You’re a good attorney. And, up until this point, you’ve done a great job of developing the mindset and perspective of a good attorney. But now, it’s time to start learning to think like a great Rainmaker. You have what it takes—but you must learn how to apply it strategically. It’s important that you make a habit out of educating yourself about marketing at every opportunity.

It’s important to continually “sharpen the saw” when it comes to your marketing skills. The term “sharpening the saw” comes from an old story, and I’ll share it with you now, because I believe that rainmakers can learn a lot from it. Read More….

If you want to learn how successful people became successful, look at their habits. Habits consistently adhered to are the secret underpinnings of a thriving practice. The successful rainmaker, for example, routinely thanks referral sources for the clients they send. If they fail to send a thank you card or express their gratitude upon receiving a referral, it would bother them the same way that failing to brush their teeth would bother them.

What can you do to become a successful rainmaker? Read More….

Today, I’m going to share something that might surprise you.

If you have dealt with Atticus in the past and have heard us discuss client development, you may have heard us mention something called the Top Twenty list. The Top Twenty list refers to those referral sources that are the most active and send you your highest quality business. This group can be made up of people in your social and family networks, your colleagues, clients, and other professionals. To qualify for the list, they must send you good clients more frequently than the rest of your referral sources.

Many of you already have all of your referral sources listed in your Rolodex, address book or computer database.

Here’s the surprising fact: it’s very easy to create your own Top Twenty list. Read More….

In the final installment of our four-part series, we’re going to discuss a few creative ways in which the attorney can express his appreciation for the paralegal’s contributions to the firm.

The “Time Off” coupon is one example of this. If the paralegal has done an exceptional job, the attorney may choose to give him or her a coupon granting the paralegal a period of time off. This period of time could be a half or full day off (i.e. “Take off any Friday”, “Come in half-a-day late next Monday”). The forms are easy to make – you can find many blank coupon sheets on the internet or in an office supply store. Have the paralegal fill out the coupon with a date of his or her choosing, and bring it to you to sign off on – ahead of time. This reward is especially meaningful to working parents, who greatly value time off to run errands or spend with their families. Read More….

Many attorneys do not delegate – instead, they abdicate. What I mean by this is that they choose to unload work on their paralegals without enough explanation. They do this not to undermine the paralegal, but typically, because they are pressed for time as we’ve mentioned in the first and second part of this series. Unfortunately, it is imperative that paralegals have all the information they need before they begin the task, so important work can be done quickly and efficiently.

When delegating a task, we suggest using the S. M. A. R. T. rules: Read More….

In the second part of our four-part series, we’re going to discuss a few ways in which the attorney can create a learning environment for the paralegal within the firm.

When paralegals have the right training, lawyers become more trusting in their judgment and are likely to delegate more work to them. The more paralegals can learn, the more valuable they can be (within the limits of their position), and the more their time is worth.

To maximize the paralegal’s value, we suggest creating a “culture of learning” within the firm. Read More….

Paralegals have many advantages as members of your team. For one thing, they don’t come with the same set of expectations as an associate. They don’t expect to become partner one day; they don’t have the same salary requirements, the need for prestige or the robust ego. Their output, needs and motivation are different than those of the driven, highly-educated professionals with whom they work, but they are still valuable as part of the team.

Regrettably, their efforts are often overlooked and underappreciated by the attorneys and associates with whom they work.

This is understandable when you examine it from the attorney’s point of view. Read More….

Here’s what Lynn Gavin had to say about our recently published book on time management,”There is a plethora of books dealing with time management and stress management in the marketplace today. In contrast to those typical time and stress-management books, Time Management for Attorneys: A Lawyer’s Guide to Decreasing Stress, Eliminating Interruptions & Getting Home on Time, is unique because it (1) is written specifically for attorneys, (2) provides interactive exercises designed to address how you want to live both inside
and outside the office; and (3) contains a current and realistic view of the practice of law.” To read more of this review: http://www.gabar.org/communications/georgia_bar_journal/current_issue/

How much time do you spend working on your marketing efforts? Thirty minutes? One hour? Under five minutes?

Many of you have told me that one of your most difficult marketing obstacles is the element of time. Finding the time to make lunch appointments, follow-up with phone calls, or send thank you notes. Much of marketing requires an investment of time on the part of the attorney. Larger firms can rely upon marketing directors to deal with client development, but small firm practitioners have to be more creative.

Here’s a suggestion for small firm practitioners that can cut your time in half: use a Marketing Assistant. This is a person who can devote time each week to your firm’s marketing efforts, including: Read More….

I just finished my ninth year of taking at least four weeks off in a row… a mini-sabbatical. This year I spent a week in Boston — enjoying the city and visiting family (Priceline was very helpful), a week in Sonoma, California, a week working on my game with a golf coach, and a week around the house.

For me, my time away is so much more than a vacation – it’s a business exercise that I encourage everyone to experiment with. Here’s why I take the time away: Read More….