them.

It’s exhausting.

Imagine you’re trying to carve out some precious family time and you see this request.

“Will you be my mentor?“

What’s the first thought that goes through your head? Yet another person who wants more of my valuable time (most likely for free).

Ugh.

Their answer will probably be No. Which makes sense right? Here’s how you dramatically increase your odds.

Step #1: Create transformative results

Results come in two flavors.

Conventional. You hit your billable hours, do amazing work, communicate well, etc. You’re doing an outstanding job, performing at a level that most your peers aren’t.
Transformative. These results create significant change. They can attract positive attention to your firm, make things better for the legal industry, or provide a significant amount of value that goes above and beyond.

If you’re an associate looking to attract a mentor you’ll need to achieve conventional results first. Conventional results creates trust (in partners, clients and mentors). It’s an entry-level foundation that tells mentors it’s safe to take a risk on you. If you own your own firm, conventional results are typically assumed.

Which leaves transformative results.

Transformative results are frightening. They shake up industries, go viral, attract national attention and bring in a significant amount of revenue.

These results can be positive or negative.

Step #2: Give your mentors the things they want

Solve their problems, help them reach their goals, propel them towards the things they desire. Let’s say your mentor wants to be featured in ABA Journal so you…

Pitch a compelling story to ABA with your mentor as the hook
Reach out to your mentor. Mention that you’d like to interview them for the ABA
Do the interview, then promote the interview online
Rinse and repeat

Can you see what’s happening?

With a little bit of ingenuity and persistence, you’ve accomplished what most mentees won’t. You used value to initiate a relationship with your mentor of choice.

Here’s the thing.

These strategies and tactics don’t require a massive investment. It certainly helps, but it isn’t a requirement at all. So what are the requirements? Your ideas, time and a willingness to try. What other ideas can you use to attract mentors?

Run a webinar discussing the biggest problems in your industry or practice areas
Sponsor your mentor’s charities or local events
Ask mentors to weigh-in on a noteworthy debate, then share their feedback
Infiltrate local groups (e.g. ABA, Chamber of Commerce, SuperLawyers, rotary clubs, etc.)
Connect your mentors with influencers and power brokers they want but don’t have
Locate hard to find information/resources then share it with your mentor

See the hidden strategy?

It’s giving.

Give your mentors the things they want (or need). Find a way to add transformative value to their personal or professional lives. Do it well and you have their immediate attention.

Step #3: Make your first ask, the right ask

If you’ve delivered a significant amount of value to your target mentor they should be asking questions. “Who are you, what’s your focus area, what do you want?“

It’s time for the ask.

Your first ask needs to strike the right balance. It needs to be easy enough for your mentor to say Yes to, but challenging enough that it’s not considered condescending.

It’s a tough spot.

But whatever you do, don’t ask them to be your mentor. Now’s not the time for that. In fact, it might never be the time for that.

Why not?

Because mentor / mentee relationships tend to be organic. They develop slowly, naturally, over an indeterminate period of time. You don’t ask for a mentor, you’re adopted by a mentor.

See the difference?

The mentor / mentee relationship has to be predicated on value. Giving identifies you as unique, a diamond in the rough.

Finding a mentor is easy with the right strategy

Some would have you believe that finding a good mentor is difficult. But it doesn’t have to be. With the right strategies and tactics, finding a mentor is both easy and inevitable.

The legal industry is full of twists and turns. The kind of traps a good mentor knows how to avoid.

With a clear process and the right amount of persistence, you’ll have everything your organization needs to easily attract and convert the right mentors.

What Should You Include On Your Law Firm’s Website?

May 22, 2018 By Andrew McDermott Leave a Comment

Is your law firm website exceptional?

A-player firms treat their website like the rainmaker it is. A powerful marketing tool that sets them apart from the rest of their industry.

What about yours?

The experience for most law firms is pretty standard. They contact an agency or designer to develop their website. They pay a whole lot of money for a standard brochure site that consistently fails to deliver clients.

It isn’t fair to you, but it’s the reason…

Why law firm websites continue to fail

Clients are looking for specific information from your website.

Here’s the catch.

Some of the information is consciously available – clients know what they’re looking for specifically. Then there’s information that’s unconsciously available. Information clients are unconsciously searching for and evaluating.

Consciously available data typically refers to information that’s tangible, obvious or explicit.

A professionally designed website
Clear, high-quality content
Attractive photography and imagery
A compelling story/about page
Clear contact details
Upfront FAQ details

Unconsciously available data refers to information that’s intangible, obscure and implicit.

Website friction elements
Corporate ethos, values and beliefs
Social class requirements
The right communication model
Presentation mismatches
Authority, credibility and power dynamics

This conscious/unconscious information creates a few problems. When a law firm’s websites struggles to perform, these core issues are usually at play.

Lopsided focus. Law firm websites that are focused exclusively on one side (conscious or unconscious). A lopsided focus creates resistance and doubt, making it harder to win new clients.
Conflicting communication. Conscious conflicts with the unconscious e.g. high quality photography disagrees with your ethos, values and beliefs.
Mismatched messages. Such as, photos that convey power but a voice and tone that communicates insecurity and neediness.
Missing data. When prospective clients arrive at your website they need a compelling answer to three questions. (a.) Where am I (b.) what can I do here and (c.) why should I do it?
Unnecessary friction. Friction is defined as “any psychological resistance to an element in the conversion process.” This basically means you’re making the conversion process harder for clients than it needs to be.

When prospective clients visit your law firm’s website, they don’t want to see these mistakes.

They’re looking for a solution.

Can you solve their problems?

Your future clients are looking for indicators showing that you’re capable, credible and worthy of their time and attention.

These indicators have a specific set of characteristics. They’re…

Typically dependent on 3rd party sources (e.g. reviews, guest posts, cases won, awards, etc.)
Verifiable, quantifiable or measurable in some way (e.g. 96% win rate, more than 1200 cases tried, etc.)
Difficult to fake (e.g. cases are public record, reviews are on third-party sites, etc.)
Available and open to scrutiny
Focused on the client (and the value you provide), rather than your firm

This isn’t where it starts though.

Okay…

Where does it start? It begins with attraction.

Remember that saying “looks don’t matter, it’s what’s inside that counts?“

It’s not true.

Just ask Dr. Gitte Lindgaard at Carleton university. Historically, research shows we sort each other based on appearance. Well dressed people with nice homes and fancy cars are typically viewed as rich or successful.

Dr. Lindgaard wanted an answer to a different question.

Do we make the same snap judgments about websites? So, like any good scientist, she ran a test. She flashed web pages on a screen in front of participants for 1/20 of a second.

That’s 50 milliseconds.

That’s so fast that it’s physically impossible for a human being to think about what they’ve just seen. It’s visual and the response is based almost entirely on emotion.

Next, participants rated the sites they saw.

The results were surprising. Participants consistently formed first impressions about a website in as little as 50 milliseconds.

A negative first impression is a deal breaker?

A negative first impression hurts.

The popular websites we use in other industries inform us on the standards we should expect. As a result, most people have a 6th sense about the websites they visit.

Here’s the problem.

Research shows a negative first impression triggers the halo effect as website visitors begin searching for evidence to confirm their negative first impression (while ignoring counterevidence).

Yikes.

Your website is a perception sculpting tool. This means it has a direct impact on the amount of clients your firm is able to attract.

Want more clients?

You’ll have to make sure your law firm’s website includes the right things.

What things exactly?

Your website needs to provoke a reaction

Your website has two main functions.

Attract new prospects
Convert prospects into clients

Let’s start with attraction.

What attracts a prospective client’s attention?

A visually appealing website. Researchers at King’s College London discovered that aesthetics and usability have a significant impact on website performance. Noted usability expert Jakob Nielsen found users are more forgiving if your website is pretty. Makes sense though, doesn’t it? We use beauty to infer things about people so it makes sense that we’d do it with websites.
Educational content. Education attracts our attention. A consistent stream of helpful, valuable and educational content establishes authority, credibility and desire. You’re not just another attorney. You’re the attorney featured on MSNBC, Avvo or Lawyers.com. You’re a super lawyer. Launch a podcast, post videos to YouTube and Facebook, make SlideShare decks on your website. Just make sure your content is compelling, consistent, and helpful.
Negativity. Dr. John Cacioppo discovered that our brains are built with a greater sensitivity to negativity. We’re all on an obsessive hunt for the negative. Our negative bias keeps us safe from disaster, danger and loss. So, why aren’t more law firms using this bias? They feel it’s bad to be negative. Research says otherwise. Use it in your firm by focusing on your client’s problems and offering a compelling solution.

See the problems HodgsonRuss lays out? The use of negativity and triggers attracts immediate attention.

Psychological triggers act as mental shortcuts instantly bypassing the mental and emotional filters we use to screen information out. They immediately grab our attention. These triggers create fascination, they hold our attention. Integrate triggers like anger, alarm, mystique, prestige, power or trust in your content. Why does this work? Emotions are contagious. Harnessed properly, these emotions are the key to instant attraction.

See how Arnold & Itkin LLP uses the prestige trigger to attract a significant amount of attention?

A strong value proposition. A value proposition explains why clients should choose your law firm. A strong value proposition is unique and it consists of four ingredients: (a.) desire “I want it” (b.) exclusivity “I can’t get this anywhere else” (c.) clarity “I understand you” and (d.) credibility “I believe you.” Law firms with a strong value proposition win more clients than firms without one which is exactly why you should include yours on your website.
Follows usability best practices. A website that’s simple and easy to use, mobile-friendly and error free wins. The problem? Most law firm websites are notoriously unclear, difficult to use and unhelpful overall. When it comes to usability there’s a simple rule your website should follow. Make it easy for visitors to do what you’d like them to do. Don’t ask for more information than you have to. Give visitors clear info/instructions to follow.

What about conversion?

How do we get website visitors to reach out, making the leap from prospect to client?

Tell the whole story. What will get prospects to contact you? Is it your practice areas? Your most recent cases? Your background? There’s no way to tell. That’s why you’ll need to tell the whole story. Give prospective clients all the information they need to make a decision for or against your firm.
Share the right tangibles. Prospective clients want to see what your firm is like. Share attorney photos, pictures of your office and details on your background. Share badges (e.g. Avvo, Super Lawyers, U.S. News Best Law Firms, etc.) and trust seals with clients.
Share logistical/non-logistical info. Share practice areas, answer objections, offer an FAQ, hours of operation, email addresses, fax numbers, payment methods you accept and more. Outline your process and how you work. Make sure logistical/non-logistical info you share is accurate and up-to-date.
Offer social proof. Share testimonials and reviews on various websites. Link to guest posts on high profile blogs. Share radio, podcast and TV interviews. Awards, recommendations and commendations. Share performance metrics e.g. national rankings, win rates and records. Give prospective clients the 3rd party validation they need to verify you can achieve results.

Attorney Kirk Obear offers a significant amount of social proof on his site.

Minimize friction. Don’t make it harder for prospects to sign up. Make it easy on them – only ask for what’s necessary. Don’t load your prospects down with a long form that requires lots of unnecessary information. Don’t try to bully, coerce or trick prospects in to do things. Create a website that’s clear, easy and simple to work with

See how uncluttered Small Law is? It’s incredibly simple and easy to use.

Use the four ears. Communication is multi-layered with four sides to every message. Take the message: “I’d be happy to work with you, please contact me right away.” That message could communicate openness, neediness, desperation and availability all at once. As an attorney, you how important it is to choose your words carefully. It’s the same thing with your website and marketing content.
Share lead magnets. Give prospects specialized content that’s focused on their specific problems. Present them with helpful strategies and tactics they can use to solve their problems. Offer your resources in exchange for a like, follow or email address.

This is what prospective clients need from your law firm’s website.

It’s a lot to take in, isn’t it?

At first glance, this seems intimidating. But it doesn’t have to be. You don’t have to make each of these changes all at once.

Start slow.

Focus on a single element or detail, then work on incorporating them into your website and marketing over time. Add these items in incrementally.

Your website doesn’t have to fail

It won’t if you treat your website like the rainmaker it is.

Your website can be exceptional.

Most law firms don’t have the tools and resources they need to create a high-performing website. They spend a whole lot of money on brochureware that consistently fails to perform.

Your website can be different.

Your website can attract and convert the ideal clients you want. It’s all about the right strategy and tactics. Remember that saying: “looks don’t matter, it’s what’s inside that counts?“

Don’t fall for the lie.

Your website is a perception sculpting tool. It has a direct impact on the amount of clients your firm is able to attract and convert. Your website should exceed your expectations.

Want more clients?

Make sure your law firm’s website includes the right details. With the right approach you’ll find success becomes a self-fulfilling prophecy.