Habit #7: Incorporate Systems For Staying In Touch Into Your Daily Routine

The best rainmakers know that relationships need care and feeding to grow. That’s why they build systems to stay in touch into their daily routine.

You probably already have a time management system for your day-to-day activities like keeping up with filing deadlines, court dates and other time-sensitive requirements. But what about your marketing plans? Do you have a system for managing those? Without one, rainmaking can quickly become a casualty.

Build a system of reminders

Staying in touch doesn’t have to be an overwhelming or even a time-consuming task. It just requires reminding yourself to do it. Start by categorizing your contacts into A, B and C lists.

A List: These are your trusted advisors. (See Habit #4 for more on that.) World-class rainmakers stay in touch with their trusted advisors at least monthly. That might mean scheduling a lunch, making a phone call, writing an email, personal note or remembering a birthday. Put that in your calendar prompt and treat it the same way you do your other important dates and times. Schedule your prompts so you have only one or two a day or week so you can easily keep up. Breaking these activities into small bites will make it easier to follow through and help you quickly establish new habits around these activities.

B List: These are good contacts that could evolve into A Listers. You just haven’t established as close a relationship with them yet. That’s why it is important to build them into your reminder system for at least a quarterly contact—perhaps for a birthday or other important occasion or milestone.

C List: This is your holiday card list-- good people to know who have not yet achieved B or even A List status. But holiday cards are not limited to traditional December greetings. One top Atlanta rainmaker uses Thanksgiving cards to set herself apart. While holiday cards are opportunities to create a handwritten message to friends and acquaintances you appreciate, sending those messages at Thanksgiving gives you more time to think about the personal note you will send. Your Thanksgiving card arrives before the December rush and your thoughtfulness will help you stand out. The secret is starting early. In fact, you could start that system today—well in advance of any last-minute scramble.

What are some of the ways you use now to stay in touch?

• What activities have you found are best for helping you build and expand your business relationships?
• What kind of results are you getting? Where is your time best spent?
• How much time do you spend each day on staying in touch?

Habit #6: Leverage Social Media To Increase Your Visibility

The best rainmakers know that social media marketing is neither a fad nor a waste of time. That is because they have seen how some of the country’s largest and most successful law firms are using social media to increase their visibility and build on their already considerable reputations. They have also experienced first hand the benefits of social media for themselves and their firms—especially when taking full advantage of social media tools like LinkedIn.

You may be saying social media is tedious, and that you’ve been on LinkedIn for six months and haven’t gotten any business from it. If that’s your experience, then you are probably not using all this valuable tool has to offer. Saying “Yes” to people who invite you to connect with them on LinkedIn is only the beginning.

Social media is serious, and LinkedIn appears to be where the serious folks go. Professionals are showing up there more and more.  The average user age is 46. Executives and general counsel from virtually every Fortune 500 company are represented. In fact, since I launched my Raising the Bar: Social Media Marketing Group for Lawyers and CPAs on LinkedIn, I’ve been overwhelmed with inquiries about how to make LinkedIn a more valuable investment of non-billable time.

In today’s blog, I’m going to give you just a few tips about how to make your LinkedIn experience better and more rewarding. (If you’d like more strategies and tactics, get a free copy of my ebook, LinkedIn For Lawyers, CPAs And Other Professionals: How To Leverage Your Time And Build Your Business Using The Power Of LinkedIn.)

Here are two ways to increase your effectiveness on LinkedIn right now:

• Add an updated professional photo to your profile.
• Make sure you have a company listing, especially if you are a solo or a small firm practitioner. Click on “What company do you want to search for or would you like to create a company?” Enter the name of your firm and create a site for your law firm on LinkedIn.

Here are 4 ways to improve your results using LinkedIn:

• Find out more about individuals you want to meet or do business with. For instance, if you are attorney with ABC law firm and you are networking with a CPA from XYZ accounting firm, review the XYZ website for info on the CPA and the firm first, then check on LinkedIn for that individual’s prior employment and history. Look for areas where you may share something in common. For example, you may note a book he or she is reading that you have also enjoyed or want to know more about or perhaps your neighbor went to the same school and graduated about the same time.
• Look at their connections, and start planning how you can do some netweaving when you meet.  (See my blog posting on Habit #4: Transform Trusted Advisors Into Referral Engines Through Netweaving)
• Dig a little deeper. You might discover that a person you have targeted to meet is a first or second link to the person you have researched. You can ask for an introduction.
• Review your own connections to refresh your memory. Perhaps the person you are meeting with and one of your own LinkedIn connections would benefit from getting to know one another.

How are you using social media in your practice?

Last time, we talked about how world-class rainmakers make a habit of using every networking event to maximum advantage. They start by choosing the right events and organizations for networking—events and organizations where their target clients are likely to be. You can do this, too and hopefully you have been looking carefully at your commitments and deciding which are the best use of your non-billable time.

Habit #5: Transform Networking Events Spent Wandering Around Marketing Into Focused Activity That Produces Tangible Results – Part 2

This week I’m going to give you a few tips on how to make your next networking event pay bigger dividends for you. Let’s start with making a plan. Who do you want to meet? Hint: ten targets is a good number. Ask yourself, “How can I make sure I meet my targets if they are in the room?” One excellent way is to get to your event early.

• If the cocktail hour starts at 5:30, get there by 5:10 so you can meet the leaders of the organization and the planners of the event.
• Peruse the nametag table and get ready to talk with any of the 10 from your list who will be in attendance. Standing near the nametag table can give you a chance to meet one or two of your key targeted people before the evening gets into full swing.
• Most attendees lose the advantage of the evening. They leave work late, get caught in rush hour, and slide in just before the speaker starts talking. If it’s a dinner, they are stuck with the other seven or nine people at their table, eating rubber chicken and trying to catch contacts on the way out, after the event. This poor planning can be costly, not just in the cost of the event but also in lost opportunities.
• At the meeting, you may also run into people you want to get to know better but who are not on your target list. Talk with them for a few minutes, but make a date for lunch or breakfast at another time. Then you will have time to develop a plan of action that will work for those individuals, and it won’t dilute your time spent at this particular event.

One final reminder: Time is money so plan your time so every event you attend becomes an investment that yields a high return.

Program Update: Last Thursday’s Raising the Bar 90-minute seminar, "LinkedIn Secrets for Lawyers & CPAs" was a tremendous success and I am sorry if you missed it. We’ll be letting you know about future events here and on LinkedIn. If you are not already a member of the Raising the Bar: Social Media Marketing for Lawyers and CPAs Group, then email me right now requesting to join and I’ll get back to you right away. In the meantime, remember that you can arrange for one-on-one LinkedIn coaching with Raising the Bar’s social media consultant, Jeffrey Brathwaite by contacting me.

How will you work your next networking event?

• Who is on your target list?
• Who do you know who will be there that could introduce you to your target(s)?
• How will you be sure you arrive 20 minutes early?

You can learn more about what this change could mean for you and your practice and some of the big unanswered questions about the ramifications of hitting the “Like” button in this week’s Social Media Tip posted in my Raising the Bar: Social Media Marketing Group for Lawyers and CPAs.

Now back to this week’s focus.

Habit #5: Transform Networking Events Spent Wandering Around Marketing Into Focused Activity That Produces Tangible Results

World-class rainmakers make a habit of using every networking event to maximum advantage. They start by choosing the right events and organizations for networking—events and organizations where their target clients are likely to be. You can do this too.

• Start by asking yourself who you want to meet and why. Review your list against the membership list of any organization you want to join or the likely attendees of any event you are invited to attend. Remember, your goal is business development, not socializing so make sure you are investing your time where it will give you the best return.

• Whether it is an organization or an event you select, start with the end in mind. List five people you want to meet who you don’t know and five people you want to get to know better. Before the meeting, review web sites and press releases about those people and their companies. Use Google and LinkedIn to find even more details. You’ll then have some current subject areas as you move into conversation with them. They will appreciate your attentiveness.

Here are a few other ideas to make your participation rewarding.

• Spend time getting to know new people; save chitchatting with your good buddies for another day.
• Sit next to new people instead of friends and associates
• Look for the new people who could also benefit your trusted advisors.
• Stay away from “Velcro” people who keep you occupied with their longwinded stories or personal anecdotes – you have people to meet!

Here’s one final thought on this topic. World-class rainmakers know that merely exchanging business cards will not produce the results you seek. You must get to know others at a much deeper level before you and they are in a position to really benefit.

There is still time to register for my Raising the Bar 90-minute seminar, "LinkedIn Secrets for Lawyers & CPAs" taught by myself and Jeffrey Brathwaite aka JB, Raising the Bar's social media consultant. The program will be held on May 6 with a cocktail reception immediately following at the Peachtree Club overlooking Atlanta. Attendance is extremely limited and only a few seats remain so contact me now if you want to know more.

Do you have a networking event coming up?

• How will you decide if that event is worth any of your non-billable time?
• If you go, how will you be sure you will meet the people on your list?
• What has kept you from making the most of networking events in the past?

Habit #4: Transform Trusted Advisors Into Referral Engines Through NetWeaving

Last week I shared with you that the best rainmakers know how to NetWeave with their connections to develop a powerful referral engine and that this is especially true when it comes to working with their trusted advisors.  We talked about who exactly is a trusted advisor and I introduced you to my friend Bob Littell and his NetWeaving pay-it-forward business model. And, I gave you an assignment for this week so you could start building the same habit world-class rainmakers use. So, how did you do?

• Did you arrange to meet with a trusted advisor you rely on in your practice?
• If so, did you ask who would be a good referral for that person from among the people you know?
• Did you arrange an introduction if it was possible or practical?
• Were you prepared to say who an ideal client is for you and who among your trusted advisor’s connections would make a good introduction for you?
• Did you set a timeframe for action and follow-through?

If you were able to check every box, that’s great and you are on your way! But, that’s only the beginning. (Just a reminder if you’re stuck on who is a trusted advisor, email me at rhensley@raisingthebar.com and I’ll send you a Trusted Advisors Inventory to help you get started.)

Meeting once in awhile with a trusted advisor is not enough to either build a habit or keep your referral engine purring. You must commit to regular communication—at least monthly to both keep your trusted advisor top of mind for you and the other way around. Over time, you will develop a deeper relationship and a “mutual admiration society” as you get to know each other’s specialties, goals and interests.

If you are not able to meet monthly, commit to stay in touch by phone or email. Leverage time by developing an “A” list of four or five trusted advisors and arrange to meet as a group. The possibilities for opportunity become much greater in this larger group setting. Keep the number small enough so that everyone has a chance in the spotlight during the time allotted. Don’t make it all business, though. Spend time getting to know others—their hobbies, interests, favorite sports and teams. Stay in touch and top of mind in between whenever you come across something of interest to one or more of your group. For example, the recent NFL draft picks might be good or not so good for one of their favorite teams. Why not say, “Hey, saw the Falcons just picked _________. What do you think? Good move?”

If you’re shaking your head and wondering how any of this could deliver practical results for you, here’s a little encouragement. Sometimes netweaving really pays off. I introduced two of my clients and, over the past two years, the CPA has sent the lawyer $500,000 of business. That’s paying it forward on a grand scale!

LinkedIn is also a great way to stay in touch and top of mind. I’m doing a very special seminar on LinkedIn for practicing lawyers and CPAs. LinkedIn Secrets for Lawyers, CPAs and Other Professionals is May 6^th in Atlanta. 

How will you build this new habit?

• What will you commit to do?
• Who will you target to meet with on a regular basis?
• How will you stay top of mind?

The best rainmakers know how to Net Weave with their connections to develop a powerful referral engine. This is especially true when it comes to working with their trusted advisors.

Who is a trusted advisor? Anyo ne you, your client or potential client relies on in business. If you are a corporate lawyer, for example, one trusted advisor might be a corporate CPA or perhaps an auditor—someone you work with who also works with or comes in contact with your ideal client. Investing these trusted advisors in your success starts with you investing in their success. That’s where NetWeaving comes in.

NetWeaving is a concept introduced by my friend, Bob Littell through his book, The Heart and Art of Netweaving, Bob gives a framework in his book for repositioning relationship building to a pay-it-forward model. He explains that there are two key elements to NetWeaving.

1. Learn to become a Strategic Connector of others. That is, putting people together in win-win relationships.
2. Learn how to position yourself as a Strategic Resource for others, literally becoming the go-to person for making things happen. (Being known as someone who wants more for others is a powerful magnet back to you!)

Now that you’ve got the basic idea, there’s no time like right now to get into action. Here’s your assignment for next time.

• Think of a trusted advisor you rely on in your practice.
• Arrange to meet with that person for the purpose of learning more about the type of client that person is looking for.
• Ask who would be a good referral from among the people you know.
• Arrange an introduction, if possible or practical.
• Be prepared to say who is an ideal client for you and who among your trusted advisor’s connections would make a good introduction for you.
• Set a timeframe for action and follow through!

Not sure who is a trusted advisor? Email me at rhensley@raisingthebar.com and I’ll send you a Trusted Advisors Inventory to help you get started.

LinkedIn is also a great way to track down the people you want to connect with. I’m doing a very special seminar on LinkedIn for practicing lawyers and CPAs. LinkedIn Secrets for Lawyers, CPAs and Other Professionals is May 6^th in Atlanta.

'Tell us what happened?

• Who did you select for your first meeting? (No names, please—just title or profession.)
• When will you be meeting?
• What three things would you most like to know about this person’s ideal client?

Habit #3: Establish a Personal Powerful Presence Part 2

A personal powerful presence isn’t just for clients.

Last time I asked you to rate your personal powerful presence. How did you do? Are you hitting a home run in all categories? If I asked the managing partner at your firm or the key members of your team if they agreed, what would they say?

Now you might be thinking that a powerful presence only counts with clients but that’s not true. Your future with your firm or company has a lot to do with how the people around you everyday in your workplace perceive you. Many lawyers, for example, know how to dress for court and for being in front of a judge. But what about when they are back at the office? Consider this.

• Who votes on you to make partner?
• Who votes on your compensation?
• Who determines your compensation and your future at the firm?

The people who judge you first are the people right there, in your office.  Is your personal powerful presence strong enough to make those decision makers want to include you in their cases and with their clients? Your harshest judges may be the people who are right next door to you in the office – watching.

An unprofessional image means you could be overlooked for participation in an impromptu client meeting or other unplanned but important event. But it’s not just being ready for the unexpected that increases your go-to quality. It’s projecting a powerful personal presence all the time so you are ready to participate in anything that comes your way.

One simple rule: Get help if you need it!

If you don’t feel confident in the image you are projecting—whether it’s your appearance, speaking or presentation skills or any other aspect of your professional demeanor, hire a professional to coach you. I do and I know it works. Remember, it’s not the firm’s job to take care of your every single personal and professional need, so don’t rely on their approval. Invest in your own future, check with the experts, and get the help you need.

Tell us how your personal powerful presence has affected your results.

• What are some of the things you do to be sure you are always ready for opportunity?
• What one piece of advice about presence do you wish someone had given you when you were starting out?
• What plans have you made to change at least one aspect of your professional presence that does not support your goals?

Habit #3: Establish a Personal Powerful Presence

This month we’re talking about the third of the 7 habits that set truly great rainmakers apart.

Great rainmakers understand that first impressions matter. They make a habit of creating a great first impression by knowing and leveraging the way first impressions are made. They know that people make snap judgments about then and their capabilities in this order:

• How they look/act – 55%
• Sound of their voice – 38%
• Words/what they say – 7%

On a scale of 1 to 10, how would you rate your own personal powerful presence? Here are some categories that could build or destroy your business relationships:

Handshake: _____________

Air of Confidence: ________ 

Dress: _________________

Eye Contact: ____________

Voice: _________________

Language: ______________

Next time I’ll be sharing some hints on how to make a great first impression by paying attention to a few simple rules. In the meantime, tell us your “first impression” story.

Tell us your “first impression” story.

• What was the worst “first impression” you have encountered in your career?
• What are some of the things you do to make sure you make a good first impression?
• What one aspect of the impression you make now do you most want to change or improve?

This month we’re talking about the second of the 7 habits that set truly great rainmakers apart. Last time, I explained the importance of digging deep to build your marketing plan (part 3).

Part 4: 5 ways to triple your target marketing plan’s success

By now you know what you do and who your target is. That’s very good and certainly very helpful but it won’t turn wanting more business into getting more business unless you have a written plan. Your written plan can be as simple or as complex as you want to make it so long as it includes these 5 points that almost guarantee your success.

1. Go for more of the people and clients you enjoy working with now or have worked with in the past. Make a list.
2. Study your best clients. What industry meetings do they go to? Ask if you can accompany them to those meetings at no charge of course. You will learn more about your clients and their industry and how you can help them do their business better. They in turn will be pleased to introduce you to their colleagues. Make a list and a timetable for following through.
3. Learn about trends, technology and tools you can inform your potential clients about that can keep them on the cutting edge of their business. Ask yourself, “What does my target client need to know to stay on top of his or her game?” “What challenges keep my target client up at a night?” “How can I be a resource or messenger of opportunity for that potential client?” Make a list and a plan for how you will connect with your clients and potential clients on these issues.
4. Read what your target clients read. Following industry trade publications helps you know your client better and gives you more to talk about that interests them. The deeper you immerse yourself in your client’s business, the closer you will be to the heart of your client’s business. Make a list, subscribe and/or google your topics and start reading.
5. Upgrade your own knowledge and experience through continuing education, advanced coursework and/or pro bono work that puts you on the front line of industry issues. Make a list and a timetable.

If you’re stuck on how to develop an individual marketing plan, one-on-one coaching could help. Email me at rhensely@raisingthebar.com for more information. 

Tell us about your plan…

• What organizations and publications are you targeting?
• What trends, technology and/or critical issues are you leveraging?
• What new skills are you developing to keep you ahead of your targets?

In the first part of this second habit, I discussed the need to define your specialty brand and build an individual marketing plan. In the second part of this habit,  I outlined the importance of zeroing in on your target client.

Part 3: Dig deep to build your marketing plan

This month we’re talking about the second of the 7 habits that set truly great rainmakers apart.

Last week, I asked you to answer this question:

If you are going on a first class flight to New York on Delta Airlines, who do you want in the seat next to you?

“I want to meet ____________ (name) who is ______________________________ (job title) of ____________________ (company).”

This simple exercise will point your business development planning in a very specific direction. It will give you clarity and focus and help you to stop being vague and ineffective in your marketing endeavors.

Now take this exercise to the next level…

Who else would you like to be seated next to on that plane?

Keep answering that question until you have at least ten individuals you would like to do business with. Once you have your list, dig deep with your research to learn everything you can about them.

• Where did they go to school?
• What boards do they serve?
• What associations or groups do they belong to?
• What publications do they read?
• Who knows them on LinkedIn?

Look for common ground and a connection that might help you gain an introduction. Never assume you don’t know someone who could help you achieve your goal. For example, my client, an environmental lawyer and managing partner of the Atlanta office of a national law firm wanted to get a meeting with the general counsel of a company he was targeting for new business. He insisted that he knew absolutely no one who could help him get that meeting. His research on LinkedIn uncovered that the CEO of his target company just happened to be his roommate in law school!

Research is an important step in developing the habit of making it rain, but you still need a plan for achieving your goals. We’ll talk more about that next time.

Tell us about your research…

• How much time are you spending on research every day?
• What sources have you found to be the most productive?
• How are others helping you discover connections?

FYI, the following article on the similarities between what is going on in today’s economy with attorneys (and other professional service firms) and with those in managed care appeared in the March 12, 2010 edition of the Atlanta Business Chronicle. Full text appears below

http://www.bizjournals.com/atlanta/stories/2010/03/15/focus6.html?b=1268625600%5E3024771&s=industry&i=economic_snapshot

The past year has brought significant changes to the legal industry, affecting the way law firms conduct business and relate to their clients. The economic marketplace is no longer predictable; and the legal industry has been dramatically impacted:

• New pricing models have emerged.
• Client relationships have shifted and are less secure; long-standing partnerships between lawyers and their clients are transitioning from unique to commodity status, where cost matters most.
• To keep costs down, some clients are suggesting a fungible relationship with their lawyers, where some types of legal services are provided in exchange for products or services of the client and no money changes hands.
• Traditional methods for recruiting, hiring, and training are less effective, so they are quickly being replaced by unproven techniques.

The rapid, unexpected changes to the economy have not allowed any business segment — let alone the legal profession — to react in a thoughtful, strategic manner. There has been a continued stream of imprudent responses, and they are not working. Reactions must be based on an assessment of the long-term possibilities and consequences.

What lies ahead?

Using health care as an example, in the early 1990s there was a downturn in the economy. Corporate leaders worked to identify cost-cutting measures. Reducing health-care expense was the objective then, just as legal expenses have become a target in today’s downturn. Before the ’90s, health-care coverage was a sacred cow, as legal services have been for several decades — no questions asked. Then, in response to the evolving economy, insurance and other providers made changes in the way they were doing business. They stepped in and offered to set fixed, guaranteed prices for health care in exchange for the insurance companies managing employee health-care costs. Thus, the commencement of the managed care era.

Today, we begin to see similarities between the health-care situation of the ’90s and the legal industry in its present state.

There is a growing trend where corporations are expanding their internal legal departments, bringing more work in-house. Companies are also gradually contracting legal services that transfer the cost risk to the law firm or other service provider. These cost-saving measures are cut and dried. There is less room for relationship-building between lawyer and client.

Once managed care took hold, those who suffered the greatest were the suppliers of health-care services, specifically the doctors and hospitals. Many were neophytes — they were expected to provide health-care services in a new way that was radically different from their long-established models. Gradually, single or small physician practices were economically forced to merge into larger groups. Even then, the smallest of these groups formed legal entities through Independent Practice Associations (IPA) or Physician Hospital Organizations (PHO). The goal became economic survival.

We are seeing comparable activity with mergers and acquisitions in the legal industry. Many smaller firms have been gobbled up by the large and mega-firms.

Built on tradition and precedence, many law firms are struggling with new concepts in the delivery of legal services.

While they still seek to give clients what they want and need, such as predictable budgets, shared risk, and operational efficiency, they are also attempting to implement new pricing and work structures to keep themselves financially sound. Clients are seeking prevention strategies with the intent of avoiding legal issues similar to preventive health for consumers; and many lawyers and firms are having difficulty finding appropriate ways to respond to their clients’ changing needs.

The most significant point is that the health-care industry continued its new path even as the economy reached full recovery. Will this happen to the law profession as well?

What will it take for law firms to succeed and thrive? There are lessons to be learned from the health-care revolution. First, the attitude that any lawyer is so skilled or differentiated that clients will continue to seek them out, regardless of cost structure, has to change.

To be successful, one must be flexible and adaptable — keep an open mind. Partners of law firms should be asking themselves a plethora of questions to determine if they have what it takes to remain viable.

We are facing a significant and permanent shift. By looking at the lessons learned in the health-care industry, today’s law firms should be asking themselves how they should respond to changing client demands and meet the future head on. Now is the time for a complete strategic reassessment.

The paradigm is shifting, and the legal industry may find that its next leaders are those who are not trapped by precedent or prior involvement in the legal industry of the past.

Kirschner is managing director of Raising the Bar consultancy and former CEO of Northside Hospital. He is also head of The Davis Academy. Hensley is a business development coach and president of Raising the Bar consultancy. Hensley was with Ernst & Young LLP for five years and the Atlanta law firms of Kilpatrick & Stockton LLP and Swift, Currie, McGhee & Hiers LLP and author of the recently published “Raising the Bar: Legendary Rainmakers Share Their Business Development Secrets.”

Part 2: Zero in on your target client

If you are going on a first class flight to New York on Delta Airlines, who do you want in the seat next to you?

Would you say,  “Oh, I’d like the general counsel of a huge Fortune 500 company” or “I’d like the CFO of a huge public company”? If so, you are only half way to describing your ideal seatmate.

For example, a better answer is, “I want to meet John Smith who is general counsel of MNO Company.” If you don’t know your specific target market and who your specific ideal client is, your marketing plan will reflect your lack of focus and you won’t get the results you want.

Profile your current clients for ideas.

• Who do you really enjoy working with?
• What kind of businesses are they in?
• Where do they “hang out”?

Now I’ll ask that question again.

If you are going on a first class flight to New York on Delta Airlines, who do you want in the seat next to you?

And you say… “I want to meet ____________ (name) who is ______________________________ (job title) of ____________________ (company).”

Next time, we’ll talk about building a plan to connect with that individual. For now, start getting very specific about the people you want to do business with.

BTW, we have just posted some video I took on a client visit. You can learn what my client said about business development coaching on my YouTube page.

Who is your target client?

• What business is he in?
• What company does she work for?
• What is his job title?

This month we are continuing our focus on the habits that set highly effective rainmakers apart. Developing and practicing these habits can dramatically increase your chances for achieving your goals.

Habit #2: Define Your Specialty Brand & Build an Individual Marketing Plan

World-class rainmakers are crystal clear about their specialty brand and have developed a written individual marketing plan with measurable goals that work for their own unique requirements. And, they make a habit of diligently working the plans they create. (My business development coaching clients meet with me monthly to examine how their plans are working and what they are doing to implement them.)

Your specialty brand is what you are known for

You will get more referrals if you make yourself known for a specialty area, even if you maintain a general practice. For example, general corporate work is one of the toughest things to market because people have a lot of choices. However, if you become well-known in the RICO area, the appellate area, or in another specific area, you can brand yourself as the go-to person for that area. Reputation yields referrals.

You may be reluctant to declare a specialty but that reluctance can seriously limit your business development opportunities. You may argue that the opposite is true—that declaring a specialty limits opportunity but, I can tell you that is not so. In my experience working with literally thousands of lawyers, CPAs and other professional service providers, a focused approach produces the best results. You simply cannot market to everyone. That is not to say you can’t or won’t accept matters that are outside your specialty if you have the expertise and inclination to do the work. What I am saying is, being known for a specialty helps you both focus on and attract the business you really want to do.

Next time, we’ll be talking about how to zero in on your target client. In the meantime, be thinking about the specialty brand you already are or would like to be.

What is your specialty brand?

• What are the areas of law, accounting or the service you provide where you excel?
• How much of your practice is devoted to that?
• What would happen if you focused more on that and let people know about it?

If you’re not sure what all the hoopla is about Twitter and tweeting and all that other stuff, take a step back and imagine that you are at an enormous cocktail party where just about anyone you might want to meet is in attendance. That’s what Twitter is—an opportunity to start a conversation or join one at a virtual cocktail party where you won’t have to hug the wall or balance a plate of hors d’oeuvres while searching for your business card.

You can check out what some in the legal community are doing on Twitter at LexTweet (http://www.lextweet.com/). Similar communities for just about any kind of professional practice are just a Google away. Here’s one that features many Twitter tips and resources: http://www.twitip.com/

Wanna try tweeting? Tweet me at @rmhensley.

Still in a state of confusion? Raising the Bar social media one-on-one coaching and onsite workshops might be the answer.

http://www.raisingthebar.com/info/social-media.html.

Tweetez-vous?

How much time do you spend on social media activities?

Has Tweeting taken over your life?

Are your friends and co-workers planning a Twitter intervention?