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Tips offered for effective law practice management

St. Louis Daily Record & St. Louis Countian, Jul 15, 2006 by Michelle Lore

The following article was originally published in Minnesota Lawyer, a sister publication.

MINNEAPOLIS - The Minnesota State Bar Association's Practice Management & Marketing Section is looking at ways attorneys can improve the functioning of their law firms. The section last month held a continuing legal education seminar that touched on several areas all lawyers should examine in order to make their law practices a success.

The 90-minute program - Top Ten Hits Toward Successful Practice Management - was held June 13 at the MSBA offices in downtown Minneapolis.

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Presenters at the program included Minneapolis attorney/ professional coach Roy S. Ginsburg, Minnesota Lawyer's Mutual vice president of member services Todd Scott and Crookston attorney and consultant Dwain Fagerlund.

In discussing the importance of marketing, Ginsburg explained that a Web site is a very important tool.

A lot of business comes in as referrals, he said. The first thing people do when they get names of lawyers is look them up on the Internet and check out their Web sites. It's almost marketing malpractice not to have a Web site, Ginsburg quipped.

Mechanics of marketing

Effective marketing was a central theme of the seminar.

Marketing is all about relationships, Ginsburg stressed. He explained that establishing and maintaining relationships with other attorneys in particular is a very effective marketing technique. Often the best source of referrals is other lawyers, he said.

Ginsburg also noted that just being a good lawyer is not enough to attract clients. Good lawyers are a dime a dozen, he said, adding that to be successful marketers attorneys need to improve their people skills.

When meeting people, don't go on about how great you are or how great your law firm is, Ginsburg advised. It's not about you, he said. It's all about the client. ... Listen to what's on the client's mind.

Ginsburg also suggested being enthusiastic and confident about your practice. People want to hire lawyers who love what they do, he said.

It's not all about legal work, at least not initially, Ginsburg continued. But to the extent that people do need legal work, convince them that you are the person to hire, he said. Think of ways you are different from your competitors.

Many lawyers don't like marketing, Ginsburg acknowledged. Some think it's unfamiliar and unprofessional, while others believe that time constraints and billing pressures make it impossible.

To be successful at marketing, it's necessary to change this mindset, Ginsburg said. Lawyers help people; marketing is simply telling people that you can help them if they have a problem. What's unprofessional about that? he asked.

It's also important to have a marketing plan. It's not necessary to write up a detailed, 10-page statement, just have a brief outline of what it is you need to do, Ginsburg suggested. You will undoubtedly succeed if you are:

* realistic;

* disciplined;

* persistent; and

* patient.

Don't expect your practice to grow overnight. Instead, take time to build relationships, trust and confidence with potential clients. You are planting seeds, Ginsburg said.

The key to successful marketing is discipline. In addition to sticking to your plan, Ginsburg advised spending time every week to re-evaluate what you are doing that is working.

The lawyer as employer

Many lawyers, particularly small-firm lawyers, are employers - a role many of them view as a chore, according to Fagerlund.

Fagerlund stressed the need for lawyers to create an employee handbook - something that is often put off because it's viewed as such a large task. The handbook can be developed on an as-you-go basis over time, however, and there are a variety of models out there attorneys can borrow from, Fagerlund observed. It doesn't have to be huge chore.

In addition, lawyers should create a manual that details policies on things like trust accounts, confidentiality of client information and conflicts of interest.

Fagerlund suggested writing the policies and procedures down and then circulating them among employees for comments and revisions. Finalize it, date it, and keep it in a safe location, he said.

Fagerlund pointed out that if the staff has a role in developing the policies manual, it will take some ownership in it. Consider your staff a very valuable asset and something you want to protect, he said.

Getting paid

Most people want some surety as to what they will have to pay their attorney for specific legal services.

Clients want a simple and certain amount because then they know they aren't going to get stuck with a big bill, Fagerlund said,

He suggested offering clients standard rates. Give them a roadmap of what the case is expected to cost, including anticipated dollar amounts for:

* an investigation;

* drafting a complaint;

* discovery;

* motion practice;

* trial; and

* a possible appeal.

Fagerlund acknowledged that the estimates may not always hold. If it looks like the cost is going to go up in an area, talk with the client about it. Clients are more understanding if it's explained to them, he said.

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Speak Like a CEO

Tips offered for effective law practice management

St. Louis Daily Record & St. Louis Countian, Jul 15, 2006 by Michelle Lore

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