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Management: Physical Cues
Like stress thoughts, physical cues are signals that anxiety, tension, anger, humiliation, or some other "negative" emotion is increasing internally. Learning to recognize these cues can bring more awareness in the moment, thereby empowering you to make better behavioral choices. Examples: - Increased heartbeat
- Warm ears
- Dizziness
- Tightness in the stomach
- Pacing
- Foot or finger tapping
- Clenching fists
- Feeling of drowsiness
Learning to recognize stress thoughts and physical cues brings the focus and control back to yourself. Learn what emotions you are reacting to internally. Learn to focus on your tension level, your word choices, your tone of voice, your body language, and your behavior. You become empowered to make better choices. You can consciously change your behavior to bring about alignment and an effective solution for all concerned. For more tips, check out our "Stress Thoughts and Physical Cues" tool. Labels: management
Resolutions
Happy New Year! The turning over of the calendar is a popular time to get a fresh start. If you're like most Americans, you have vowed to get in shape, quit smoking, or spend more time with family and friends. But what management and marketing resolutions have you made? Below find some tips from our consultants to help you get started. Harriett Greenbaum: At this time everyone should do an assessment when it comes to his or her marketing. First of all, what went well? These are things you want to continue doing. Secondly, what have you done that hasn't or won't bear fruit and is not worthwhile? Stop doing those things. A very important third is what have you not done or only done minimally that you feel you need to do to be successful in your marketing? Numbers one and three then become your marketing initiatives for the New Year. Linda Hardenstein: Create business plans and goals that incorporate managing more effectively by identifying your strengths so you can delegate appropriately, be more productive, and have more balance in 2010. Larry Kohn: Since the most important issue in rainmaking is confidence in the value you offer, one smart resolution is to improve the training program for the lawyers to whom you delegate. As they learn, you will increase your willingness to delegate. When that happens, you have more time for rainmaking and you will be more enthusiastic as you describe the capabilities of your support lawyers to your prospects. Jeffrey Miiller: Get clear about your goals for 2010. In the past, you may have been vague when it came to planning for the future. You may not have set specific goals, other than to bring in more business. This year, resolve to be more focused and efficient by writing a brief marketing plan with clear, obtainable goals for each of the following categories: new targets, referral sources, public speaking, client service, internal marketing, and articles. Use these examples to get started: - New targets: Identify three new potential clients, introduce yourself, and add them to your database with a follow-up date and clear next step.
- Referral sources: Identify three new potential referral sources, introduce yourself, and add them to your database with a follow-up date and clear next step; every month, check in with one past referral source.
- Client service: Visit client X at his or her office and do a thirty-minute educational seminar for the staff; take client Y to lunch and conduct a casual satisfaction survey.
- Internal marketing: Every month, take at least one fellow partner outside of your practice group (a cross-selling opportunity) to lunch.
- Articles: Write and publish one article.
In essence, your 2010 marketing plan will be a checklist, keep you focused, and motivate you as you check off the goals you have accomplished. It's a simple resolution and one that you can get excited about. Labels: management, marketing
Management: Stress Thoughts
Stress thoughts are thoughts that indicate internal tension is rising. They almost always focus on the other person and keep the focus off of the self. When thoughts are focused on the other, control over the situation appears to be in the hands of the other. Noticing when these thoughts are occurring puts the focus back on your own behavior and can help you realize your internal pressure is rising. Noticing stress thoughts can indicate that you need to change your tone or behavior in order to avoid creating an unnecessarily negative interaction. Examples: - "What an idiot."
- "She has no idea what she is talking about. I wish she would just shut up."
- "All he does is complain."
- "Get your paws off my fax!"
For more tips, check out our "Stress Thoughts and Physical Cues" tool. Labels: management
Productivity: Communicate Your Commitment to Commitment
by Lawrence M. Kohn and Robert N. KohnWe've coached hundreds of professionals and executives across the country and have come to the conclusion that the single most important business skill is a commitment to commitment. This means a clear, deeply rooted philosophy that promises are made to be kept. It is a lifestyle that becomes your reputation, and it will dramatically enhance productivity in your practice in at least two fundamental ways: - It creates trust. When people trust you to fulfill your commitments, they will go to extremes to maintain the alliance. Your clients will remain loyal. Your vendors will try to give you the best deal. Your co-workers will put in extra hours, and your prospects will see you as the preferred provider.
- It ignites your passion. Over the years we have worked with hundreds of clients who have felt frustrated with their inability to motivate themselves or their partners to bring in new clients. Creating a reasonable plan is always the first step. However, the next step is to confirm their commitment to execute the plan. Everyone should verbalize his or her commitment to others in the firm. It's a good idea to shake hands to formalize the promise. Once the commitment is verbalized, the passion kicks in. When you're passionate, you're productive.
There are two elements to communicating your commitment to commitment. The first is communicating that you live up to your commitments. Most often, this is accomplished in small ways: returning calls, meeting deadlines, arriving promptly. Failure to live up to your promises -- even the small ones -- invites reciprocity. The second part is letting people know that you expect them to live up to their commitments. This requires that you discuss your understanding of the meaning of commitment. Your ability to talk comfortably and directly about the value of commitment will reveal its significance and build the foundation for a productive relationship. For more tips, check out our article "Four Communication Rules to Maximize Productivity."Labels: communication, management, productivity
Why Clients Leave: Billing Hours
by Jeffrey Miiller and Jill Kohn, PhDThe perception of overlawyering -- that lawyers are constantly looking for ways to bill more hours -- is an all too common issue that must be addressed. It is important to clarify with the client that your firm is obligated to consider all of the issues relating to the matter and explain the risks and options along with estimated costs. It is up to the client to then decide how to proceed on those issues. Make it clear that your goal is not to bill more hours but rather to make sure the issues are fully understood and addressed. For more tips, check out our article on "The Top Five Reasons Why Clients Leave and How to Prevent It."Labels: management, why clients leave
Delegation: Setting Deadlines
by Lawrence M. Kohn and Jill Kohn, PhDTwo posts ago, we discussed the elements of delegation. Among these was deadlines. Setting and meeting deadlines is so important to any working relationship that it's worth revisiting the topic in more detail: Deadlines are difficult to meet if they are not clear. They should always be set with a specific date and time. Never set a deadline of ASAP because the lack of precision only creates confusion. To some, ASAP means drop everything and work overtime to get the task done. To others, ASAP might mean "as soon as practical" or, worse, "after significant avoidance and procrastination." The discussion about a deadline may take the form of a directive or it may be the subject of negotiation. It is a good idea to discuss the factors that drive the decision-making process. It may be appropriate to challenge basic assumptions about timing. It may also be appropriate to initiate conversations with those who are relying on the delegatee for other tasks. These conversations have the risk of becoming frustrating, so everyone must try to be patient and respectful. When deciding the deadline, both parties should consider the other commitments of the delegatee, time required to do the work, time for the delegator to review it, and time for subsequent improvements. If at all possible, the deadline should also allow for a cushion to accommodate the unexpected. It should be understood that the deadline is a commitment and not just an estimate. In the event that the delegatee feels a deadline is in jeopardy, he or she should notify the delegator the moment the possibility of missing a deadline arises. It is never acceptable to miss a deadline without providing the delegator with immediate notice when the deadline is at risk. Failure to comply should be considered a serious infraction. If a task is not completed on time, the delegator should immediately contact the delegatee and remind him or her that deadlines are commitments and failure to meet commitments without prior notice cannot be tolerated. Compliance with deadlines should be included as a factor in compensation and promotion. This focus on compliance with deadlines may sound harsh, but it actually builds morale. A person's reputation as trustworthy may be their most important asset, and this process teaches people how to be trustworthy. It also allows the delegator to feel confident that deadlines will be met. This dramatically reduces stress and allows the delegator to focus on other priorities. In addition to building morale, teaching respect for deadlines is one of the easiest and most effective methods for improving productivity. When people consistently take deadlines to heart, they will give more attention to their commitments and not make unrealistic promises. Realistic commitments produce timely results. For more tips on setting deadlines, check out our article on "The Elements of Effective Delegation."Labels: delegation, management
Delegation: The Elements
by Lawrence M. Kohn and Jill Kohn, PhDSometimes delegation is a disaster. And, too often, it is the delega tee who is criticized as the culprit. But, over the many years that we have been coaching lawyers, we have observed that the blame usually belongs to the delega tor -- for failing to clearly articulate the elements of the task. So we created a form we call the Task Manager, which includes the key elements of effective delegation. The form provides a structure that opens the door to discussing each element. By using the form, you will develop the habit of remembering the key elements each time you delegate. The form does not need to be completed in writing for every delegation; however, every delegated task should include all of the elements: - Name: The form could be used by the delegator as a way to plan delegation and by the delegatee as a way to take notes and confirm his or her understanding of the assignment.
- Date received: By documenting the date that the task is received, everyone is clear about when responsibility has shifted to the delgatee. It is best to delegate a task at the first moment possible.
- Deadline: Deadlines are difficult to meet if they are not clear. This line must always be completed with a specific date and time. It should never include ASAP as an entry -- the lack of precision can only create confusion.
- Task description: This is simply an opportunity to clearly state what the delegator wants. It should be brief -- limit it to a single task and don't include details.
- Required resources: Every task needs resources. In addition to the time required, the delegatee may need support from others, equipment, supplies, etc.
- Loop list: One of the most frequent weaknesses in delegation is failure to keep people in the loop. Stakeholders in a task can provide valuable input and enhance implementation.
- Quality standards: Effective delegation requires that the delegator has a clear vision of the outcome of the task. For example, a delegator who is requesting some research needs to give the delegatee direction about how comprehensive the results should be. Does the delegator want a list of bullet points, a one-page summary, or volumes of information?
- Timeline: This is a list of interim steps, their deadlines, and dates of completion. Once the task commences, the interim tasks should be monitored frequently to make sure the process is under control.
When delegating tasks, make sure that the delegator is clear about -- and that both parties discuss and document -- the key elements of the task. When that happens, delegation can produce greater productivity, increased client satisfaction, a teaching environment in the firm, and more time for the delegator to bring in even more delegable clients. For more tips, download the Task Manager and check out our article on "The Elements of Effective Delegation."Labels: delegation, management
Sales Force Management: Obstacles and Solutions
by Harriett GreenbaumTo improve your sales and marketing results, it is useful to identify the obstacles to managing your sales force effectively. Here are three common obstacles that all business owners face in managing their sales forces and what you can do about them: 1. A business owner who is too busy. You are so busy running all aspects of the business that managing the sales force becomes secondary, almost the stepchild. Solution: Bring structure to the sales management process. Schedule your sales management activities on a regular basis using small time slots of five to ten minutes -- that way you can manage but not take up so much time that you feel overly burdened. Then schedule time to meet with your people monthly on a one-on-one basis; keep the meeting brief and have a clear agenda on what you want to accomplish. Finally, meet monthly with your sales team to come up with new ideas to improve sales. 2. A sales force that resists being managed and feels undervalued. In our experience, the sales force is only resentful if poor management is practiced. Solution: Make an effort to listen to people. Don't just dismiss them out of hand. If you don't accept someone's idea, give them a reason why, and make sure people know where they stand with you. Be consistent in your moods and behavior. Above all, make sure that you bring value to the sales person. 3. Failure to demonstrate appreciation. Sales reps need to feel appreciated. Solution: The first obvious form of demonstrating appreciation is a generous compensation structure. Failing to be generous may appear to increase the bottom line, but in reality it can produce losses. A generous compensation structure allows you to attract and keep quality reps, minimizing turnover and subsequently training and startup time. Also show your appreciation with a sincere thank you or congratulations. Recognition can take many forms, from a simple pat on the back and a thank you to elaborate gifts and recognition trips. For more tips, check out our video on "Effective Sales Force Management."Labels: management, sales
Communication: How to Listen
Melissa M. Udell, PhDListening is half of the communication equation, perhaps the more important half, yet most people don't do it well. In order to communicate effectively with clients and associates, you must listen effectively. Here are four keys to how to listen: 1. Be quiet. Actually listen. 2. Don't rehearse. A lot of people fall into the trap of practicing what they're going to say next in their head. They're already formulating their response, and they miss what the other person is trying to say to them. Don't just wait for the other person to stop talking so that you can tell them what you have to say next. Listen to what they're saying and respond to that. 3. Summarize. Once you know that the other person has finished what they're going to say, run it by them again. Give them a summary: "I want to make sure we're on the same page here. This is what I heard. You just said ... Am I hearing you correctly? Any other thoughts?" 4. Clear up miscommunications. If your summary reveals that you have misheard, clear it up on the spot. This gives the other person the opportunity to clarify what they meant to communicate: "Oh, no, no, no, I didn't mean to say that. What I meant was ..." If the message sent was not the message received, and then people act on whatever they heard, people get into problems later. Clearing up miscommunications avoids a lot of problems down the line. Labels: communication, management
Why Clients Leave: It's Too Expensive
by Jeffrey Miiller and Jill Kohn, PhDWhen a client complains about your rates, it means they are not fully aware of all the benefits they are receiving. It is up to the lawyer to effectively communicate all the benefits he or she brings. Constantly consider how you can increase your perceived value. Enhancing your exposure and ability to communicate all of the benefits to the client can dramatically improve the client's perception. For example, periodic review of bills with the client is an opportunity to answer questions and a chance to review all of the benefits, including added-value services for which the client was not charged. Another way to manage the client's expectations regarding cost is to offer a periodic status report on all activities, fees, and potential increases in fees. Never let an unusually large invoice go out the door without first telling the client, so the client is not blindsided by it. For more tips, check out our article on "The Top Five Reasons Why Clients Leave and How to Prevent It."Labels: management, why clients leave
Sales: Pick a Topic, Make the Call
by Larry KohnSometimes you might find it difficult to make a sales call because you're not sure what to say. To help you figure out what to talk about, we have developed three categories of calls: social, research, and value. - Social calls are to those contacts with whom the relationship is friendly enough just to check in and say hello.
- Research means calling for information. That could be inquiring how to get on an approved list, learning about the trade association the target belongs to, industry chatter, etc.
- Value means adding value for existing clients or offering value in advance for prospects.
So whenever you need to make a sales call and can't decide what to talk about, choose a topic from these three categories and dial. Labels: management, sales
Client Surveys: The ACC Value Index
by Jeffrey MiillerThe Association of Corporate Counsel recently published a standardized measurement tool to help corporations rate the value provided by outside counsel. Called the ACC Value Index, it asks for numbered scores on a five-point scale, detailed comments, and ends with the crucial question, "Would you use the law firm again?" The scary news is that in-house counsel will be able to share their assessment of your firm's value with their counterparts in other companies. This leaves poorly rated law firms susceptible to lasting, negative word-of-mouth that may cost future business and referrals. The good news is that this new ACC Value Index is an opportunity to improve service, or, at a minimum, confirm client satisfaction. If you have not surveyed your clients lately, now is the time. And incorporating the same criteria on the ACC Value Index into your survey questionnaire will help you uncover areas where service may be less than stellar. ACC membership is required to access the ACC Value Index, but resources available on the ACC website report that members score their outside counsel in the following areas: - understanding of objectives/expectations
- legal expertise
- efficiency/process management
- responsiveness/communication
- predictable cost/budgeting skills
- results delivered/execution
Include these elements in your survey questionnaire. Have an outside consultant conduct the survey. Our experience conducting satisfaction surveys for law firms shows time and again that in-house counsel is far more candid with an objective third-party interviewer. And candid, qualitative feedback will help you create a course of action to improve your law firm's performance. With the advent of the ACC Value Index, law firms need to know the criteria by which in-house counsel is measuring their value so that they can aim for the highest degree of client service.
Labels: client surveys, management
Mentoring: Ask Questions
by Jill R. Kohn, PhD, and Lawrence M. KohnIn the role of mentor as career coach, it is a mistake to constantly tell mentees what to do. Certainly some advice is warranted, but real success happens when mentees are engaged in a way that helps them come up with their own ideas. Studies using electrodes attached to the brain show that when people are given direction, approximately three percent of their brains are activated. But when people are engaged in a process where they are motivated to take ownership of a problem, over ninety percent of their brains are engaged. So, rather than telling mentees what to do, mentors as career coaches should ask questions. The questions mentors should ask depend on the guidelines the firm has established for the path to partnership. A mentor could ask, "What are the skills that you need to develop?" or "How are you doing in your effort to get to know the partners?" This approach is very important because if mentors tell mentees that they should do something that has already been accomplished, the mentees can easily interpret the comment as criticism or a real lack of awareness of their progress. Of course, the mentees will have questions of their own, and the mentor as career coach may decide to give a direct answer. But it's always a good idea to follow with an engaging question. For example, a mentee might ask, "How can I meet more partners in the firm?" In return, the mentor should ask, "What have you tried so far?" Only when mentors are certain that mentees have exhausted their own ideas and really are blocked should the mentors express their views. This approach really helps to shift the burden of responsibility to the mentee. For more tips on mentoring, check out our article "Mentor as 'Career Coach.'"Labels: management, mentoring
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