Potential clients assume you’re knowledgeable.

The majority of clients believe you’re a highly competent legal professional. And they’re right. You made it through law school and passed the bar. You’re running your practice as a successful attorney. You’re winning.

So why isn’t this enough?

Potential clients use a very different set of metrics to evaluate your practice.

Are attorneys focused on the wrong metrics?

These metrics tend to be one-sided.

Clients want meaningful relationships that deliver long-term value. What they often receive instead are temporary relationships that produce short-term gains.

Not a fair trade, is it?

The phrase “long-term value” seems pretty subjective. It’s not entirely clear what that means specifically for each client – which is exactly the point.

Law firms often focus on internal metrics like profit per partner (PPP) and revenue per lawyer (RPL). These metrics are helpful, but they’re internally focused. If you’re looking to verify associate/partner performance, this works.

But it doesn’t really tell you much about client evaluation.

When it comes to practice evaluation, clients use a completely different set of metrics. These metrics seem to be simplistic and they are. Which makes sense when you realize most clients lack the expertise they need to properly evaluate your firm.

Clients rely on:

1. Referrals from friends and family
2. Online reviews
3. Your response times to their initial request
4. Observation, watching your approach to their initial requests
5. Initial consultations
6. Customer service details
7. Familiarity

Notice anything strange about these performance indicators?

These metrics show potential clients who you are on the inside. They provide clients with an answer to a difficult-to-ask question.

How do you treat your clients?

1. Referrals from friends, family and acquaintances

This is fairly straightforward. Clients want someone they trust to vouch for someone they don’t know.

Referrals are a form of reputed credibility. A third-party validator that gives potential clients the information they need to take a risk.

Win more clients by:

Giving satisfied clients a referral kit. Referral kits are printed, offline educational booklets. These educational pieces (a.) outline a client’s specific problem in one area (e.g. divorce, bankruptcy, intellectual property, etc.) (b.) direct potential clients to a specific and very helpful solution (online or offline) to a single problem.

The solution can be a resource in the form of a…

• Tool: Divorce, alimony or child support calculator.
• Lead magnet: Pre-bankruptcy, divorce, or incorporation checklist
• Blog post: Why the USPTO will reject your trademark and copyright application
• Quiz: Will your small business be sued in the next 12 months? (How to find out)

2. Online reviews

Reviews give potential clients the insider information they need to make a good decision. Take this review for example.

These attorneys stole money from their clients repeatedly. They made a convincing sales pitch and got them to pay a hefty retainer. Then they vanished when it was time to make good on their promises. These are the insider details clients look for.

Potential clients glean a significant amount of insider information from online reviews. The lack of reviews is often times, just as damaging as an abundance of negative reviews.

Win more clients by:

Working to consistently attract more favorable reviews. Ask clients for feedback. Share reviews from key influencers. Promote awards (e.g. customer service awards) that harmonize with customer evaluation metrics. Use review management tools to systematize and increase your reputed credibility.

3. Your response times to their initial request

This gives potential clients an indication of the results they can expect from you in the future. Are you attentive and doting or cold and aloof? Response times are important. They give clients a rough idea of the kind of customer service they can expect to receive.

Win more clients by:

It’s important to strike the right balance here. Respond instantly and you appear to be needy. Take too long and you come off as aloof and disinterested. A good rule of thumb is one hour to one business day. The shorter your response time the higher your close ratio.

The more personal and intimate your response, the better your results. A phone call from your office is more effective than an automated email reply.

But which response method should you use?

Follow your potential client’s lead. If they respond via email, they’ll probably be more comfortable with an email reply. Use the same channel your potential clients used to reach out to you unless it’s stated otherwise.

Focus more on your client’s problems and less on discussions about your retainer.

4. Observation, watching your approach…

To their initial requests. How do you handle potential clients? Do you take them seriously? Do you focus on your client’s case initially or do you jump right to your fee schedule and rate sheets?

Win more clients by:

Creating clear customer service systems and procedures. Outline your firm’s policies on a variety of sales and customer service details.

• When do you respond to new potential clients (e.g. one hour, 12 hours, 24 hours, etc.)?
• Which methods are approved for responding to potential clients (e.g. text, email, phone)?
• Who is your firm’s designated first responder?
• What is the goal of your designated first responder (e.g. provide helpful first steps, set a meeting date and time)?

The more responsive your firm is, the better your conversion rate will be.

5. Initial consultations

Unsophisticated clients treat initial consultations as a way to extract free work. Sophisticated clients see an initial consultation for what it is. A firm assessment tool.

An initial consultation gives everyone the opportunity to assess the relationship. Clients get the chance to evaluate your business. They get a feel for your strategy and tactics. Your attentiveness and customer service skills. And the overall approach your firm will take.

Win more clients by:

Giving potential clients something tangible to take home. The vast majority of initial consultations are missed opportunities. Most attorneys provide helpful information and education to potential clients. The results usually stop there.

This doesn’t have to be the case.

Send clients away with a relevant (and free) tool, resource or education piece that provides them with more value. Use initial consultations as a value transfer mechanism.

The more value you transfer to your potential clients, the better your conversion rate / win ratios will be.

6. Customer service details

At its core, customer service is about psychological safety. Safety includes care, guidance and protection. Can your clients come to you with bad news? Can they tell you that you’ve screwed up and trust that you’ll make things right?

Are you the kind of firm that will thank them for holding you accountable or punish them for speaking the truth? Will you continue to give them the care, guidance and protection they need when times are tough?

These are the questions potential clients want you to answer.

Win more clients by:

Sharing top-of-funnel evidence demonstrating the kind of care, guidance and protection I’ve just mentioned. You can do this with reviews, testimonials and case studies.

Sharing middle-of-funnel evidence. Promises tied to specific consequences. Risk reversals, and customer service-centric awards.

Sharing bottom-of-funnel evidence via behavioral and outcome markers (e.g. all calls returned within X hour/day, kind and appropriate behavior from your point of contact).

Provide potential clients with a consistent stream of evidence as they move through your sales and marketing funnel.

7. Familiarity

It’s a form of presumed credibility – It means potential clients have heard of you before. They’ve seen your ads, read your blog posts and watched your videos

Familiarity is a paradox.

It’s the easiest and most difficult component to improve. If you want to be seen more the solution is simple. Place your firm in front of more potential clients. More visibility, more leads and sales.

It works and that’s why it becomes difficult.

Small firms may find it difficult to balance their workload. It difficult to serve current clients while simultaneously working to attract new ones.

Win more clients by:

Creating a simplified content and marketing plan. Create content that ties directly to the issues your potential clients face. Focus your time and attention on solving their biggest problems.

Act as if they’re already your clients.

Begin the relationship by asking potential clients to accept the value you provide. Outline the problem, offer an introductory solution, then ask for the micro yes. Continue to ask for the micro yes.

Then, when the time is right, ask for the macro yes.

Ask your potential client to become a permanent client. When it’s handled well, the macro yes is viewed as yet another value exchange. A meaningful relationship that delivers consistent, long-term value. Your potential clients can’t help but say Yes.

Potential clients aren’t like you

You’re the expert.

The credentialed, highly educated professional. Potential clients assume you’re knowledgeable, that your highly competent as a legal professional.

But they can’t rely on expertise as a metric.

It’s not because they’re unhelpful, it’s because these metrics are inaccessible to them. They assume authority and competence on your part, choosing instead to focus their attention on character and credibility.

Most attorneys focus on the wrong metrics.

That doesn’t have to be the case with you. You’re good at your job, your potential clients know it. Want to convert more of the potential clients evaluating your practice? Make character and credibility a key component in your marketing strategy.

The strategy is simple.

Prioritize the right metrics and you’ll find potential clients will consistently identify you as the winner.

What’s the #1 bar complaint clients are most likely to file against you?

Poor client communication.

Do lawyers have a reputation for poor communication? All across the country clients file complaints against their attorneys citing neglect and poor communication. There’s some truth to that though right?

Research shows it’s very common for lawyers struggle with communication.

Here’s the problem with all of that.

Clients can be demanding and entitled

They expect you to keep them in the loop, to communicate with them regularly. Yet, these same clients are easily frustrated when they’re asked to pay for more of your time.

That’s just the start of your headaches.

Your clients subconsciously expect you to treat their case with the utmost priority, as if their case was your only case. When they call, expecting an update on their case, project or problem  – they expect you to take their calls.

But sometimes you can’t.

• Sometimes the person on the phone – parents, aunts, employers, ex-wives – isn’t your client. You can’t tell these people anything because you don’t work for them.
• Your clients waste the precious time you need to solve their problem.
• Nothing new has happened. Many clients believe there’s always something going on with their case. It’s often difficult for them to wrap their heads around the fact that you’re waiting for communication from a 3rd party.
• You’re unavailable. It’s the weekend, night time or you’re just busy. There’s a good chance this client’s business isn’t enough to sustain you or your firm on its own.

This isn’t the real problem though. There’s a deeper problem at play here. It’s a fear that’s fuzzy and unclear, lurking in the shadows of your client’s mind.

Uncertainty.

As an attorney, you’re often the unpleasant expense your client wants to avoid. But you’re also their savior, the only one that can make their fear, pain and frustrations go away. Uncertainty makes their problems worse.

Not in reality of course.

Still, research shows people in general and clients in particular, find uncertainty to be incredibly unpleasant.

This is it.

The hidden problem you’re fighting in your practice. It’s not unreasonable or demanding clients so much as it’s uncertainty. Your client’s expectation is twofold.

1. “Solve my problem. Win my case, protect me from danger, defend my interests.”
2. “Help me manage uncertainty. Relieve my stress and anxiety. Tell me what’s happening.”

Problem solving – pretty straightforward, right?

What about uncertainty?

Managing uncertainty isn’t as complex as it sounds. Believe it or not, it’s actually fairly simple.

Ask clients about their communication style – the who, what, where, when and how. Then, determine what you’re willing to give. Set clear limits upfront. Finally, communicate with clients.

Communication is too difficult, too complex

Your clients are conditioned.

Google, Netflix and Amazon have conditioned clients to expect instant gratification. Clients these days are used to getting the information they want when they want it.

Your clients are no different.

They’re looking for information, they want to know what’s happening with their case or project. Which is reasonable.

Most lawyers do it the hard way

They arrange in-person meetings that are difficult to arrange and incredibly time consuming. They’re bombarded by client emails that are loaded with a combination of useful and useless data. Data they’re now forced to sift through.

Can communication tools solve this problem?

Absolutely.

In-person communication isn’t easy.

With the right communication tools, you gain flexibility. With the right tools, clients have the access they need to deal with uncertainty.

Communication, with the right tools, is easy

With modern communication tools your firm should be able to (a.) send bite-sized messages on specific topics to clients (b.) focus communication on the specifics that, at any given time, matter most (c.) reduce the technological burden on clients and staff and most importantly (d.) give clients the ability to speak their mind freely while limiting the requirements or burden on you.

Are there any tools that meet these requirements?

Absolutely, let’s take a look.

#1: Client portals

It’s easy for clients to see what their doctor does for them. Examinations, x-rays, prescribing medicine – it’s all visual. It’s different for lawyers – clients aren’t entirely sure what you’re doing on their behalf.  Client portals come with an unexpected opportunity.

The chance to flood your clients with helpful data.

This isn’t a pointless data dump or useless information that’s shared for the sake of sharing. It’s relevant, actionable and informative. It provides your clients with 24/7 access to important data. Documents, forms, filings, reports – anything that moves your client closer towards their goal.

Why it works:

Providing your clients with a steady stream of data relieves their uncertainty. When you upload content to your client portal, clients receive a visual reminder that (a.) you’re working on their case or project (b.) you’ve shared evidence with them directly and (c.) there’s material for you to discuss at your next meeting.

It gives your meetings structure and focus.

Document management and client portals reduce rambling and confusion in your meetings.

#2: UberConference

Every day, 75 percent of the Fortune 500 rely on conference calls.

Conference calls aren’t always convenient.

They’re not always as straightforward as they should be either. UberConference is a free/paid option that allows you to contact clients automatically and at your convenience. Schedule a call, add participant’s phone numbers to the list and UberConference will automatically call everyone when it’s time.

Clients aren’t required to remember pins,  it’s available via mobile and desktop apps and can handle web conferences. The calls are free, recording is included and it’s always available.

Why it works:

It’s a simple, quick and easy way to bring clients, attorneys and support teams together. It’s inexpensive and thanks to UberConference, it’s free.

This gives your clients structure.

Scheduling meetings / calls means you have the tools you need to train your clients. There’s no reason you have to deal with random or unexpected client phone calls. Use your client portal to share access to important data, then just schedule a client meeting ahead of time.

It’s simple and clear.

#3: Legaler

Apple’s Facetime, Microsoft Skype and Google Hangouts have been touted as helpful tools for lawyers to use in their practice. Here’s the problem: Facetime and Hangouts stores your content on their servers indefinitely. Skype stores content from calls with more than two participants.

Your conversations aren’t necessarily private.

They’re easily accessible via legal (subpoenas) and illegal (hacks, phishing) methods which means this is a huge liability waiting to happen. There’s also a few significant downsides. These options don’t record meetings, chats and files. They also don’t integrate with the tools and resources your firm is already using.  

Enter Legaler.

Legaler is free video conferencing software that offers:

• In-browser, video face-to-face meetings with multiple participants (and no software, plug-ins or downloads to install)
• Screen sharing and one-click collaboration
• Cloud based video storage with end-to-end encryption
• Integration with 3rd party legal software from a variety of SaaS providers
• Private, shareable content (e.g. agendas, meeting notes, documents, etc.)

Why it works:

Browser based software makes it easy for clients to use. There’s nothing to install, no apps to track, no complicated instructions to cover.

This is a bonus.

Clients already know how to use their browser. Associates and paralegals aren’t required to install anything new. There’s little to no transitional pain involved and customers are focused on what matters most. Legaler provides flexibility.

Attorneys are able to meet with clients for a quick two to three minute call – unheard of with in-person meetings. If they need to schedule an in-depth call, Legaler does that too.

#4: Signal Messenger

When it comes to secure or private messages Slack is an option that’s presented regularly. It’s easy-to-use, has widespread adoption and a large user base. It’s the client communication tool of choice for many law firms…

And a disaster waiting to happen.

Why?

Encryption is on and controlled by Slack. Slack owns and reads your conversations. What does this mean? Your conversations on Slack can be subpoenaed. Not so great for attorney-client privilege.

Signal Messenger works with, not against you.  

Open Whisper Systems, the organization behind Signal Messenger, created a tool that enables you to send high quality text, voice, video, document and picture messages anywhere in the world, without SMS or MMS fees.

It’s end-to-end encrypted, free and peer reviewed.

Why it works:

With Signal, you’re able to send clients encrypted, bite-sized communication morsels. Data that’s easy-to- share, easy to generate and requires very little time.  

It’s available on Android, iPhone and desktop. Platforms your clients are already using. A simple install link is all it takes for clients to get started.

Communication is easy because…

Every client is your number one priority

At least from their point of view.

Your clients subconsciously expect you to treat their case with the utmost priority, as if their case was your only one. They call, looking for an update on their case or project – they expect you to take their calls, but sometimes you can’t.

Communication can be easy.

You’re the only one that can save your client from the specific fear, stress and pain they’re going through. As it turns out, you have two jobs – solving their legal problem and relieving their uncertainty.

Communication, at its core, is about relieving uncertainty.

Most lawyers have a reputation for poor communication. All across the country clients file complaints against their attorneys citing neglect and poor communication.

This doesn’t have to be your story.

You can relieve the pain and anxiety your clients feel today. With the right approach and the best communication tools available, you’ll find you can communicate with clients on your terms, no bar complaints needed.

No one wants to do it.

It’s not like most firms enjoy evaluating and vetting legal software solutions for their firm. So it’s common for firms to simply ignore the problem.

Anything to minimize the amount of upfront work they do.

Maybe they do half the amount of research and vetting required to evaluate their legal software. Or none of it. It’s just software after all.

What could go wrong?

Legal software often comes with unexpected downsides

Purchasing the wrong software increases transitional pain and user onboarding. It also magnifies the potential downsides you experience at your firm. Here’s an example of legal software gone wrong.

This review speaks volumes doesn’t it?

It’s a devastating account from an active customer. This concise review tells us a lot about the downsides that come with poorly vetted software.

• This software is incredibly difficult to use. Translation? Associates spend more of their time on non-billable work than they should.  
• This customer gave their software zero stars. He states: “this product has no redeeming features” stating the product is: unusable, the worst and doesn’t work.
• Associates are forced to use unsecure web browsers, risking client confidentiality and increasing their firm’s risk of legal liability.
• This reviewer’s word choice suggests that  morale has declined at this firm
• It’s an eBilling product that struggles to handle… billing.

This looks pretty bad doesn’t it?

This firm continues to use a system that (a.) costs more money and makes everyone miserable (b.) doesn’t perform as expected (or at all) and (c.) leaves the firm exposed to potential lawsuits.

This isn’t the worst part.

This law firm is still using this product! They’re trapped in an unpleasant situation with an eBilling product that takes money from their business.

How do you avoid making their mistake?

Choosing the right software solution begins with self evaluation

You’ll need to take stock of your current situation as a firm.

You should have a clear idea of (a.) who you are as a firm (b.) where you’d like to go as a firm and (c.) whether the software providers you’re considering are workable, a fit, or simply wrong for you. Think about approaching this from the standpoint of “what does the firm need?“

Here’s a few broad categories you can start with.

1. List habits (good and bad). Do you use hourly rates, value pricing or contingency billing? Does the legal software you’re considering do this natively or is this simply something they tacked on to their feature set? Do you have a specific set of policies and procedures you follow or does your firm follow a process that’s more fluid?
2. Outline goals and outcomes. It’s a common mistake for firms to look at features first. Begin your research by focusing first on the specific goals you have. Planning on adding remote staff in the future? Your needs are very different from the large firm with lots of in-house staff. What about solo firms looking to grow quickly vs. firms that are looking to stay small? You’ll need to outline the goals and outcomes you’re looking for first. Features should be dictated by goals.
3. Determine future needs. If you’re running an estate planning firm with lots of paperwork, you’ll need document management/backups in place to protect against fires or floods. What if you defend lots of high-risk, celebrity or controversial clients? You’ll need software with an emphasis on data encryption and communication privacy. Think about the needs you’ll have both now and in the future.
4. Assess risk and safety. What are the group policy and security requirements for your firm (e.g. 256K-bit SSL encryption and SSAE 16 Type II certification)? Do you need software solutions to accommodate specific requirements  (e.g. user permissions/roles)?

Next you’ll want to use the MoSCoW method (e.g. Must have, Should have, Could have, and Won’t have) to identify your deal breakers and non-negotiables.

Take this legal software provider for example.

It takes 45 days to get up and running. They provide onboarding / training but a support manager is only available for the first 90 days. After that you’re on your own.

Is this a deal breaker for your firm?

A self-evaluation means you know whether their offer will work for your firm or not.

Look for…

• Product wants. What are the specific product wants and needs of your firm? Are you looking for a SaaS, on-premise or hybrid software? Small, medium or enterprise class software?
• Feature sets. What features or lack of features are acceptable versus deal breakers? Are these requirements static and unchanging or will they evolve as your research gains clarity?
• Warranties and agreements. Will you need any assurances? Does your firm require an SLA? If you need one it’s probably a good idea to determine whether your providers are willing to provide that.
• Budget requirements. Product features aren’t created equal. For example, document management at the SME level isn’t the same as it is at the enterprise level.

This is the upfront research that matters most.

The data you accumulate at this stage acts as a compass. The data you accumulate from your self-evaluation gives you the criteria you need to qualify and disqualify potentials.

Identified a list of potentials?

Excellent, you’re ready for the next phase in your due diligence.

Step #1: Search for credibility

Credibility is a gift, an important part of the sales process.

It’s an especially important component of an effective value proposition. Researchers at Stanford University’s Persuasive Tech Lab, identified four types of credibility you can (and should) use to vet legal software providers.

Reputed credibility

Positive feedback and recommendations from an objective, 3rd party source. Unbiased reviewers, ideally attorneys and firms who have worked with the companies/software solutions you’re considering. This could be a testimonial on your site, reviews on Trust Radius, Capterra or G2, or recommendations via Google search.

and

Software solutions with reputed credibility…

• Rely on 3rd party reviews and testimonials
• Have case studies and professional product reviews
• Trust seals and badges from providers like G2, Capterra, BBB, etc.
• Positive or negative press/media coverage
• Client lists, connections to influencers and (to a lesser degree) awards

Use reputed credibility to flush out pain points, mistakes, objections and experiences.

Presumed credibility

Presumed credibility is all about the mere-exposure effect.  A psychological phenomenon where we develop a preference for things – simply because we’re familiar with them. I saw your ads on Above the Law, I read your LexisNexis guest post, I listened to your interview on Attorney Talk, etc.

Presumed credibility uses the mere-exposure effect to…

• Creates comfort, likeability and familiarity
• Improves processing fluency and increases receptivity
• Increase trust by default (helpful if the providers you’re evaluating deserve that trust)

Earned credibility

As a prospective customer, you’ve had a positive experience with the legal software firms you’re evaluating. Their website is easy to navigate, sales calls were productive and helpful, their content was clear and concise, etc.

Legal software providers with earned credibility…

• Have a consistent track record.
• Don’t ask for the unnecessary upfront.
• Answer your objections.
• Are candid and helpful.

Surface credibility

Your subjective opinion of the legal software solutions you’re evaluating (e.g. This is easy to use, I like how this looks, looks trustworthy). Examples of surface credibility include:

• Good product branding
• Professional website design
• No errors, bugs or technical problems
• Demo availability
• A site/product that’s easy-to-use
• Staff photos, bios and company contact info
• High quality imagery

Legal software with good surface credibility are…

• Invested in their product and service.
• Have the right credentials, values and ideals
• Use legal software conventions and your pre-existing expectations to build trust

Step #2: Vet providers legal software solutions

Experienced firms know it can be tough to determine whether a legal software solution is a proper fit. What looks good on paper may be a disaster in reality. It’s a common practice for software providers to offer a demo or free trial of their product.

Take advantage of it.

• Request demos. You’ll need time to verify that the software solutions you’re considering will work with the tools and resources you’re already using. Requesting a demo + sales call gives you the details you need to gauge your provider’s familiarity with their own product.
• Verify product development. Look for continued investment/development into the product. Ask about their product road maps, implementation and future plans; you’ll want to verify that the product you’re buying isn’t simply a cash grab to prop up a struggling company.
• Make sales calls. How are sales people trained? Are they knowledgeable and focused on serving your needs or are they pushy and aggressive closers who are only focused on the sale? Remember the saying: How they sell is how they’ll serve.
• Ask for clear upfront pricing. Verify the total cost of ownership (e.g. initial, training and future costs). Get clear details on any incidentals or extras not listed.
• Share your objections. Share your concerns and objections with each vendor. Ask for a solution to your core objections. Look for SLAs, guarantees and warranties. Take note of vendors who are unwilling to commit fully to their own product.
• Look for support.  Your team will most likely need onboarding, training and support. Is this comprehensive? One-on-one? Self serve?  Ask software providers if they’re willing to extend the support you need to get buy-in from your team.

Make a real effort to use the legal software in a day-to-day setting. Notice any red flags, run into any problems? Ask about it. Have questions or concerns? Raise them. Behave as if you were already their best, most profitable customer.

Outline your deal breakers ahead of time. Then watch how legal software providers respond.

Pay attention to their content, style, tone and approach. Are their support reps irritable and difficult? Do they give you incomplete answers? Does the software fail to perform as expected (or simply fail)?

The cost of failure is high. Too high for you to ignore

No one wants to research and vet legal software.

Which is why it’s ignored so often. Partners and associates at law firms, they’re already exhausted and overworked. For many, it’s about finding “good enough” rather than identifying “great.”

Don’t let it happen to your firm.

This isn’t just a case of low priority work. It’s about the tools you need to grow and maintain your firm. Researching and vetting your legal software takes time, but the rewards are there. Legal software often comes with unexpected downsides.

This doesn’t have to be the case for your firm.

Choosing the right legal software begins with self-evaluation, asks the right questions, and ends with complete answers. Keep downsides to a minimum. With the right amount of research and vetting you’ll find the perfect legal software solution for your firm.

Because the stakes are high, too high for you to ignore.