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When You Learn How To Lead Me There Gerry Riskin, who is undoubtedly one of the anointed few among clear thinkers, recently sent out a small video (www.gerryriskin.com/law-firm-leadership-law-firm-leaders-heres-3-minutes-53-seconds-from-tom-peters.html) of Tom Peters on the subject of leadership. It was an important piece, and certainly worth the few moments it takes to view it. …
When You Learn How To Lead Me There Gerry Riskin, who is undoubtedly one of the anointed few among clear thinkers, recently sent out a small video (www.gerryriskin.com/law-firm-leadership-law-firm-leaders-heres-3-minutes-53-seconds-from-tom-peters.html) of Tom Peters on the subject of leadership. It was an important piece, and certainly worth the few moments it takes to view it. …
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Implicit in all the stories about layoffs or hourly versus value billing, the fundamental question is whether the severity of the economic downturn will permanently change what law firms look like and how they operate. Can they ever again support the notorious salary structures and leverage strategies of the past?
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Smart lawyers turn their bios into a marketing magnet that generates leads, as opposed to a mere resume or a CV, which recites only your education and experience. The trick is to turn a feature of yourself into a benefit to the client.
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Proven shortcuts that will help you channel the flood of incessant information coming your way.
RED ZONE PURGATORY - How to Navigate Through the Netherworld of Legal Sales There is a time - perhaps only a split second - between when your firm and a prospective client are engaged in a tete a tete about what to do next on a project or potential engagement. It is that moment that lies between what you and your client decide to do next and the RED ZONE. And whether the time purgatory lasts…
WHY NOT COLLABORATE? An often successful but often overlooked attorney marketing strategy to increase visibility and bring in new clients is to collaborate with other businesses. Small businesses and consultants do this almost as a necessity when pitching clients who require services beyond the scope of their own capabilities. For example, if your firm holds a specialty in employment law, why not try teaming up with human resources organizations and/or professionals for certain projects, such'
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How can you serve your community ' and frequently, your firm ' without hurting your own firm's budget and community relations? You can say yes too often and dissipate your budget and your firm's time and energy, but how do you say no without seeming to be coldhearted and indifferent to community or charitable needs?