Raising the Bar Blog - Developing high achievers into world class rainmakers

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Brilliant legal briefs alone are not enough to build a successful law practice. You must also make it rain. Fortunately, rainmaking is a learned skill.

Super rainmaker John C. Yates, Chair of the Technology Practice at Morris, Manning & Martin, LLP has set down 10 secrets to super rainmaking in a new eBook that captures, in simple terms, exactly what it takes to make it rain - even when the economy seems to be working against you. I am pleased to be a part of this project with John, adding coaching points at the end of each chapter to give you practical, doable action steps that put John's strategies into practice.

Talking to the Atlanta Business Chronicle recently, John described Super Rainmaking: 10 Secrets To Raising the Bar In Your Law Practice this way.

"Over the years, I've collected a number of concepts, principles, lessons and never put them all down on paper in one place. To be able to present to others was the motivation for me to get them organized and really show that there was a consistent thread in the business development model that we've been using." Topics covered range from differentiating yourself from other attorneys to the business building power of reputation. John also presents ways to balance competing demands on your time while still meeting your business development goals. Take a look at the Table of Contents for a complete topics snapshot.

Uncertain if these secrets can work for you? Then you'll want to get right to Secret #10 and learn why John says, "Be optimistic...the odds are in your favor."

John and I are proud that the profits from the sale of this eBook will support CURE Childhood Cancer. Founded in 1975, CURE Childhood Cancer is a leader in acting on behalf of children and families to conquer childhood cancer through research, education and critical support of patients and their families. We appreciate your support of this important cause. 

Priced at $29.95, you can order the book here. 

Until next time,

Robin

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Today, we're finishing up our conversation about email that we started last month.

I am often asked how to get prospects to read client emails. It's frustrating when there is no reply or the reply is not the favorable response the client is seeking. While I'm not going to tell you what to say, the following ten tips will help you lay out your message so that whatever you say will have a better chance of being read. Better hurry, though. IM (Instant Messaging) is rapidly replacing email. Getting your message down to just a few characters is an art in itself and a topic for another time. For right now, just master the nuances of text placement as outlined below.

1. Make your message fast and easy for the reader.

• Map out your message so that the reader intuitively knows where to look for specific information.
• The subject line is the first place the reader looks. Make the subject short and compelling, capturing the information like a newspaper headline would.
• Include a signature line, as the reader will intuitively look for contact information there.
• Make the message itself stand out with bulleted points that move the reader’s eye where you want it to go.

2. Write for skimming and scanning.

• Readers skim e-mails, giving different levels of attention to different parts.
• They also scan, looking for specific information while ignoring the rest.
• Set your e-mails up to help your reader do both.

3. Use white space to speed up skimming and scanning.

• To skim and scan, the eyes need to move around the text, focusing in some places, resting in others.
• A dense block of print discourages rapid eye movement.
• Contrast speeds things up.
• Alternating print with empty white space “gives the reader wings”.

4. Use white space to add meaning.

• White space is not empty. It’s full of meaning.
• White space tells the reader that there’s a change in idea, a shift in the argument, an example on the way, a contrast coming, or an objection being raised.
• Readers use white space to navigate information for meaning.

5. Make the first sentence count.

• In business e-mail, the first sentence of the text is the most important.
• Readers decide to read an e-mail immediately or save it for later based on that first sentence.

6. Begin with your conclusion, and then explain.

• For replies, give your answer in the first sentence and explain your reasons below.
• To save time when making a request, tell the reader straight out what you want.
• For updates, summarize the situation in the first sentence and then detail it in the rest of the e-mail.
• If you have a question, ask it right away. If the reader has asked you to reply, remind him or her of that at the start.

7. Keep it simple to keep things moving.

• Use headers and sub-titles to enhance skimming.
• Use short sentences and common vocabulary as much as possible.
• Keep your message length to screen size to eliminate scrolling.
• Use simple, straightforward language to get your message across right away.
• Use simple present and past tense.
• Use simple salutations. A first name followed by a comma is less formal, a name followed by a colon is more formal and signals something important is about to be said.
• Cut the e-mail thread and start a new e-mail (and subject line) when the length becomes cumbersome.
• Use the subject line to gain the reader’s attention.

8. Build connection through your tone.

• Avoid using CAPITALS. The reader interprets them as SHOUTING.
• Avoid using punctuation such as exclamation marks ("!") when your message is intended to be formal!

9. Proof, then send.

• Always use Spell Check.
• Read to get a fresh perspective and to pick up typos and errors.
• Change the typeface to see your message with fresh eyes, or enlarge the type size.
• Print a hard copy.
• Read your message aloud to listen for errors.

10. Know when to call instead of e-mailing.

• Use the telephone to build or enhance your connection with the reader.
• Call to communicate how you feel.
• Call if you need to break bad news before you send the e-mail.
• Call to reach resolution if e-mails have gone back and forth for a long period.

For more on e-mail dos and don’ts, sample texts for a variety of situations, and visual cues to give your messages more impact, pick up a copy The Executive Guide To E-Mail Correspondence by Dawn-Michelle Baude, Ph.D.

Until next time,

Robin

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The right answer to this question is not how often you should follow up but rather that you follow up—especially if you have lost a new business pitch. Tom Hopkins says in his classic book, How To Master The Art Of Selling that every “No” gets you closer to “Yes”. Most people give up at the first hint of “No”. But “No” is not “Never”. You still have an opportunity to build a relationship. Even if you don’t go on to win business from that client, your thoughtful and respectful persistence can keep you top of mind for referrals to others in that prospect’s sphere that could benefit from what you do. And, you can ask for feedback from your prospect if you don’t win your pitch. According to Mariette Edwards, RTB’s resident expert on pitching, asking for feedback is one of the 5 keys to success in any pitch you make. If you win your pitch, Mariette suggests that you ask your new client this:

What were the top three factors that influenced your decision?

If you lose the pitch, you can still ask for feedback depending on the situation, of course. Mariette suggests this question in the right circumstances: 

What could we have done that would have made our pitch stronger?

Can persistence go too far? I’m reminded of The Fight Lawyer, Justin Klein, who tried to get feedback on a pitch he’d lost and could not get his prospect to return his call until he left this VM message:

I will continue to call you until you call me back.

What happened? His prospect called him back with the information he wanted while reinforcing that he certainly lived up to his brand!

(FYI, we’ll be talking more about how and when to ask for feedback as well as the 4 other keys to successful pitching in our Pitch Secrets for Lawyers, CPAs and Other Professionals workshop in Atlanta coming up this week.)

Until next time,

Robin

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In case you missed it, the following is an excerpt from an interview I did recently with super rainmaker John C. Yates, partner-in-charge of the technology practice at Morris, Manning & Martin that was featured in the Daily Report and reprised on last Friday’s law.com. The video that accompanies this excerpt is here. 

Q: How do you get new clients?

A: I'm reminded of one company that was just an idea in the mind of two entrepreneurs when I met them. They were referred to me by a Boston venture fund, and they wanted to start a technology business immediately. During our initial phone call they outlined their grandiose plans to build a billion-dollar company -- even though they had no technology, employees or money. Given this outrageous billion-dollar goal, my colleague in the room motioned to hang up the phone. I shook my head, muted the phone and said, "Let's stick with 'em -- they're young but maybe they'll make it."

We met with the entrepreneurs several days later and determined they were the ideal client. They fit the target profile for our corporate technology group. They were looking for a firm that could provide value-added legal services, and we emphasized our experience in providing our clients with significant benefits and efficient legal solutions.

Eighteen months later, as a result of a team effort involving our tech, M&A, tax and employment attorneys, our client went from idea to ecstasy -- the company was sold for $3.25 billion. It was a truly miraculous outcome, and it doesn't happen very often. It was particularly rewarding when the client turned to me at the closing and said, "You really helped us get here -- we couldn't have done it without you and your team." I recently visited with the client, who is now a venture capitalist in Silicon Valley. He still recalled the whole experience and was appreciative of the hard work of our team.

Q: Have you ever lost a client?

A: Losing a client is one of the hardest, and possibly one of the most instructive, experiences an attorney can have. It's hard, obviously, because you lose someone that you probably cared for, someone that's generating revenues for you, and someone on your client list.

On the other hand, it can be instructive to honestly ask yourself, "How did this happen?" On a few occasions -- fortunately not many -- I've had to reflect on that question. I've concluded the common thread in losing a client is often that you haven't paid close enough attention to them. It's like any relationship. Problems arise where you don't communicate, you're not in dialogue with the client, and you're not finding out about their problems and concerns. Proper client communication can be very simple. In some instances e-mail communication may work, but in most situations the face-to-face meeting with the client is critical.

When an attorney looks back and says, "How did I miss that opportunity?" or "How did I lose that client?" it usually comes back to the simple fact that you didn't pay close enough attention to the client.

Q: Have you ever fired a client?

A: I have fired a client before. I must confess, it wasn't easy but it needed to be done. In short, we got to the point that we had a difference of opinion and needed to part ways. I recall the setting -- I was in a meeting with one of my colleagues, and he said that he was going to sit right next to me and kick me in case I changed my mind.

It's very difficult to fire a client. However, it's periodically required to do so, sometimes for reasons that we all know can exist in the practice of law. For example, there may be conflicts of interest that arise, payment issues, or the client may be engaged in activities that cause you to be too uncomfortable.

In some instances, quite frankly, the client may not be treating the people on your team respectfully. It's extremely important in business development to have a team orientation if you really want to be successful and grow a practice beyond yourself.

If there's client disrespect, behavior you can't condone, have a heart to heart with the client. If your client won't change that behavior, you're better off without them. Again, at the end of the day, it's the team orientation that will bring about long-term success in business development.

Q: Have you ever turned down a potential new client?

A: Earlier in my career, I thought that every prospect referred to me was the ideal client. Early in every attorney's career there's an enthusiasm and excitement about bringing in a new client, any client. Later in your career, you're often confronted by a prospect that really isn't in your legal "sweet spot" but who wants to retain your services. The temptation to take on new business of any kind is strong.

What I determined very quickly in my career is that every prospect is not an ideal client. The reality is, and this is very hard to do, you have to turn down a lot more than you decide to pursue. I'm not as good at this as I should be.

My clients have taught me a number of lessons about taking on new business. One of the keys is to build a qualified target prospect list and then be very selective about how you spend your time, and more importantly, your money to pursue the targets. There are a lot of prospective clients in the world, but you have to sit back and ask yourself, "Who is that ideal client, and where should I be spending my resources?"

Another consideration is to never burn a bridge. A prospect that may not be a suitable client today may be your most ideal client years from now.

Q: Looking back at losing a piece of business, what are some of the things you would do differently?

A: There's an instructive element to studying the issues surrounding a client you may have lost or a prospect who didn't select your firm.

Every business developer reflects on those situations where you made a presentation you felt was right on, you hit on all cylinders, and you have a solution to all the prospect's legal needs. You walk out of the pitch high-fiving your colleagues. And then you find out the prospect selects another firm.

When this first happened to me, I learned that, even though we may feel positive, there are often extraneous factors that come into play that we have to consider -- things that are, frankly, beyond our control in the face-to-face discussion with the prospect. In some instances, there may be an existing relationship that the prospect has with someone else that you're not aware of; or another firm, director or influencer may be able to exert unique leverage on that prospect to get them to select another law firm.

To address this contingency, research the prospect's material connections with other people in their business and friendship communities. Analyze their strategic partners, trusted advisers and business relationships. Then, let those trusted partners and advisers know that you had a good meeting with the prospect and that you have a real value-added solution to the prospect's legal needs; and ask the trusted partner or adviser to put in the good word for you with the prospect.

The key lessons to be learned are simple ones. Work together as a team to pursue new business. Pay attention to your clients, and listen to them often. And carefully select prospects -- research their relationships and seek referrals from your strategic partners.

Until next time,

Robin