Leverage Live Seminars
By [http://ezinearticles.com/?expert=Jeanette_S_Cates,_PhD]Jeanette S Cates, PhD
I just finished two days at a seminar - and once again I was blown away with the outcomes.
Now I'd like to say it was because of the speakers (I was one of them!). But it wasn't just the speakers.
I'd like to say it was because of the other attendees - there were some really sharp people there with great ideas and a generosity of spirit. But it wasn't just the attendees.
So what caused the impact of this conference? It was ME.
Me - being "present" at the conference, listening to the speakers, networking at breaks and meals, taking notes, writing ideas in the margin, asking questions.
It wasn't me making phone calls at every break, running back to my room to respond to email, having room service instead of joining others for dinner. being too busy to be there.
It was ME - away from the office, having systems in place that I trust to work, even if I'm not there myself.
It wasn't me worrying that things weren't being done my way, on my time schedule.
It was ME - out of my day-to-day environment and being open to new ways of thinking, fully participating.
It wasn't me feeling like I'd really like to be somewhere else, that I already knew what I was doing and would keep doing it my way.
While I love teleseminars and webinars, you just can't do the same thing with those that you can with a face-to-face seminar. You can't hug old friends - and new ones! You can't look someone in the eye and see their sincerity.
You can't pull one of the speakers aside to ask how their process applies to your business when you're on a webinar. You can't ask to get a picture with them on a teleseminar.
Nothing takes the place of a live, face-to-face event - IF (and this is a big if) you take advantage of the benefits of being at a live event. I did - and I'm so glad I did!
Join me at the next live event I'll be attending in November in Las Vegas - http://BigSeminarX.com
Whether it's this seminar or another, do yourself a favor and attend a live seminar as soon as you can. It WILL change your life!
Jeanette
Dr. Jeanette Cates is an Internet strategist who works with new and growing online business owners who are ready to create Online Success. Pick up your guide for getting the most out of a live event at http://MeetJeanette.com
Article Source: http://EzineArticles.com/?expert=Jeanette_S_Cates,_PhD http://EzineArticles.com/?Leverage-Live-Seminars&id=3065700
Saturday, October 24, 2009
How do You Ask For Business?
How Do You Ask For Business?
By [http://ezinearticles.com/?expert=Julie_A._Fleming]Julie A. Fleming
We all know intuitively (or through training) that those who don't ask typically don't get business. However, many lawyers are leery to come out and ask for business explicitly, and rightly so. Asking can disrupt a relationship if the answer is "no," and, under some circumstances, asking can even be an ethical violation. Even when those concerns are not in play, some lawyers may feel pushy if they ask for business. And yet, the inner voice cautions, if you don't ask, you don't get.
When working with clients, I offer many approaches to the "challenge of the ask." A few examples are:
Listen to your gut. Very often, if you're sensing that an explicit request for the business may be too pointed, you're correct. A more gentle approach ("I'd love to help you with that," for example) may blunt the approach and yet get the message across.
Notice how often your gut tells you not to ask. The flip side of the previous suggestion is that it can offer carte blanche to those who are disinclined to ask for business. If you always feel that asking would be too pushy, it's time to do some work on your comfort level. What conditions would have to exist for you to feel comfortable in asking for business?
Look for the win/win. Lawyers often use somewhat violent language for business development: "eat what you kill" compensation systems, "killer instinct" in pursuing new work, and "bagging a client," for instance. Using that language casts the lawyer as the hunter and the potential client as the victim or the target. Fortunately, few lawyers actually regard their potential clients in that way. The fear of being perceived as a ruthless hunter, however, may prompt a lawyer to hold back in conversation. Sometimes, it even prompts lawyers to ask for business in a way that implies that potential client would be doing the lawyer a great favor when the truth is that a good representation offers benefit for both parties. Look for that benefit and focus on it, and then weave it into your request.
Listen to the concerns and offer some feedback, leading naturally into an offer of further help. If you take this approach, be sure that you don't stray into giving legal advice without sufficient knowledge of the facts. You can suggest potential avenues or approaches for consideration, though, and offer to help if your contact would like to explore them.
As these approaches suggest, asking for business requires both the right mindset and the right words or technique. Think about your current "low hanging fruit," or the potential clients most likely to retain you right now. What approach would be most helpful for them, and what approach will open the possibility of working with you most effectively, without running a danger of damaging your relationship?
Julie A. Fleming, J.D., A.C.C. provides attorney development coaching for associates and partners, and she is a speaker for law firm retreats and workshops. Topics on which she coaches and speaks include professional development, business development, leadership development, career management, and work/life integration Julie holds a coaching certificate from the Georgetown Leadership Coaching program and holds the Associate Certified Coach (ACC) credential from the International Coach Federation. She is certified to administer the DISC(r) assessment, the Leadership Circle Profile 360, and the Leadership Culture Survey. Julie writes extensively on matters of interest to lawyers on the Life at the Bar Blog at http://www.LifeAtTheBar.com/blog
To learn more, to subscribe to Julie's weekly email newsletter Leadership Matters for Lawyers, or to request a complimentary consultation with Julie, please visit http://www.LifeAtTheBar.com/ or call her at 800.758.6214.
Article Source: http://EzineArticles.com/?expert=Julie_A._Fleming http://EzineArticles.com/?How-Do-You-Ask-For-Business?&id=3142925
By [http://ezinearticles.com/?expert=Julie_A._Fleming]Julie A. Fleming
We all know intuitively (or through training) that those who don't ask typically don't get business. However, many lawyers are leery to come out and ask for business explicitly, and rightly so. Asking can disrupt a relationship if the answer is "no," and, under some circumstances, asking can even be an ethical violation. Even when those concerns are not in play, some lawyers may feel pushy if they ask for business. And yet, the inner voice cautions, if you don't ask, you don't get.
When working with clients, I offer many approaches to the "challenge of the ask." A few examples are:
Listen to your gut. Very often, if you're sensing that an explicit request for the business may be too pointed, you're correct. A more gentle approach ("I'd love to help you with that," for example) may blunt the approach and yet get the message across.
Notice how often your gut tells you not to ask. The flip side of the previous suggestion is that it can offer carte blanche to those who are disinclined to ask for business. If you always feel that asking would be too pushy, it's time to do some work on your comfort level. What conditions would have to exist for you to feel comfortable in asking for business?
Look for the win/win. Lawyers often use somewhat violent language for business development: "eat what you kill" compensation systems, "killer instinct" in pursuing new work, and "bagging a client," for instance. Using that language casts the lawyer as the hunter and the potential client as the victim or the target. Fortunately, few lawyers actually regard their potential clients in that way. The fear of being perceived as a ruthless hunter, however, may prompt a lawyer to hold back in conversation. Sometimes, it even prompts lawyers to ask for business in a way that implies that potential client would be doing the lawyer a great favor when the truth is that a good representation offers benefit for both parties. Look for that benefit and focus on it, and then weave it into your request.
Listen to the concerns and offer some feedback, leading naturally into an offer of further help. If you take this approach, be sure that you don't stray into giving legal advice without sufficient knowledge of the facts. You can suggest potential avenues or approaches for consideration, though, and offer to help if your contact would like to explore them.
As these approaches suggest, asking for business requires both the right mindset and the right words or technique. Think about your current "low hanging fruit," or the potential clients most likely to retain you right now. What approach would be most helpful for them, and what approach will open the possibility of working with you most effectively, without running a danger of damaging your relationship?
Julie A. Fleming, J.D., A.C.C. provides attorney development coaching for associates and partners, and she is a speaker for law firm retreats and workshops. Topics on which she coaches and speaks include professional development, business development, leadership development, career management, and work/life integration Julie holds a coaching certificate from the Georgetown Leadership Coaching program and holds the Associate Certified Coach (ACC) credential from the International Coach Federation. She is certified to administer the DISC(r) assessment, the Leadership Circle Profile 360, and the Leadership Culture Survey. Julie writes extensively on matters of interest to lawyers on the Life at the Bar Blog at http://www.LifeAtTheBar.com/blog
To learn more, to subscribe to Julie's weekly email newsletter Leadership Matters for Lawyers, or to request a complimentary consultation with Julie, please visit http://www.LifeAtTheBar.com/ or call her at 800.758.6214.
Article Source: http://EzineArticles.com/?expert=Julie_A._Fleming http://EzineArticles.com/?How-Do-You-Ask-For-Business?&id=3142925
Who is Your Ideal Client ?
Who is Your Ideal Client?
By [http://ezinearticles.com/?expert=Julie_A._Fleming]Julie A. Fleming
While in Teton National Park last week, I noticed a trend among serious hikers. I parked at several trailheads during my vacation, and I noticed that the parking lots for the more intense hiking trails featured a surprising number of Subaru cars, all with outdoorsy names like Outback. I've never seen so many Subarus in one place, and I'm not at all sure that I've seen more than a handful elsewhere. I was curious, so I did a quick Google search and turned up a Subaru Outback user forum that includes lots of photographs, many (if not most) of which show the Subaru in an outdoor sports setting (with a canoe strapped to the roof, camping in the woods, etc.), as does much of the advertising for the Subaru Outback.
Subaru Outback and outdoor enthusiasts apparently go hand-in-hand. I imagine that further research would turn up Subaru sponsorships of outdoor events, advertising in hiking and mountain climbing magazines, and so on. Subaru seems to have its finger on the pulse of this market, and the market appears to have responded.
What does this have to do with practicing law? Like Subaru, you must identify your ideal client to a level of great specificity and deep understanding of your ideal client's interests, preferences, and activities.
When working with lawyers on business development, one of the first questions I ask is, who's your ideal client? It's a marketing truism that it's much easier to direct your services to a well-defined group of potential clients, because doing so allows your ideal clients to recognize you as their ideal lawyer. By focusing specifically on a particular group and their legal needs, you also develop your expertise and your reputation for expertise more quickly.
How specifically should you define an ideal client? Some lawyers stop at a fairly high level - estate planners, for instance, may focus only on those who have estate planning needs, which is an adequate description but lacking the full body that can prove helpful. Others delve more deeply and might hone in on new parents who have never done any estate planning before, parents of special needs children who have particular estate planning needs, or those who want to arrange for pet trusts, for example. The more narrowly you can draw your niche, the more accurately you'll be able to tailor your message - and, of course, nothing says you must restrict your practice to a narrow group.
When you begin to define your ideal client narrowly, you can consider psychographics in addition to demographics. Demographics include information such as age, gender, occupation, education, and so on. Psychographics describe the attitudes, values, and motivations that your ideal clients hold. What interests them? What magazines do they read? What groups do they join? Where do they vacation? What are their hobbies?
Don't make the mistake of assuming that psychographics are irrelevant if you represent companies rather than individuals. Individuals make the hiring (and firing) decisions for companies, and individuals acting together determine company strategy, goals, and planned outcomes. While you may be less interested in the personal psychographics of corporate representatives, looking at the psychographics in their professional capacities will provide valuable information.
When you've analyzed your ideal client psychographics, you may find that you've created a roadmap of forums for publications and presentations, networking activity, and so on. You may notice connections that had not been apparent before, or you may define known connections more clearly. Whatever the level of revelation, you will certainly find information that you can use to better reach out to your ideal clients, which will in turn help you target your business development activity.
Julie A. Fleming, J.D., A.C.C. provides attorney development coaching for associates and partners, and she is a speaker for law firm retreats and workshops. Topics on which she coaches and speaks include professional development, business development, leadership development, career management, and work/life integration Julie holds a coaching certificate from the Georgetown Leadership Coaching program and holds the Associate Certified Coach (ACC) credential from the International Coach Federation. She is certified to administer the DISC(r) assessment, the Leadership Circle Profile 360, and the Leadership Culture Survey. Julie writes extensively on matters of interest to lawyers on the Life at the Bar Blog at http://www.LifeAtTheBar.com/blog
To learn more, to subscribe to Julie's weekly email newsletter Leadership Matters for Lawyers, or to request a complimentary consultation with Julie, please visit http://www.LifeAtTheBar.com/ or call her at 800.758.6214.
Article Source: http://EzineArticles.com/?expert=Julie_A._Fleming http://EzineArticles.com/?Who-is-Your-Ideal-Client?&id=3142984
By [http://ezinearticles.com/?expert=Julie_A._Fleming]Julie A. Fleming
While in Teton National Park last week, I noticed a trend among serious hikers. I parked at several trailheads during my vacation, and I noticed that the parking lots for the more intense hiking trails featured a surprising number of Subaru cars, all with outdoorsy names like Outback. I've never seen so many Subarus in one place, and I'm not at all sure that I've seen more than a handful elsewhere. I was curious, so I did a quick Google search and turned up a Subaru Outback user forum that includes lots of photographs, many (if not most) of which show the Subaru in an outdoor sports setting (with a canoe strapped to the roof, camping in the woods, etc.), as does much of the advertising for the Subaru Outback.
Subaru Outback and outdoor enthusiasts apparently go hand-in-hand. I imagine that further research would turn up Subaru sponsorships of outdoor events, advertising in hiking and mountain climbing magazines, and so on. Subaru seems to have its finger on the pulse of this market, and the market appears to have responded.
What does this have to do with practicing law? Like Subaru, you must identify your ideal client to a level of great specificity and deep understanding of your ideal client's interests, preferences, and activities.
When working with lawyers on business development, one of the first questions I ask is, who's your ideal client? It's a marketing truism that it's much easier to direct your services to a well-defined group of potential clients, because doing so allows your ideal clients to recognize you as their ideal lawyer. By focusing specifically on a particular group and their legal needs, you also develop your expertise and your reputation for expertise more quickly.
How specifically should you define an ideal client? Some lawyers stop at a fairly high level - estate planners, for instance, may focus only on those who have estate planning needs, which is an adequate description but lacking the full body that can prove helpful. Others delve more deeply and might hone in on new parents who have never done any estate planning before, parents of special needs children who have particular estate planning needs, or those who want to arrange for pet trusts, for example. The more narrowly you can draw your niche, the more accurately you'll be able to tailor your message - and, of course, nothing says you must restrict your practice to a narrow group.
When you begin to define your ideal client narrowly, you can consider psychographics in addition to demographics. Demographics include information such as age, gender, occupation, education, and so on. Psychographics describe the attitudes, values, and motivations that your ideal clients hold. What interests them? What magazines do they read? What groups do they join? Where do they vacation? What are their hobbies?
Don't make the mistake of assuming that psychographics are irrelevant if you represent companies rather than individuals. Individuals make the hiring (and firing) decisions for companies, and individuals acting together determine company strategy, goals, and planned outcomes. While you may be less interested in the personal psychographics of corporate representatives, looking at the psychographics in their professional capacities will provide valuable information.
When you've analyzed your ideal client psychographics, you may find that you've created a roadmap of forums for publications and presentations, networking activity, and so on. You may notice connections that had not been apparent before, or you may define known connections more clearly. Whatever the level of revelation, you will certainly find information that you can use to better reach out to your ideal clients, which will in turn help you target your business development activity.
Julie A. Fleming, J.D., A.C.C. provides attorney development coaching for associates and partners, and she is a speaker for law firm retreats and workshops. Topics on which she coaches and speaks include professional development, business development, leadership development, career management, and work/life integration Julie holds a coaching certificate from the Georgetown Leadership Coaching program and holds the Associate Certified Coach (ACC) credential from the International Coach Federation. She is certified to administer the DISC(r) assessment, the Leadership Circle Profile 360, and the Leadership Culture Survey. Julie writes extensively on matters of interest to lawyers on the Life at the Bar Blog at http://www.LifeAtTheBar.com/blog
To learn more, to subscribe to Julie's weekly email newsletter Leadership Matters for Lawyers, or to request a complimentary consultation with Julie, please visit http://www.LifeAtTheBar.com/ or call her at 800.758.6214.
Article Source: http://EzineArticles.com/?expert=Julie_A._Fleming http://EzineArticles.com/?Who-is-Your-Ideal-Client?&id=3142984
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