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Member You - The Top 11 Reasons Most Attorneys Don't Do Marketing
DIY stores have changed massively over the last 20yrs. In fact the very Term DIY did not have the same impact to our lives then, as it does now. Back then when you visited your local hardware store, you spoke to the hardware man over a counter, I say man deliberately, who would then walk into their stores area, try to find your requirements from a very limited choice. Now modern DIY stores are all self selection, contain up to 20,000 lines in stock, covering just about every subject and tools, and you're just as likely to be served by teenagers, pensioners, male or female than the perceived hardware man.This change has not just occurred by accident, but to adjust to pe
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10. Attorneys define themselves as attorneys — not as owners of a law firm.
This is the single most important error, and it is a contributing factor in all the others listed here. Attorneys do not understand that these are two completely different roles that require two completely different mind-sets and two completely different sets of skills. What attorneys believe to be their greatest asset (their skill at practicing law) is actually their greatest liability. They are too busy working in their
There is an old saying in business that ‘Cash is King’. Inventory, no matter what type, ties up cash and diverts it from other uses. Therefore the aim of inventory management should be to minimize the inventory investment for a particular customer service level. The approach taken should ensure that the target level of service is met while also minimising the cash investment. In turn this will maximize the overall benefit for the company.To achieve this many companies adopt supply chain techniques for managing their inventory without realising that the effectiveness of these techniques is limited to only a certain type of inventory. That is direct inventory. These co
Marketing requires faith and patience. Attorneys like to prod and poke a marketing effort until they can prove to their great satisfaction that there is no way it can work.
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2. Attorneys love to argue.
Most lawyers are smart. When it comes to embarking on unfamiliar enterprises, like marketing, they find it difficult to “be stupid” and benefit from the wisdom and experience of other experts.
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3. Attorneys are risk-averse.
The most prudent (and safest!) advice attorneys give is, “Don’t do it!” They live in a universe where mistakes result in liability, malpractice and large judgments. In marketing, mistakes are a necessary part of growth. Taking and managing risk are essential elements of marketing and growth. Attorneys like contracts and guarantees.
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4. Attorneys often know little about business.
Law school offered no courses on being business-owners. Any high school business student knows that marketing is an important and mandatory part of any business. This comes as a shock to attorneys who often conceive of themselves as belonging to some sort of 19th century guild. Attorneys were educated in an anti-marketing culture. They learned that they were in a “profession” where refi ned ladies and gentlemen did not make unseemly efforts to secure business. Such people were “ambulance chasers.” (The practice of law is a profession, but that practice takes place within a business entity called “a law fi rm” - subject to the laws of economics as any other business).
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5. Attorneys fixate on costs.
Most attorneys hate it when a prospective client plops themselves down in the lawyer’s offi ce and starts with “What’s all this going to cost?” Yet, that is the first question the attorney asks about marketing. Focusing on costs causes paralysis. Owners of law firms must focus on revenue generation and driving the top line.
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6. Attorneys like to dither.
High “fact-finders” on the Kolbe Index, they like to analyze things. They want to do extensive due diligence. They want to consult with all their colleagues. They enjoy thinking about action more than taking action, with its attendant risks. But action conquers fear. Life rewards action and punishes inaction. Fortune favors the bold.
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8. Attorneys lack perseverance.
If attorneys do get around to trying some form of marketing, any bump on the road will throw them off. And there are always bumps in the road. Attorneys get excited about a new marketing program, and throw themselves into it passionately. Then after 45 days or so, life happens. A big case blows up. One of the kids gets sick. A check doesn’t come in. The marketing didn’t produce instant riches. The attorney decides he or she made a big mistake and gives up.
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9. Attorneys are uncomfortable with the idea of making money.
Most attorneys are motivated by a desire to serve people. Most subscribe to some form of the Judeo Christian ethic which is full of mixed messages about the pursuit of wealth. Most are conflicted, if not filled with guilt, about the profi t motive. Many secretly think that what they do is not worth the fee they charge, since it does not involve hours of hard, physical labor. These attorneys might be more motivated if they were to think about marketing and growth as “being able to serve the greatest number of people” rather than “making more money” or “being more successful.”
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10. Attorneys define themselves as attorneys — not as owners of a law firm.
This is the single most important error, and it is a contributing factor in all the others listed here. Attorneys do not understand that these are two completely different roles that require two completely different mind-sets and two completely different sets of skills. What attorneys believe to be their greatest asset (their skill at practicing law) is actually their greatest liability. They are too busy working in their
1. Tell me about yourself.2. What is your greatest success and why?3. What is your greatest mistake and what did you learn from it?4. What value can you bring to this company?5. Where do you expect to be in five years time?6. What did you find particularly difficult about working with your last boss?7. What are the key skills to managing your boss?8. How do you set about prioritising your work?9. What aspects of your last position did you like the least?10. What aspects of your last position did you like the most?11. Having undertaken research about the company, what would you say are its top five features?
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4. Attorneys often know little about business.
Law school offered no courses on being business-owners. Any high school business student knows that marketing is an important and mandatory part of any business. This comes as a shock to attorneys who often conceive of themselves as belonging to some sort of 19th century guild. Attorneys were educated in an anti-marketing culture. They learned that they were in a “profession” where refi ned ladies and gentlemen did not make unseemly efforts to secure business. Such people were “ambulance chasers.” (The practice of law is a profession, but that practice takes place within a business entity called “a law fi rm” - subject to the laws of economics as any other business).
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5. Attorneys fixate on costs.
Most attorneys hate it when a prospective client plops themselves down in the lawyer’s offi ce and starts with “What’s all this going to cost?” Yet, that is the first question the attorney asks about marketing. Focusing on costs causes paralysis. Owners of law firms must focus on revenue generation and driving the top line.
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6. Attorneys like to dither.
High “fact-finders” on the Kolbe Index, they like to analyze things. They want to do extensive due diligence. They want to consult with all their colleagues. They enjoy thinking about action more than taking action, with its attendant risks. But action conquers fear. Life rewards action and punishes inaction. Fortune favors the bold.
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8. Attorneys lack perseverance.
If attorneys do get around to trying some form of marketing, any bump on the road will throw them off. And there are always bumps in the road. Attorneys get excited about a new marketing program, and throw themselves into it passionately. Then after 45 days or so, life happens. A big case blows up. One of the kids gets sick. A check doesn’t come in. The marketing didn’t produce instant riches. The attorney decides he or she made a big mistake and gives up.
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9. Attorneys are uncomfortable with the idea of making money.
Most attorneys are motivated by a desire to serve people. Most subscribe to some form of the Judeo Christian ethic which is full of mixed messages about the pursuit of wealth. Most are conflicted, if not filled with guilt, about the profi t motive. Many secretly think that what they do is not worth the fee they charge, since it does not involve hours of hard, physical labor. These attorneys might be more motivated if they were to think about marketing and growth as “being able to serve the greatest number of people” rather than “making more money” or “being more successful.”
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10. Attorneys define themselves as attorneys — not as owners of a law firm.
This is the single most important error, and it is a contributing factor in all the others listed here. Attorneys do not understand that these are two completely different roles that require two completely different mind-sets and two completely different sets of skills. What attorneys believe to be their greatest asset (their skill at practicing law) is actually their greatest liability. They are too busy working in their
There are many business owners and staff that are unaware of how much they are damaging their business – by not doing the ‘little things’ that add value to their product or service.Seemingly simple or even trivial things can make the difference between an unhappy customer and a raving one.But there’s a warning here.Adding value, or going the extra mile doesn’t usually mean you have to walk over hot coals for your customers.And it doesn’t mean you have to give away profit either.In most situations it’s the opposite.All you have to do is the little things – the ‘little things’ that make a big difference to the CUSTOMER.So don’t w
5. Attorneys fixate on costs.
Most attorneys hate it when a prospective client plops themselves down in the lawyer’s offi ce and starts with “What’s all this going to cost?” Yet, that is the first question the attorney asks about marketing. Focusing on costs causes paralysis. Owners of law firms must focus on revenue generation and driving the top line.
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6. Attorneys like to dither.
High “fact-finders” on the Kolbe Index, they like to analyze things. They want to do extensive due diligence. They want to consult with all their colleagues. They enjoy thinking about action more than taking action, with its attendant risks. But action conquers fear. Life rewards action and punishes inaction. Fortune favors the bold.
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8. Attorneys lack perseverance.
If attorneys do get around to trying some form of marketing, any bump on the road will throw them off. And there are always bumps in the road. Attorneys get excited about a new marketing program, and throw themselves into it passionately. Then after 45 days or so, life happens. A big case blows up. One of the kids gets sick. A check doesn’t come in. The marketing didn’t produce instant riches. The attorney decides he or she made a big mistake and gives up.
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9. Attorneys are uncomfortable with the idea of making money.
Most attorneys are motivated by a desire to serve people. Most subscribe to some form of the Judeo Christian ethic which is full of mixed messages about the pursuit of wealth. Most are conflicted, if not filled with guilt, about the profi t motive. Many secretly think that what they do is not worth the fee they charge, since it does not involve hours of hard, physical labor. These attorneys might be more motivated if they were to think about marketing and growth as “being able to serve the greatest number of people” rather than “making more money” or “being more successful.”
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10. Attorneys define themselves as attorneys — not as owners of a law firm.
This is the single most important error, and it is a contributing factor in all the others listed here. Attorneys do not understand that these are two completely different roles that require two completely different mind-sets and two completely different sets of skills. What attorneys believe to be their greatest asset (their skill at practicing law) is actually their greatest liability. They are too busy working in their
Cowpattie Bingo. Car Wash. Gift Wrap. Karaoke Night. Sock Hop. Kids’ Tutorials. All these and more are the creative fund raising ideas that have been repeatedly done in order to generate money for a certain activity planned.Popcorn Craze is among the creative fund raising ideas that will surely be a major hit. Wondering why? Simply because, this is one of the munchies that people of all ages would adore eating. This is most true when they go to the nearby cinema to watch that movie starring Pretty Woman’s Julia Roberts, Mummy Return’s Rachel Weiss, Legally Blonde’s Reese Witherspoon, Miss Congeniality’s Sandra Bullock or Kill Bill’s Uma Thurman. If you are contemplat
8. Attorneys lack perseverance.
If attorneys do get around to trying some form of marketing, any bump on the road will throw them off. And there are always bumps in the road. Attorneys get excited about a new marketing program, and throw themselves into it passionately. Then after 45 days or so, life happens. A big case blows up. One of the kids gets sick. A check doesn’t come in. The marketing didn’t produce instant riches. The attorney decides he or she made a big mistake and gives up.
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9. Attorneys are uncomfortable with the idea of making money.
Most attorneys are motivated by a desire to serve people. Most subscribe to some form of the Judeo Christian ethic which is full of mixed messages about the pursuit of wealth. Most are conflicted, if not filled with guilt, about the profi t motive. Many secretly think that what they do is not worth the fee they charge, since it does not involve hours of hard, physical labor. These attorneys might be more motivated if they were to think about marketing and growth as “being able to serve the greatest number of people” rather than “making more money” or “being more successful.”
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10. Attorneys define themselves as attorneys — not as owners of a law firm.
This is the single most important error, and it is a contributing factor in all the others listed here. Attorneys do not understand that these are two completely different roles that require two completely different mind-sets and two completely different sets of skills. What attorneys believe to be their greatest asset (their skill at practicing law) is actually their greatest liability. They are too busy working in their
In the hyper competitive world of trade shows trying to stand out from the crowd can be quite challenging. It seems that everyone has a nice display, great graphics, brochures and the typical ball point pen or koozie with logo which makes it difficult to be different. Below are a few strategies that can be used to create that unique experience and leave lasting impressions.At a typical trade show your eyes and ears are pretty much being taken care of, but what about the sense of smell, touch and taste? Here are a few strategies that can help engage all the other senses.Smell - Smells can create quite an emotional response in most individuals. In fact, you prob
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10. Attorneys define themselves as attorneys — not as owners of a law firm.
This is the single most important error, and it is a contributing factor in all the others listed here. Attorneys do not understand that these are two completely different roles that require two completely different mind-sets and two completely different sets of skills. What attorneys believe to be their greatest asset (their skill at practicing law) is actually their greatest liability. They are too busy working in their business to work on it. In order to grow a practice and succeed, it is necessary for attorneys to conceive of themselves first and foremost as the owner of a business called a law firm, and only secondarily (if at all) as a practicing attorney.
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11. Attorneys are obsessed with what other attorneys think of them.
In no other business does the owner worry about how competitors esteem him or her. Attorneys are often afraid to make the slightest marketing effort for fear of being thought to be “undignified” or “overly aggressive.” Let me assure you that the owner of a lamp store does not care what the owner of the competing lamp store thinks — about anything.
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