Tag: law firm marketing

How Millennial Lawyers Are Pushing Firms to Rethink the Role of PR and Messaging

Law firm management experts and industry watchers have spilled a lot of ink in the past decade about how millennial lawyers are different from the generations of lawyers who came before. The millennial perspective has shone a light on aspects of the job that older lawyers assumed could never change — the inflexible schedule, the grueling and lonely path to advancement, the lack of diversity that seemed baked in to the law firm model — and the industry has begun to change.

And while nurturing strong client relationships and providing excellent service used to be the only marketing plan a law firm needed, the values — like equity, transparency and authenticity — of millennial lawyers are one of the major pressures now forcing firms to rethink the role of PR and messaging.

Forward-thinking firms are responding to this call for change by tacking some big questions:

What’s our firm’s story?

Prospective clients and recruits respond to a compelling narrative that communicates your firm’s identity to the market. And that story must be built on the needs of the client rather than the needs of the firm, as the typical firm’s story was (even if by default) in decades past.

Crafting that story requires developing a deep understanding of what clients care about. What keeps them up at night? What challenges will they be facing a year from now that haven’t yet occurred to them? How can the particular skills and expertise of your attorneys serve these needs? And, most importantly, how can you make that case to the client? Armed with this deep knowledge of what their clients want and need, firm leaders can then harness the power of all available channels of communication to tell the story of what makes them different, and spotlight what they have to offer.

Who is our website for?

The role of websites has changed. A decade or two ago, many established firms embraced the need to simply have a website, assigned the work of maintaining it to the marketing and IT departments, and continue to spend a fortune keeping it up to date. Unfortunately, too many firms operate on automatic pilot when it comes to thinking about who visits their website and how they use it.

Modern law firm websites are not really marketing tools. They don’t “sell” the firm because the chance that the website is the primary entry point for a new client is pretty low. Instead, firm websites are communication tools, and the audience is not clients but potential recruits and laterals, opposing counsel or co-counsel, and judges and clerks. Understanding that a website is not a selling tool but a way to share information about your firm should shift your approach to the content. Your website should showcase key aspects of your firm. In addition to well-written biographies of your attorneys that feature their backgrounds and areas of expertise, the website is also the place to highlight important aspects of your firm’s culture and focus on team members of diverse backgrounds.

Who should speak for our firm?

You think strategically about the partners best positioned to respond to client proposals, and you should give the same consideration to whose names you’d like to see in the legal media representing your firm. Good PR should raise the profile of particular lawyers for strategic reasons and leave nothing to chance. When a reporter calls to ask about your new parental leave program, who should answer those questions, and why? Who could credibly write a thought leadership piece on the importance of sponsorship and mentoring? What about a column on a new tax incentive clients should consider taking advantage of?

The story of your firm — your culture and who you aspire to be — is shaped by which attorneys are telling it. Your top billers and client wranglers are not necessarily the same folks who should be the voice of your firm in communications. Firms must define and assign these important roles.

Is our messaging consistent?

You worked hard to develop an outward-facing message that would attract and recruit new attorneys and lateral hires. But now that they’ve joined your firm, does your internal messaging match what they saw when they were on the job market? In many firms, human resources handles internal communications. While this department may be doing a fine job distributing important information to your employees, retention and integration of millennial lawyers depends on continuing to communicate your firm’s values and goals in authentic ways. Employee communication should reflect the strategic vision of the firm’s top leadership.

An internal newsletter, for example, should be about much more than just upcoming office events and changes to your benefit plans. It should celebrate staff promotions (linking the work employees do to the greater firm mission), positive results for clients and recent business development wins. It’s also the place to feature diverse members of the firm, promote mental health initiatives, showcase a male partner taking parental leave, link to professional development and nontraditional networking opportunities inside and outside the firm, and more.

Attracting and retaining millennial recruits, and understanding how to serve millennial clients, are two of the biggest challenges today’s law firms face. But this is also an exciting opportunity. When you understand what this cohort values and communicate those values via the same kind of high-production, well-packaged content that millennials expect in all areas of their media-rich lives, your firm will be well positioned to meet the challenges of this current moment.

© 2020 Page2 Communications. All rights reserved.

For more on improving law firm PR & messaging, see the National Law Review Law Office Management section.

Five Items to Add Into Your 2020 Solo and Small Law Firm Digital Marketing Strategy

The new year is here, and if you’re like most solo or small law firm owners, you have big goals for this coming year. As the field of law becomes increasingly competitive, it becomes more and more important to have a crystal-clear digital marketing plan that helps you reach new leads, reconnect with potential clients, and solidify your brand.

1. Develop Your Content Marketing Strategy

The phrase “content is king” is often heard in marketing circles, and the legal industry is proof that this adage is still true. Regularly producing high-quality content helps your brand grow in multiple ways. First, you can target keywords that potential clients are searching for when looking for a lawyer. Second, your trustworthy content helps you strengthen your brand and your reputation. Finally, shareable content can also play a big role in your social media marketing plans. Focus on topics that are interesting to laypeople and use conversational language in lieu of legal jargon.

2. Expand Your Social Media Presence

Regardless of the age, gender, and socioeconomic status of your target market, it’s highly likely that they’re active on multiple social media platforms. Use your time wisely by researching the platforms your audience is using and focusing your efforts, rather than trying to be active on as many platforms as possible.

3. Make Sure You’re Considering Your Mobile Users

Per CNBC, nearly three-quarters of Internet users are expected to access the Internet solely via smartphone by 2025. Law firms with outdated websites that are not optimized for mobile devices are at risk of losing potential clients to firms with fast-loading, mobile-friendly websites. Your website should make it easy for clients to find the information they’re searching for, learn more about your firm, and contact you directly.

4. Bring in Gated Content

Gated content, also known as “freemium” content, is provided free to your visitors—in exchange for signing up to your e-mail list. This is an extremely effective technique for law firms in various specialties, so if you’re not using it already, make it a priority in 2020. Many law firms offer access to a free guide in exchange for a visitor’s email address. For example, a family law attorney might write a short guide on “7 Steps to Divorcing an Adversarial Spouse” or a bankruptcy lawyer might write “5 Ways to Repair Your Credit After Bankruptcy.” This ties directly into the fifth tip on this list.

5. Tap Into E-Mail Leads

An e-mail list is still one of the most valuable things you can have as a solo attorney or small law firm. It helps you stay in touch with potential clients who may not be ready to take the plunge when they first come across your website. By building a relationship with your e-mail list through regular updates and valuable information, you can be at the forefront of their thoughts when they are ready to take that leap.

Digital marketing is key to the growth of your law firm. A solid plan for 2020 can get you on the right track.

© 2020 Denver Legal Marketing LLC

Find more marketing advice for legal professionals on the National Law Review Law Office Management page.

SEO for Law Firms in 2020 with John McDougall, Part 1: How to Hit a Moving Target with Bounce Rate, LSI Keywords, and Deep Content

SEO is a moving topic–especially for law firms who also deal with frequently changing legal developments.  To help legal marketers stay on top of the moving targets of SEO, litigation, and regulatory changes, we spoke with John McDougall of McDougall Interactive. Mr. McDougall has recently authored Content Marketing and SEO for Law Firms and will be holding a free webinar on January 15th to discuss the most vital SEO changes legal marketers should keep in mind for 2020.

The following is the first installment of a two-part series on law firm SEO trends and best practices for 2020:

NLR:  What SEO changes do you think provide the most opportunities for savvy legal marketers?

JM:  Google is looking for experts and experts naturally use language that Google’s latest algorithms can pick up on. With the recent BERT update, Google improved its understanding of natural language, and they describe BERT as their “biggest leap forward in the past five years.”

NLR:  Yes, and law firms are always trying to position their attorneys as experts, as the go-to leaders and experts in their particular area of legal expertise.  Can you discuss some strategies for legal marketing professionals who work with attorneys, and how they can help attorneys write with SEO in mind, or translate their content so it is more SEO friendly?

JM:  It helps if attorneys and ghostwriters who write for law firms use keyword tools like Ubersuggest and SEMrush, but they are just a starting point. They also need to write conversationally and with the user in mind, rather than overly fixating on the search engines.

Writing longer in-depth content that is not too stiff and has been corrected for grammar and spelling issues will outrank a very long page that has been robotically stuffed with keywords. Using a tool like Grammarly can help with the basics.

NLR:  In your book, you discuss the need to add related keywords, or LSI and topic clusters.  Can you explain and provide examples of how related keywords, topical clusters or LSI apply to legal marketing?

JM: LSI (Latent Semantic Indexing) Keywords are conceptually related terms that search engines use to deeply understand the content on a webpage.

Example: If you want to rank for “how to file a trademark”, you can use Google auto suggest to find related terms. As you type into your browser bar, you see something like this:

image1

Google and other search engines used to figure out a page’s topic based 100% on the keywords they found on the page.   In 2020, Google is more focused on figuring out a page’s overall topic. SEMrush has a great tool (see below) that builds a mind map when you give it what topic you want to write about.

NLR:  You highlighted bounce rate as a critical metric; however, how do law firm websites balance design and lowering the bounce rate while simultaneously  providing readers with the specific information they’re looking for (like a change in the minimum wage rate or a relatively straightforward answer to a legal question, like when a law goes into effect, etc.) How do you make law firm website pages stickier?

JM:  It is ok if some pages, like a minimum wage rate change page, have a high bounce rate. Google is smart enough to know the goal of the page. With that said, law firm marketers would be wise to monitor the bounce rate of at least their most visited pages.

image2
Using related keywords and related sub topics is essential for covering a topic deeply.
Image from the SEMRush mindmap tool.

Any webpage can be improved by making it load faster, have a clearer value proposition, a better headline, better writing in general, higher quality images and links to other related pages. Usersthink.com, Usertesting.com, and Hotjar.com are a few of the tools I will discuss on the webinar for increasing stickiness and conversions.

NLR:  You discuss creating deep content—what does that mean?  How long should an article or blog post be – should pages be 500 words, for example?  

JM:  If you search for how to file a trademark, many of the top ten results are well over 1,000 words. Gerben Law has a nice page on trademarks that is about 1,500 words. Not all your content has to be that long but if the top 5 results for your topic are 1,000 plus words, you may need to test increasing your webpages’ depth.

NLR:  Many lawyers view law firm websites as a sales tool, but you discuss how to “use the opportunity to focus on your user’s needs, as opposed to your own sales pitch.” What does that look like in execution? Can you give us an example?  Aren’t all effective webpages supposed to have some sort of ‘call to action’?

JM: The Gerben trademark page gives information away fairly freely and deeply (using related keywords and subtopics) but it also has a subtle call to action at the end: If you are unsure about how to file a trademark, our trademark attorneys are happy to talk with you about the services we offer.

Create marketing that people will love and engage with and you are on the right track.

 

Thanks, John and we look forward to part two of the series on law firm SEO trends and best practices for 2020 tomorrow: Legal Marketing and SEO Trends for 2020 Part 2: Dwell Time, EAT and Law Firm Branding.  Additionally, how law firm branding plays a key role in connecting Google’s algorithm changes with an effective strategy of positioning a law firm’s attorneys as the go-to experts in their field.

Register for the January 15th complimentary webinar:  How to Develop an Effective Law Firm Content Marketing and SEO Action Plan for 2020.

Receive a sample chapter of John’s new book Content Marketing and SEO for Law Firms.

 

Copyright ©2020 National Law Forum, LLC

ARTICLE BY Jennifer Schaller of  The National Law Review / The National Law Forum LLC.
More on marketing for law firms in the Law Office Management section of the National Law Review.

How Attorneys Can Overcome the Fear of Cross-Selling

Being able to help your client with multiple legal issues can be a boon for your firm. After all, it generally takes much longer to develop new relationships than to maintain existing ones. The opportunity to cross-sell to clients by keeping them “in-house” after resolution of a matter, is one that shouldn’t be passed up. Extending this relationship should always be the goal because it’s frankly cheaper, not to mention more effective and efficient to nurture an existing relationship than to cultivate one from scratch.

Overcoming Attorney Fears About Cross-Selling

The above shouldn’t imply that there aren’t valid concerns about cross-selling, both within your firm or through collaboration with attorneys outside of your firm. Some of the common fears or objections to cross-selling to a client you’ve built a relationship with include:

  • Fear of losing the client to another attorney or firm.
  • Fear that you’ll refer a client and the other attorney will not be successful.
  • Fear of sharing compensation.

The fear of losing a client to another attorney or firm is legitimate. However, if the client came to you for a “one-off” legal matter, it is entirely possible that with or without your referral to a trusted colleague, they will pursue a bid from another firm or attorney anyway. So, you really have nothing to lose in this regard.

As for the fear that you’ll refer them to an attorney within or outside of your firm and that attorney won’t do a good job, thereby making you look bad—the best way to overcome this is by sending your client to someone who has a vested interest in ensuring that you continue to send referrals to them.

Finally, in regard to fear of sharing compensation, simply agree ahead of time to a compensation split with the attorney with whom you plan to collaborate.”.

While it is true that there is some risk that all three of these fears could potentially materialize, when compared to the potential benefits to be reaped by collaborating with other firms or other attorneys, the potential pros overwhelmingly outnumber the cons.

Client Benefits of Collaborating with Other Attorneys

You’ll notice that from here on out, we will replace the term “cross-selling” with “collaboration” because the last thing your clients need—who are coming to you for help during a possibly negative or complex time in their life—is to be upsold anything. Your role as counsel is to be a trusted advisor and confidant not a salesperson working on commission.

As a trusted advisor, with your client’s best interest in mind, your role as counsel is absolutely to point them in a direction or guide them to a colleague either within your firm (this is ideal as you can begin to build teams), or at another firm who can help when a legal matter arises that is outside of your wheelhouse. This is particularly true today as specialization in a niche practice is prevalent. In sum, your clients deserve access to the best experts available.

Collaboration also reduces the number of vendors that your client has to work with. Whether you team up with a colleague in your firm or partner with an attorney at another firm your client will see you as a team. They won’t feel as if they are adding yet another advisor and ensuing legal fees.

Collaboration also helps you better understand the business of your client. By working outside of your primary or preferred practice area with another lawyer, you’ll gain a deeper understanding of your clients’ overall needs, business, etc. Knowing as much as you can about them will make you a better and stronger advocate.

Clients aren’t the only party to benefit when you decide to collaborate with a colleague—attorneys benefit by maintaining the existing relationship, learning to work as a team in an area of law that isn’t a primary focus and by earning income from an existing client.

Tips for Successful Collaboration with Other Attorneys

Here are a few strategic “dos” that should help you successfully collaborate with other attorneys:

  • Determine compensation share from the beginning.
  • Take time to get to know the other attorney outside of the scope of the case.
  • Create a communication plan, including method and frequency.
  • Clarify roles from the outset of the collaboration.
  • Develop a reporting/information sharing protocol.

And one major “don’t”: Turn a client over to another attorney and then disappear.

When done correctly, collaboration leaves every practice better off. It’s not just “more money for more products.” It is far more cost-effective and efficient to maintain and grow an existing relationship than to develop new business, and it’s often in your client’s best interest. It’s also an avenue for team building and an opportunity for reciprocal referrals, which can only help your law firm.

© 2019 Berbay Marketing & Public Relations

For more on attorney marketing, see the National Law Review Law Office Management page.

5 Beliefs About Law Firm PR That Need to Be Retired

One of the best parts of my job as a strategic advisor to law firm leaders is celebrating with them when our work to promote their attorneys and practice groups pays off in the form of a splashy feature article in the business press or an award for one of their up-and-coming lawyers. Not only is it wonderful to deliver great news to our clients, but often it is not until these moments that managing partners and CMOs truly understand what is possible for their firms and how we can help them achieve it.

But some firms never get to experience these victories because unfortunate beliefs about public relations limit their engagement with the professionals who could make a real difference in business development and recruiting. It’s time to “retire” these five outdated notions about law firm PR:

“Our managing partner speaks for the firm, so we don’t need outside support.”

Firms with a prestigious history are proud of the reputation they have built over the decades, and rightly so. But the marketing methods of the past do not offer a sure path to nurturing and protecting that reputation into the future. Your firm likely plays in multiple markets, whether regionally, nationally or globally, which means you are not the same firm in Chicago that you are in Toronto. The specifics of each market require a tailored message. Though every firm is aiming for a unified narrative, a firm’s reputation is actually a collection of the different stories it tells to these different audiences. Relying on a managing partner to represent all the facets of a firm’s identity almost guarantees the firm will miss opportunities to connect with prospects whose needs fall outside the parameters of this one-size-fits-all message. Sophisticated PR support can help firms navigate the tension between staying true to their brand and selling the services of their attorneys in customized ways.

“Our reputation speaks for itself.”

In addition to relying on a single leader to speak for them, firms with esteemed reputations also tend to overestimate the value of their name in today’s market, in terms of both business development and recruiting. Younger generations of lawyers and clients are much less likely to be persuaded to buy on name alone, and in some cases they are more skeptical of the top firms because of their elite status. Recent stories of law students refusing to interview with prominent firms that continue to use binding arbitration agreements serve as excellent examples here: name alone was not enough to overcome what these students perceive to be an unfair practice. Firms, no matter where they fall in the rankings, simply cannot rely on a belief that they are entitled to “first dibs” on the clients and recruits they covet.

PR professionals can make the case that a prestigious reputation is well deserved and built on a solid foundation that will withstand the scrutiny of millennials. Pros take nothing for granted, pursuing media opportunities in high-profile outlets as well as the workhorse legal journals that serve a niche but powerful audience: the buyers of legal services. A trove of credible research shows that these key players value and make decisions more often based on what they learn from the niche outlets that some large firms dismiss as small potatoes. Good PR helps you cover all the bases.

“The marketing department handles PR.”

Because marketing and public relations teams collaborate on many projects, and because digital media has so radically changed the landscape of all kinds of communications over the last decade, law leaders don’t always have a clear understanding of the differences between these disciplines. Marketing professionals directly promote and sell your firm’s services — through activities like writing the RFPs, creating digital and print promotional materials and planning important firm events. With the ongoing responsibility to provide support across practice groups, in-house marketers often do not have the bandwidth to take on more strategic promotional tasks.

That’s where outside public relations support comes in. PR professionals are trained to think like journalists (and of course many of them are former journalists) and to help your firm tell its story and maintain its reputation in the market. By building relationships with key members of the media that outlast a single opportunity, PR support can keep the lines of communication open between your firm and your target market. This takes the form of pitching story ideas to reporters, positioning your attorneys as thought leaders and expert sources, helping them place authored content and nominating them for respected awards. Creating these opportunities for attorneys can be game-changing when it comes to business development and recruiting, but the work requires an investment of time and resources that the in-house marketing department often does not have to give.

“All media is created equal.”

Firms with overextended marketing departments and little PR support sometimes rely too heavily on their own communications channels — company website and blog, social media channels — to push out their message. After all, the firm retains total control of the content and the timing, so doesn’t that make their own channels superior to others? The truth is that the media world has become far more complex in the past two decades and now includes four types of media: paid (sponsored content), earned (traditional media coverage), shared (social media) and owned (blogs, firm-produced videos, etc.). In order to maximize their position, firms need to understand the difference between, say, content best suited for their blog and content that could benefit from the credibility of traditional media outlets. Relationships with key reporters and outlets are an incredibly important piece of building a firm’s brand. They are also time-consuming and tricky to cultivate, and often can be slow to pay off. But when they do, they are worth a hundred sponsored content placements and blog posts.

“We should wait until we get the verdict to enlist PR support.”

Even when law firm leaders do understand the specific skills PR professionals bring to the table, they often wait too long to call them. Strategic-level PR is most effective — and efficient — when the consultants are involved from the beginning and can help your firm create a smart, integrated plan that supports its overall goals. Most firms don’t need a full-time PR strategist on their staff, but they should have access to one who understands their business and clients, strengths and vulnerabilities, and how to save the firm from itself in a crisis. Getting out of reaction mode allows firms to take control of the story they want to tell about themselves, now and in the future as they continue to grow and evolve to serve their clients.

© 2019 Page2 Communications. All rights reserved.

For more Law Firm PR advice, see the National Law Review Law Firm Management page.

5 Ways Traditional Law Firm Culture Burdens Lawyers of Color

City University of New York Scholar and Sociologist Tsedale M. Melaku studies diversity in the legal field, and in a recent Harvard Business Review article she wrote specifically about the social and professional challenges nonwhite lawyers face when they work for traditional law firms. While most white law leaders now appreciate the importance of fostering diversity, their own life experiences may blind them to the specific ways in which conventional law firm culture complicates the path for the lawyers they sincerely want to recruit, retain and support.

Fortunately, Melaku’s interviews with these lawyers illuminate the very concrete problems — and hint at solutions, many of which can be driven, or at least implemented, by marketing and business development teams. Here’s a handful of the challenges these lawyers face:

PR and marketing support automatically follows the rainmakers.

When an attorney lands a game-changing client or nabs a record settlement, the firm promotes the win with a press release, mention in the legal press and maybe even an opportunity for that lawyer to write a column on his practice area. Those are all smart PR moves. But if your marketing and PR “carrots” are distributed just to your firm’s big winners, you may find that every time a picture of one of your lawyers runs in the legal press, it is one of the same handful of white men.

Instead, firms need to imagine a broader purpose for PR: spotlighting attorneys for what makes them unique can be a catalyst for growth and advancement, rather than just a reward that comes after an important deal. Do you have attorneys taking a novel approach to some niche within their practice area? Or who came to their work in the law by an unusual route? What about interesting pro bono work? An active blog, a podcast or other creative use of technology to reach clients? All of these traits represent potential avenues for feature stories, bylined thought leadership articles, conversations with reporters or ideas for conference panels that will give new attorneys a chance to build their individual profiles and the overall brand of the firm.

Serving as the “face” of the firm’s diversity initiatives is (uncompensated) work.

Sadly, diversity is so rare in the leadership class that when firms do manage to advance a lawyer of color, that person is often tasked with representing the firm on panels and at events in addition to serving their clients. While some lawyers may welcome these opportunities, others might prefer to focus on the practice of law. So, even as firms provide additional PR and marketing support for diverse attorneys, firm leaders must recognize that contributing to outreach and diversity initiatives is work — and should be treated as such. Some firms allow attorneys to bill for this time just as they would for client work. Others consider it on performance evaluations when it comes time for raises or bonuses. Find a way to compensate these attorneys for this extra work.

Traditional networking depends on access.

Snagging clients on the golf course, in the country club, or during an ivy league alumni weekend are great business development strategies — for some people. But not all lawyers grew up playing golf, and many elite clubs in this country still have a checkered relationship with diversity, making membership far from routine or even comfortable for lawyers of color. Does your firm celebrate these “chance” encounters with clients at the expense of more formal and inclusive forms of networking?

Support your hires from nontraditional backgrounds by helping them build professional networks that feel authentic to their own experience. This might include support from communications professionals to pitch them for conference panels, nominate them for awards and help them get involved in professional organizations. There is more than one way to network, and lawyers need to know their firm supports their pursuit of new business in ways that honor who they are.

Mentors tend to choose mentees who look like them.

Mentoring has been held up as a key tool for improving retention and advancement. But when senior attorneys think about grooming the lawyers who will someday lead the firm — and inherit their clients — they tend to choose the lawyers who remind them of themselves. Firms are fond of saying that mentoring relationships should come together “naturally,” but for young lawyers who don’t see people like them in leadership positions, this often leads to no mentoring at all.

Firms can take action on this without getting paralyzed by the chicken-and-egg problem (the only way to advance young minority lawyers is to put minority mentors in place, but those lawyers need mentors to get there). Proactive planning to make mentoring part of the work process, and careful matchmaking to connect your firm’s best teachers with the lawyers who can benefit from their experience are good first steps. Not everyone is cut out to be a mentor, and that’s fine. The firm should take responsibility for facilitating these relationships and for evaluating the effectiveness of mentors. Are their mentees advancing in demonstrable ways? Mentorship should involve more than just offering advice; mentors should also be actively sponsoring and promoting their protégés for stretch assignments and leadership opportunities.

Dress codes privilege European standards.

Lawyers of color face both explicit and implicit expectations about how members of the firm should dress and wear their hair. While written dress codes that prohibit, for example, garments worn for religious reasons are obvious violations of equal employment opportunity laws, rules that bar styles worn for cultural or personal reasons may be legal but no less burdensome. In some firms, the written dress code is quite vague, requiring “professional dress,” but the implicit expectations that come along with it are specific and exacting.

The truth is, the notion that conservative business suits for men and women set the standard for professionalism is a white, Western idea. So are norms around hairstyles, facial hair, makeup, jewelry, fingernails, heel height and other aspects of personal expression. Body sizes vary, and not everyone can easily (or affordably) adhere to traditional requirements. Or they may not want to. Dressing authentically is, for many people, an expression of pride in their identities and an opportunity to increase visibility and inclusion, sending a message to younger attorneys on the way up that they, too, belong. If your firm insists on conformity, even when it doesn’t impact job performance, whom might that exclude? And what does your firm miss out on when your lawyers aren’t comfortable bringing their whole selves to work?

Firms that are truly serious about moving the needle on diversity and inclusion understand that the secret is not rearranging the seats at the table, but making that table bigger. In every aspect of work life at the firm — office culture, client engagement, mentoring, promotion and, of course, the practice of law itself — you must establish policies that encourage your attorneys to bring their unique perspectives and insights with them each day. It’s how you will retain and advance the diverse leadership class your clients demand. And it’s the only way you will realize the true benefits that come from different kinds of people solving problems in different ways.

© 2019 Page2 Communications. All rights reserved.

For more on law firm diversity, see the National Law Review Law Office Management page.

Law Firm Business Strategies: 4 Keys to Breaking the 7-Figure Barrier

It’s no surprise when laid-off lawyers or law school grads who can’t find a job hang out their own shingles, but there are even more attorneys heeding the siren call to start up their own firm in order to achieve a better work-life balance (if that even exists).law firm marketing business strategy

You may feel at times that starting a law firm is counterintuitive when it comes to finding balance in your life. However, if you build it right, running your own firm can be a highly satisfying way to employ yourself and serve clients the way you’ve always wanted.

I have personally trained over 18,000 lawyers on how to manage and market their firms more efficiently and effectively. I have probably helped more attorneys break the seven-figure barrier in revenues than anyone else. I’m not telling you this to brag, but to share with you the keys to breaking the seven-figure barrier based on my experiences.

Key #1:  Run your law firm like a business.

You studied the law as a noble profession, but to break the seven-figure barrier, you must run your law firm like a business. As a solo practitioner or the owner of a small law firm, your primary focus – after gaining competency as an attorney – is to understand and apply the key principles of business development, operations, management and law firm marketing every single day. There are 10 major parts every successful law firm owner must focus on – in this order:

Marketing: The purpose of marketing is to generate leads. There are a wide variety of ways to do this. All of them work, but they are not always suited for all situations, practice areas or attorneys. Find three-five different ways that work for you and use them frequently. Not every attorney will be a top Rainmaker, but everyone can do something to grow and market his or her practice.

Sales: The purpose of sales is to close the deal or sign up the client. Once you start generating leads, you must become better at getting prospects to become paying clients.

Services: Once you have become proficient at generating leads and closing the deal, you must perform the services for the client. When you fix your marketing, then you have a sales problem. When you fix your sales problem, then you have a services problem. See how this works?

Staff: When you become successful at marketing and sales, eventually you will also need more staff to do the work. You cannot hire just any staff; they must be the right staff for you. What kind of culture do you want your firm to have? Who will best fit that culture? Develop a list of qualities and characteristics you need your team members to have.

Systems: Policies, procedures and systems allow you to scale to the next level. Without written systems you cannot scale your business. You will hit a breaking point. It may be at half a million or more, but eventually you will experience a lot of unnecessary pain and suffering because you didn’t invest in creating written policies, procedures and systems for your law firm. You need written systems for every major part of your business. From marketing and intake to money and metrics, it all must be logically written down so even a brand new team member who knows nothing about your business can follow it.

Space: After you start hiring the right staff because you have more clients to serve, eventually you will need more office space to house them. Far too many attorneys get caught up in renting a much bigger or nicer space than they can afford in an attempt to “keep up with the Joneses” or give off the appearance of being more successful than they are. The pleasure you may gain from a fancy office is nothing compared with the worry of making those big payments every month. Don’t strap yourself with too many financial obligations and be careful about signing longterm agreements, especially when you’re just starting off.

Money: Very few attorneys went to school to become a bookkeeper or an accountant, but to manage a growing business you must know how to manage your money. You need to know the basics of finances for small business, from reading a profit and loss statement to analyzing your cash flow. Being an owner means other people are depending on you to manage the money wisely.

Metrics: To consistently break a million dollars per year in revenues, there are over a dozen numbers you must be monitoring and measuring consistently. Here are a few of them – unique website visitors each month, leads per month, average cost per lead by marketing channel (PPC, SEO, TV, radio, print, etc), appointments your team sets per month, show up rate to your appointments, conversion rate for initial consultation by attorney, average cost per client acquisition by marketing channel, cost of goods sold (COGS) per practice area and profit margin per practice area. This is not a comprehensive list, but if you know, measure and track each of those metrics every month, you’re on your way to comprehensively monitoring your business.

Strategy: While having a great strategy is necessary, most attorneys spend too much time developing a strategy and too little time implementing the strategy! Get some leads in the door. Make the sale. Collect the money. Do great work. Obtain some referrals. Wash, rinse and repeat! Then work on your next level strategy.

Self: Upgrading yourself is the last, but most important step. You need to read business growth books or take classes or seminars if that fits your style of learning better. Hang around other successful business owners. Join a mastermind group of successful attorneys. Push yourself outside of your comfort zone. You will never build a multimillion-dollar law firm by staying inside your comfort zone.

Key #2: Focus on a Niche

When you’re in the startup phase (from $0 to about $250,000), you face a never-ending challenge of taking whatever business comes in through the door in order to pay the bills or concentrating on one area to build a niche practice. It becomes a question of short-term focus versus longterm survival – and I realize that most solos need to balance both in order to make it.

However, the faster you can start focusing on one to two practice area niches, the faster you will go from having a job ($0 to $500,000) to creating a practice ($500,000 to $1M). When people see you as a jack of all trades (the generalist approach), they also perceive you as the master of none. People will pay more for a specialist because they see you as an expert. People will refer more to a specialist because they aren’t afraid of you stealing their clients or competing with them. Contrary to popular belief, this approach does not limit you. It helps to focus your marketing and business development efforts.

There are many ways to select a niche, but it must be small enough to be realistic, yet big enough to have enough potential clients in it. For example, being No. 1 divorce attorney in all of the Phoenix metro area is not realistic. There are far too many entrenched and successful competitors to ever achieve this. However, you could be the No. 1 divorce attorney for entrepreneurs and small business owners in the East Valley. Here are a few other ways to select a niche:

  • ServiceNiche: DUI attorney for licensed health care professionals; estate planning and asset protection for doctors and dentists; tax attorney for the self-employed; business transactional lawyer for real estate investors; business immigration law for the hi-tech industry; business law for health care providers; and IP and trademark lawyer for small business owners.

  • Industry Niche: Technology, agriculture, doctors, transportation, restaurant owners, manufacturing, construction, energy, or real estate development.

  • Geographic Niche: Phoenix, Gilbert, Tempe, Chandler, Scottsdale, or the East Valley.

  • Specialty Market Niche: Privately held companies, Fortune 500, physicians, white collar executives, blue collar construction workers, franchise owners, bicycle accidents, fitness centers, Spanish-speaking clients, developers, or commercial lenders.

Review your top 10 client list (either by amount of revenue/fees generated or in terms of how much you enjoy working with them). Then, look for any similarities. It may not be apparent at first, but keep asking questions and you will find it. Building a niche around a solid client base is one of the fastest ways to differentiate yourself.

Read Part 3-Law Firm Business Strategies: 4 Keys to Breaking the 7-Figure Barrier (Part 3 of 4)

ARTICLE BY Stephen Fairley of The Rainmaker Institute
© The Rainmaker Institute, All Rights Reserved

Your Guide to Developing Your Personal Marketing Plan…and Why Every Lawyer Should Have One

In my humble opinion, every lawyer in private practice –- regardless of how many years practicing law — should have a Personal Marketing Plan. Here’s why:

You Will Seize Control of Your Career

Creating and implementing your Personal Marketing Plan enables you to seize control of your career. In time, it puts you in a position to attract and retain clients you enjoy, and matters you find challenging and interesting. You will also be less dependent on others to feed you. There are two kinds of lawyers in private practice: lawyers with clients, and lawyers who work for lawyers with clients. Which would you rather be?

You Will Make More Money

Rainmakers make more money — often a whole lot more money — than non-rainmakers in just about every law firm in the U.S. Chances are you’ve heard the terms “finders, minders and grinders.” Trust me; the action is with the finders.

You Will Have More Clout in the Firm

Lawyers who bring in business also have more power within their firms. Over time, they emerge as firm leaders, influencing important decisions about the firm, its policies and procedures, and its future direction.

How Much Time Should You Invest?

Of course, implementing your plan is the key to success….and it takes time. Non-billable time. I recommend that Partners invest 200 hours a year, and 100 hours a year for Associates. It’s critical you do a little bit every day. Fifteen minutes here. A half-hour there. Effective marketing and business development is not a “start-stop” process. It’s like an exercise regimen…results come with consistency over time.

What Types of Things Should You Do?

Partners should visit top clients at the clients’ places of business each year. (Refer to my previous Marketing Tip about Client Site Visits.) Associates should focus first on honing their legal skills and “credentialing” activities. For all attorneys, lunch once a week with a client, prospective client or referral source is a good habit. Joining and being actively involved in a well-chosen organization is another good thing to do. (Refer to my previous Marketing Tip about Individual Marketing Plans.) Article writing and speech giving are good activities, as well.

Make the Commitment to Yourself

Of course, developing and implementing your Personal Marketing Plan requires non-billable time. And, herein lies the dilemma for many lawyers. Non-billable “marketing time” is not rewarded — and sometimes not even measured — in many law firms. No matter, you should invest the time anyway. In his book True Professionalism, David Maister states that billable hours are for today’s income, but what you do with your non-billable time determines your future. I couldn’t agree more.

ARTICLE BY John Remsen, Jr of The Remsen Group

Copyright 2016 The Remsen Group

The Future of Law Firm Marketing with Deloitte CMO Diana O’Brien [PODCAST]

In this podcast interview, John McDougall of McDougall Interactive and legalmarketingreview.com and Nicole Minnis of The National Law Review speak with LMA keynote speaker Diana O’Brien about her role as CMO of Deloitte, the future of law firm marketing, marketing technology, and the challenges that law firms face with traditional and digital marketing.

John McDougall: Hi, I’m John McDougall, CEO of McDougall Interactive, and I’m here today with Nicole Minnis, Lead Publications Manager at the National Law Review. And our guest is Diana O’Brien, the Chief Marketing Officer of Deloitte. Diana will be the Keynote Speaker at the upcoming Legal Marketing Association annual conference on April 11th – 13th, in Austin, Texas. Welcome, Nicole and Diana.

Nicole Minnis: Thanks John, hi, and hello to you, Diana, as well.

Diana O’Brien: Thanks John and Nicole, it’s great to be here today.

John: Absolutely, and Diana, thanks for taking the time. You are a fairly new CMO, and I know that you came to this role from a non-marketing background — given that, what inspired you to take this new role as CMO of Deloitte?

Diana: Well “inspired” is the right word. First, my passion was really clients. I’ve spent 30 years in client service. That’s really where I learned to listen to clients, and respond, and react to what it is that they needed, and that was really the impetus to me appreciating and becoming, I think, a champion for clients within our firm. So today being the Deloitte CMO, I’m really the champion for all of our clients, and I’m responsible for helping out stake-holders within the firm whether they be our newest associates to our partners, be responsible for listening and understanding the collective needs of all of our clients and creating an environment where our clients get every day, in every interaction, a world-class experience in every touchpoint. So the client experience is something that I’m just deeply passionate about.

The second thing I sort of married up with that is I had the chance, after having that career, to take on a responsibility of being the Managing Director of Deloitte University – which is our learning center in Texas – and that’s where I came to appreciate and recognize that the world has changed. What worked yesterday doesn’t work tomorrow. We need to create environments where people can thrive, and grow, and continue to evolve, and I had the chance to do that for all of the learning. But, really, the same is so true for marketing today. We’re moving from this world where you could just push out this sort of one-way message where you were communicating what you wanted to communicate and push it out there and hope people heard it, to this more interactive, 24/7, broader business connection, and creating an environment where your clients thrive and you’re part of that active engagement. So it’s not really a back office anymore, it’s right front and center with the clients, and it’s a new capability that you need in order to do that.

So when you marry those two things up, it was a perfect choice for me and I was excited to take it on.

John: Yes, it sounds like empathy and inspiration.

Diana: Yes.

John: And what’s your mandate as CMO?

Diana: It’s really simple. It’s really to drive growth for the firm; it really couldn’t be any more simple than that. What I would say that maybe would resonate, I think, for a lot of marketers is that it does still start with the Deloitte purpose, and I do think that you don’t grow unless you’re grounded in your purpose. So, a good CMO is always going to know what that is and be able to inspire all their professionals to link back to that. So, the Deloitte purpose is to make an impact that matters with our clients, our people, our communities. So, when I think about what my job is and I think about the 70,000 professionals that work at Deloitte, I need all of them every day to go out and strengthen our brand to grow the firm by showing up to our clients in a consistent but personalized way that creates strong relationships, that builds powerful experiences, delivers unique insights that helps our professionals and our clients establish the kind of connection that is sustainable over time so we can really help as problems and issues go over time.

Changes to the Marketing Organization at Deloitte

John: And what changes have you made to the marketing organization in order to execute on that mandate?

Diana: Gosh, I’ve been busy with that.

John:  Quite a few.

Diana: We’ve streamlined a lot. We have really focused on optimizing the resources but we’ve been driving towards a new model. What’s interesting about Deloitte in this regard – and I don’t know that everyone’s appraised this quite yet but – we encompass, obviously, the most traditional elements, which is the communications and marketing capabilities, but all of the go-to market assets, if you will, sit under me as well. So, our go-to market channels [including our managing partners in key markets, our client leaders and our industry practice leaders] and thought leadership, public policy, corporate citizenship, they have been put under me as well and so that’s unique and actually I’m hearing some of that. I’ve met with a few other CMOs that are doing some of the same things and have had some of the same responsibilities, and so what I like about it is that it’s really this combined essence of, really, how does the market — How do you drive growth? How do you really develop a marketplace?

The other thing we think is really important is digital. Obviously we have a strong digital practice and that serves our clients, but it also serves our in-house marketing team and that’s key to us being able to deliver our brand every day and create those kinds of experiences that we were talking about and deliver those insights. So I work very closely with the consultative arm of our Deloitte digital practice.

John: That’s a lot of stuff going on. That’s fantastic. Go ahead, Nicole.

The Future of Law Firm Marketing

Nicole: Shifting gears slightly and thinking about our legal marketing listeners more specifically, what do you see on the horizon in terms of transformation or potential paradigm shifts for law firm marketing?

Diana: It’s so interesting, Nicole, I think in many ways. Professional services, accounting, and consultancies like our firm and law firms, have some real similarities in this regard. I think digital marketing is going to continue to grow and that’s really for all of us, it’s not just legal markers. But we need to face it in a way that maybe some others don’t have the same issues, partly because we come from professionals where we’re highly skeptical. That’s just our profession, so we have to maybe be a bit more willing to get into the data around the success of digital and how that may in fact change us and work to be a better adopter of it. With some of the increased competition that’s there, I think if we don’t do that, the professional services environment has some challenges to stay ahead of the game, and that’s particularly going to be the case, I think, with talent. That’s going to be one of the big challenges if we don’t address that.

Certainly social media, obviously law firms are doing things in social media, but I think it will continue to be a big focus. It certainly has been for us. We have worked to become more engaged and use more outside platforms – and my own micro-site is an example – to sort of meet people where they are. We use LinkedIn more than we’ve ever used before to help us connect into the marketplace.  We’ve all got to figure out how to have our sites optimized for mobile so content can be more easily consumed. And again, when you come from a place where maybe adaptability is a little lower and skepticism is a bit higher, the mindset of professional services firms where we do have some of that, we have to work harder I think to embrace some of those things.

Marketing Technology

Nicole: It sounds to me like Deloitte is way ahead of the curve in terms of digital technology so I commend you and your firm on those efforts. What marketing technology do you see is getting the most buzz right now besides some of the things that you’re already working on?

Diana: It’s a good question. I have two things I want to say on this, one social listening is obviously incredibly important in content management systems or continuing to evolve publishing platforms, and it’s important that we stay thoughtful of that, but the number of channels that you now have to participate in is exhaustive, and it’s just growing, and I think it’s important that we not become sort of overwhelmed with the technology, but really solve specific business problems. One of the things I think that law firms can do is I think it’s important that they continue to differentiate themselves with eminence, and thought leadership, and specific things that you can differentiate yourself on. And one of the things I think that are particularly useful are – maybe not as technology-buzzing, if you will – but blogs and podcasts. I think they’re low-cost communication tools that really are a more direct engagement, and can connect more easily sometimes with the targeted audience that you want with the specialized information that you have.

Sometimes I think we can become sort of enamored with the technology. When I first took on I felt like, maybe the first four months, I was a bit enamored with the technology, but I kept coming back to, “Well, what problem am I really trying to solve for that’s going to drive my business?” While I think there are some interesting things out there that we all need to be aware of, I think it’s important to keep coming back to, “What problem am I solving?”

Marketing and Thought Leadership

John: As a follow-up to that, I love hearing you talk about thought leadership. I own a site, authoritymarketing.com, and we do a lot of work around the idea that your experts and your thought leaders, especially in professional services, will help propel your blogging, and podcasting, and marketing, and SEO, and social media. Would you say that those blogs and podcasts can also then be used by your sales people in business development, and is it kind of streamlining your efforts or killing two birds with one stone by doing both of those things at once? Not just doing the blogs and podcasts for their own right for their search in social benefits and all of that, but to also potentially use for biz dev?

Diana: Yes, there’s no question, and actually we did something interesting this last year. We actually did an active online course on a couple key topics that we felt we were expert in, and what I feel happened as a result of that is the level of engagement that we were able to achieve. It’s actually really a form of marketing in today’s world which is more interactive. It isn’t this push of a message. It’s this engagement where, let’s say you put a blog out there, someone comments back. In [this case], people are commenting on the course. People are exchanging ideas over the content. So you’re evolving it and working it together. That’s the new world. That’s the new model. It isn’t something that is just, “Here’s my ideas and here they are.” It’s a dialogue and exchange that ultimately is more productive for everyone.

The Biggest Challenges for Law Firm Marketers

John: Absolutely, and what about specifically for law firms, what are the biggest challenges for law firm marketers?

Diana: I think, similarly, something similar that we have is how do you keep differentiating yourself in a saturated market? How do you promote your brand? How do you continually evolve, and innovate, and show that you’re uniquely qualified over someone else? Obviously eminence is one way to do that. Engaging is certainly a way. Thinking beyond law firms and professional services firms like Deloitte have, in the past, always charged – for example – by the hour, and that’s just been a mindset that’s gone in. Starting to think more about, “What’s the real value we’re bringing in?” Thinking of ways in which you can differentiate yourself. I think the marketer has a role now to play in helping to shape the thinking around that.

It isn’t just the message. It’s really the mindset of the organization. It’s the type of strategies and tactics that you will use, such as what we were just talking about in thought leadership. It’s how you create the client experience end-to-end, how you think about all the customer decision-making, how the customer feels at all those points that the marketer plays a role in. I think they have a really unique place to influence the many stake-holders, the many lawyers that are in the organization and how they show up at their clients.

But I think even more importantly than that is the future of where their talent is going to come from. I mentioned it before, but we did a study that was a digital study, we did it with MIT Sloan Management, and what we found was across all these age groups that, primarily, talent is really looking for organizations that are technically capable and receptive to employees being able to be digitally sophisticated. And we found that in many cases companies are not nearly as mature as the upcoming workforce and current workforce wants to be, and so that’s a challenge so we have to deal with that.

Conveying the Value of Marketing to Management

John: Yes, absolutely, especially younger people, and not just very young people, certainly into the 30s, and 40s, and above, but a lot of people are just so attuned to social media these days and searching on their mobile phones so if your organization is lagging in that it doesn’t inspire them. I often hear legal marketers complain how hard it is to convey the value of what they do to the management of their firms; do you have any advice for them?

Diana: I think this is something relatively new for CMOs, personally. I don’t, in my consultative time with clients, I think CMOs often didn’t really find their way into the C-suite, and I think that has changed. This is now a real opportunity to affect the C-suite.

I think the CMO had a chance to connect with the CFO about the metrics that drive sales. I think they are instrumental with working with the Chief Talent Officer about how to empower their employees to be better brand ambassadors, to reflect the culture in their business. I think they need to work with the CIO on any new technologies that might be touching the customer or extracting customer insight within the organization. So now they are really up here and I don’t think that was the case before. So they have a chance to change the perception of marketing and that’s new and it’s really a great kind to build new relationships and I think the advice I would have is not to underestimate the power that you have right now to influence and build key relationships with their peers, to have a sit at the table, to take your seat at the table and translate the customer experience, and bringing the customer championship into business results.

John: Yeah and as you said that earlier, really tying that up into your core mandate, your core value proposition and mission statement and making sure that marketing especially things like in the past, SEO or certain things were easy to kind of push a button and they would happen over on the side. Now they need to be much more integrated, right?

Diana: Yes and I think people consider those tactics. They thought, “Oh, well, just go do that.” Now it is an embedded part of the strategy and you can’t really have an organizational strategy without understanding how the marketing message is linking to that and how you are making them come to life in every element of the customer experience.

Content Marketing

John: Do you think content marketing has really driven a lot of that because if you could do digital marketing in the past, it was a little bit of a fairy dust, you know. You could kind of just sprinkle it on. Now you can’t just do that. You have to really develop content that has to reflect the brand or fail, right?

Diana: Yes. I said one time in a talk, and I thought I’d share it even at the conference, but I used to think of marketing as sort of a little m where it was about this message that you pushed out. And now it’s so much more. It’s really about the big M. It’s about the meaning.

John: Right.

Diana: And you are exactly right. That comes from the content that’s really there and it has to be rich.

John: Yes. And the CEO, the CFO, they should take an interest, and I think they are, more so than ever.

Diana: I do too. I do too.

John: What are you up to these days and how can listeners connect with you online?

Diana: Well, I have been pretty busy with the new role but what I have done most recently, I just left Deloitte University, which is a home to me every time I am there but we just had about a thousand of our folks there that sit in our market development organization that had spent two days thinking about, with a number of guest speakers, thinking about how are we going to continue to create the right connections and gain the right knowledge and to think about the right technologies to keep moving our organization forward.

We don’t have, you know — we’re big and it’s hard always to get people together and I’m glad we made that investment. It’s not always easy to do but it’s important when we do to make the most of it, and I think we did. So I was thrilled to be able to have our people together and I encourage, even when you know, with all the options to do things socially and online and virtually, sometimes being in person is the best way to really further that bond. So I was glad to do that.

So connecting with me, obviously please check out our website, first cmo.deloitte.com where you will get lots of relevant content that’s perfectly relevant to the CMO and I hope everybody goes there. My twitter handle is @DianaMOBrien and I welcome anyone and I’d like to have an exchange with anybody, and then certainly deloitte.com. We welcome anybody to visit us there for our eminence.

John: Absolutely, well thanks for talking to us today and thanks for listening everyone to the National Law Review podcast. Visit the National Law Review website at natlawreview.com and for more information about the Legal Marketing Association’s annual conference, visit legalmarketing.org/annual_conference. I’m John McDougall and thanks for listening.

Article By John McDougall & Nicole Cudiamat Minnis
© 2016 The National Law Review

Marketing: How to Identify Your Ideal Target Market

The Rainmaker Institute

When it comes to marketing your law firm, identifying your target market is job #1.  If you don’t do that, nothing else you do will matter.

Many attorneys may struggle with developing a concise, detailed description of their target market, but it is vital that you do this or your marketing efforts will fall flat.

Ask yourself these 10 questions when trying to determine your target market:

1.  Who would pay for my service?  People that have legal issues need attorneys, so what specific problems do you solve and who is willing and able to pay for that solution?

2.  Who has already purchased my legal services?  Take a look at your current client base and search for commonalities.

3.  What is the extent of my reach?  What geographic area can you realistically serve?  Based on the type of law you practice, you may need to restrict or expand your area of service.  For example, a divorce attorney will probably have a smaller geographic area than an IP attorney.

4.  Am I making the right assumptions?  As I have said many times, you are not your client.  You need to talk to your existing clients or prospects to see what resonates.

5.  What do people who know me think?  Check in with your network peers to get feedback on who they think is your ideal client.  They may give you some ideas you might never have considered.

6.  How am I going to make money?  Are you charging by the hour or by the case?  This can determine who will be best able to afford your services.

7.  How am I going to sell my services?  Different marketing methods appeal to different demographics.  If your target skews young, social media will probably be a top priority for you.

8.  What are my competitors doing?  Looking at what your competitors are doing can help you define your target market – and then you can develop strategies for differentiating yourself.

9.  How will I find clients?  Once you have started identifying your target market, you will need to determine how you can market to them efficiently.  If you plan to use a website and social media as a key strategy, you will need to understand their online behavior patterns.  If you plan to get referrals, you will need a strategy to build a good referral partner base.

10.  Are there options to expand my target market?  This will largely depend on your practice area, but one way to expand your target market is by creating a niche within your practice area.  For example, if you are an estate planning attorney, you may want to develop a sub-specialty in asset protection for wealthy professionals.

ARTICLE BY

Stephen Fairley
OF
The Rainmaker Institute