If you’re marketing well and generating a lot of inquiries, but only converting 50 percent of your qualifiedinquiries into clients, something is wrong with your intake system. A high conversion is the result of an intake system that mixes hospitality, professionalism and the ability to inspire confidence. If you find that potential clients are visiting your firm and not converting to paying clientsat least 75–90 percent of the time, there’s a problem.

One keyquestion to tackle early on: How do you identify the right referral sources?

In the case of other attorneys,other professionals and business owners in your community, you determine theirpotential by observing who they serve.

Some people routinely see the kind of clients that fit your needs – these people can become good referral sources. Others not only see these ideal clients butthey see them much more frequently – these people can become even better referral sources. Then thereare those people who not only encounter your ideal clients frequently, butthey’re big fans and they’ll promote you in a significant way. These are thepeople that can become great referralsources.

Among your family and friends therewill be people who are more well-connected than others and able to promote yourservices. Identify these people and make sure to educate them about the kindsof problems you solve and the kind of clients you serve, without beingblatantly self-promotional.

The point of all this is to get theright people promoting your firm so you don’t have to screen a lot of clientswho aren’t a good fit.

Screening is key

It’s important to look closely atwho talks to potential clients when they call. This individual should possess good phone skills, a welcomingmanner and the ability to talk at length with no interruptions (you should nevertake other calls during this conversation). This person should be educated inthe ideal client profile, well-versed in how to ask the appropriate screeningquestions and able to intelligently answer questions that come his or her way.

Some firms have a team member whocan handle the entire call and some employ a two-step process and only allowthe call screener to go as far as his or her qualifications allow beforehanding the call off to someone who can take it to the next level. But whoevertakes the call should focus on two things: determining whether the caller is“qualified” and scheduling qualified callers for an appointment.

One of the first screeningquestions the caller should be asked is, “Where did you hear about our office?”The answer will be the first tip-off as to whether the client may be qualified,and will also enable you to acknowledge the referral source, if there is one. If,for example, the answer is, “I found you on-line or in the yellow pages,” thecall screener should listen carefully to determine if this is a caller simply lookingfor bargain-basement representation.

If, however, the person says thathe or she was recommended by a good referral source, they are likely to be lessprice-sensitive and more “pre-sold” on your services. The call screener should thensay something like, “May I ask you a few questions to help us be of service to you?”

This allows the intake person toask further screening questions appropriate for the services sought by thecaller. These kinds of questions are very practice-specific and should follow ascript designed to further determine whether or not the caller is a good fit asa client. If he or she is, the intake person should set up an appointment.

At this point, the potential clientshould be told whether the consultation is free or has a fee. Whether or notyou offer free consultations depends on your services – it’s a common practicein criminal defense firms, lower-end family law firms and PI firms. If yourmarketplace is saturated with competing law firms who offer commoditizedservices at low prices you have two choices: either offer free consultationsand lower priced services, or distinguish yourself as an up-market firm. Highnet worth clients, especially those who come to you based on a strongrecommendation, are more likely to pay a consultation fee. The fee is oftenused as a further screening device to determine who’s really right for thepractice.

 Prior to theappointment, you should send out a well-crafted package of information thatincludes directions to the firm, a confirmation letter with the date and timeand, if applicable, forms for the client to fill out and bring in. The client shouldalso receive a reminder phone call the day before the appointment to confirm.

Making a good first impression

When the client arrives, he or sheshould be greeted warmly and by name by the receptionist, who then escorts themto the conference room. You should have a tray of snack items and bottledwater, and offer coffee or tea.

 Once the client has filled out anyneeded paperwork, the attorney should arrive and greet the client warmly. Thenthe interview begins. The interview will be different for each service youprovide, but should involve the attorney asking questions and doing 30 percent ofthe talking initially, allowing the client to tell his or her story. Theattorney should take the opportunity to talk about related cases or matters inwhich he or she was successful (respecting client confidentiality) in order toinspire confidence, while also taking the time to get to know the client on apersonal basis.

Many of our attorney clients followa scripted “Exclusivity” approach in which the attorney says, at the outset,that unfortunately he or she “cannot work with everyone,” and “after hearingthe client’s story will let the client know if they can work with him or her.”This bit of reverse psychology means that instead of the attorney auditioningfor the potential client, the potential client begins auditioning for theattorney.

If it’s at allpossible you should get clients to sign the fee agreement on the spot, when theirinterest level is at its peak. If they are undecided, tell them you will becalling them in a few days. This small outreach alone may help you raise yourconversion rate by capturing those who truly only need a few days tocontemplate their decision.

Mark Powers is the presidentof Atticus, Inc. and co-author of “How Good Attorneys Become Great Rainmakers”and “Time Management for Attorneys”. He facilitates a marketing roundtableprogram for attorneys requiring a simple, focused approach to attract newclients. He can be reached at This e-mail address is being protected from spam bots, you need JavaScript enabled to view it : This e-mail address is being protected from spam bots, you need JavaScript enabled to view it or by calling 352-383-0490.

 Shawn McNalis is a formerImagineer with Walt Disney Co. Shawn credits her 15-year career with Disney forher creative, collaborative approach to advising attorneys. In partnership withMark Powers for 12 years, Shawn is a senior practice advisor, curriculumdeveloper and trainer for Atticus. Shawn co-authored “How Good Attorneys BecomeGreat Rainmakers,” “Time Management for Attorneys” and numerous articles for avariety of legal publications.