We all know it is easier to keep an existing client than to obtain a new one, yet many firms fail to focus on practices that will ensure their clients receive a consistently positive experience with their firm. Some intentional effort in your firm’s practices can make a world of difference for your clients and for your firm. The common mistakes below can be easily addressed in your firm to create a more positive client experience.

Ineffective Intake Process

The client experience begins before an individual ever steps foot in your door. By focusing on creating a positive intake experience, you will set the stage for a successful client engagement.

Train Your Staff

The individual in your firm who is processing your potential client calls should not be just anyone answering the phone. It is important that those who take the calls are trained to do so. Be sure you have the right person(s) in this seat, individuals who are capable of listening, allowing the caller to tell their story, and showing empathy. They need to understand the importance of the questions they have been trained to ask. If they have to leave a voicemail for the caller, they should have a script that leaves the potential client with a positive impression that is professional and knowledgeable.

Use Technology

Your practice management software should have the ability to input information received from potential clients. Your staff should use this format so that there is consistency in the information gathered and nothing is overlooked. This will allow you to track critical data and understand conversion rates. (Do you know how many leads you need in order to land a client?)

Respond Quickly

It is important that someone respond to the potential client quickly once the initial information has been gathered. If you wait too long, they will have moved on to someone else who is more responsive. Set appropriate expectations by giving them a timeline for a callback and stick to it.

Poor First Impression

We all know you only get one chance to make a good first impression. With a little effort, you can ensure your firm gives a professional impression consistently.

Make Your Visitors Feel at Ease

Conference rooms should be clean and tidy. Staff should be professional, offer a beverage, and make the client comfortable while they wait for the attorney. Once they have been settled, don’t make them wait. We all know how we feel when our doctors keep us waiting well past our appointment time – our clients feel the same. Don’t give the impression that your time is more valuable than theirs.

Be a Good Communicator

Communicating doesn’t just mean talking – it also means listening. Attorneys are trained to prepare their response while listening to the other party. Work to avoid that here. Make eye contact and listen. If possible, have an assistant join you in the meeting to take notes so that you can fully focus on the potential client.

Failing to Meet Expectations

Once you have been retained, it is important to communicate with your client to set realistic expectations. Failure to do so can result in a dissatisfied client who will not only fail to provide referrals but may also share negative feedback about your firm.

Set Realistic Expectations

This starts with the engagement letter, which should be clear as to the expectations of both the firm and the client, with the scope of services to be covered and the fees that will be paid in return for those services. You should also let your client know how often they should expect to hear from you, and under what circumstances.

Follow Through on Your Promises

Don’t make promises you can’t keep. Use an assistant to track all of your deadlines and timelines for client touchpoints so that you can focus on practicing law, knowing your assistant will keep you apprised of your deadlines for reaching out to clients. By having a good practice management system, your assistant can keep track of these for you with little effort.

Things don’t always go as planned when it comes to the law. When you can see things won’t go as planned, be sure to have honest communication with your client so that there are no surprises.

Communicate Well

The #1 Bar complaint is that clients do not feel their attorneys keep them well informed. If you have set appropriate expectations during the client onboarding process by explaining your policies and you follow through with those promises, you can avoid expectations not being met. If you have trained your assistant well, you can feel comfortable in allowing them to reach out to clients with updates where there is “no change” or “nothing new to report,” so that they are hearing from you and not wondering what is happening with their case.

Focus on the Client, Not the Project

Clients want to know you care about them, not just the case(s) you are handling for them. Set up Google Alerts to stay abreast of what is happening with them and have a protocol for capturing that information and reaching out to them when you see something noteworthy.

Understand life from your client’s perspective. Take a moment from time to time to make a non-billable phone call to check in on them. Differentiate yourself by providing stellar client service, making them feel truly taken care of. By using your practice management software to track when you should reach out to someone again, your assistant can set these short calls for you around your schedule so that it does not feel like a burden but will go a long way with your clients.

Sending Invoices That Don't Convey Value

Providing your clients with invoices that show the value of your services is more important than ever. Think of your invoice as a marketing tool. By using a time & billing software that allows you to create templates that meet each client’s needs, you can send an invoice that is not immediately met with rejection.

Use Your Invoices as Another Way to Communicate

Explain explicitly the purpose of each task. Saying “t/c with opposing counsel” does not fully convey the value of a time entry that took .8 hours. Your client may be wondering whether you were asking OC about his family instead of making progress in the case for almost an hour.

Communicate with your client by phone before sending a bill that is going to be unusually high. There should be no surprises if you want to both keep your client satisfied and also be paid in full. If you have an especially high workload in a case, it may help to bill that matter every 15 days instead of monthly.

Send bills regularly – at least every 30 days. Waiting too long results in a high bill that is less likely to be paid in full and gives the impression there is no urgency to be paid.

Failing to Use Technology

Today’s clients are technologically savvy, and they expect their attorneys to be as well. Practice management software allows you to work efficiently. It allows you to:

With some effort on creating protocols and training your firm staff, you can quickly have systems in place that will ensure your clients have a consistent, positive experience with your firm.

Why are referrals so important? You already know that referred clients tend to be your highest quality clients, but they are also the most affordable to obtain. These clients typically walk through your door pre-sold on your services and expertise and off the bat they come in with a much higher level of trust and respect. Additionally, referred clients are much more likely to pay on time and refer others to your firm in the future.

There is no question that referrals are marketing gold for law firms and because of this, it makes sense to invest time and money into generating a process that not only encourages these referrals but fosters them as well. If you can create a referral-based firm, you can worry less down the road about how to market and sell your services.

Why Do Most Lawyers Have a Hard Time Generating Referrals?

Building a steady stream of referrals takes consistency and it takes persistence. Attorneys are busy and dedicating their time to these efforts is not always at the top of their priority list. For most firms, referrals are incredibly important, however, there are no systems in place to ensure successful word of mouth.

Steps to Generating Referrals

Providing outstanding service to your clients is certainly the first step in creating a referral-based firm. But you must also regularly and consistently cultivate these referral relationships. There are methods that can be put in place to encourage this referral process and it begins with identifying professionals who are interested in passing along referrals before you invest the time in relationship-building.

Step 1

Setting Appointments

Begin this process by generating a list of around 50 local professionals. This should include roughly 75% attorneys in complementary specialties and 25% non-attorneys with clients whose needs may overlap services. It’s important to remember that other attorneys and firms are also looking to build referral-based practices, so use that to your advantage!

Consider professionals in these industries:

This list is a great place to start, but you know your clients and your firm best. No one is more equipped than you are to identify the fields of professionals that you believe are best suited to leverage a referral relationship with.

When you begin to build out this list, the easiest way to start is to create an excel sheet that details as much information as you can find on each of your 50 contacts. Start by pinpointing the geographic location you want to target, the practice area or clients they serve, and then do a little digging about what their website looks like. How do they market themselves, are they running a lot of ads? Do they have any associated publicity? What do their Google reviews look like? These indicators will give you a better sense of how they are marketing their firm.

These businesses are who you want to reach out to first because if they’re putting a significant amount of marketing dollars into their firm, they are likely bringing in a steady stream of leads. This means they have more potential referrals to send your way. It is important to take the time to vet these contacts to ensure you’re reaching out to the appropriate firms. Your time is valuable so don’t waste it!

Delegate Initial Outreach

As an attorney, it is best practice for you to handle or be involved with the first potential referral source call. As much personalized follow-up, you can provide is ideal, but the most long-lasting referral relationships are forged by attorneys who make that initial effort and cultivate trust. But with that being said, the other aspects that come before and after the initial call can be delegated. The creation of your contact list, for example, can be delegated to another member of your team. Setting up the initial appointment call can be handled by someone else on your team, and so on so forth. Having access to a shared calendar where you can seamlessly view your team's schedule will be critical to set these appointments in the most efficient way possible.

Phone, Not Mail

Contrary to some recommendations, picking up the phone and calling potential partners is far more effective for setting an initial appointment than postal letters. With postal letters, you’re not only waiting a few days for the recipient to receive the letter, but you also have to set up a game plan for once the letter is received. We are not saying to avoid snail mail entirely, but the return on investment for phone calls far outweighs that of physical mail. Not to mention it is significantly faster.

Once you start calling your list of prospective referral sources, ask to speak directly with the attorney or professional. If you do not get through or are stopped by a gatekeeper, ask for an email address and leave a voicemail.

You should be spending about 2 hours of work for each appointment you set. So what does this mean? This means you will spend a decent amount of time on the phone trying to connect and learn more about the professionals and their businesses in your surrounding area. Some specialties and practice areas will naturally be tougher than others, so don’t get discouraged if the outcomes aren’t materializing how you thought they would. Two referral appointments, or 4 hours of work, is a good target to aim for each month. At this rate, you will build a very robust network. Check out the attached referral partner appointment request script if you need some help getting started!

Step 2

The Initial Conversation

Once you book that first appointment, you may be asking yourself, “Well now what? What do I say?”

Remember this quote by Epictetus: We have two ears and one mouth so that we can listen twice as much as we speak.

During your initial referral partner call, stick to the general 80/20 rule. You should be listening 80% of the time and speaking the remaining 20%. Start by asking about the attorney/professional and show curiosity about their practice. Ask how it started, that they focus on, who their ideal client is, and keep the first half of the call focused on them. Additionally, take this opportunity to learn as many personal things as you can so that you may build a connection and foster a relationship!

Once you compile all this information, concisely give some details about your firm, but don’t go overboard! This conversation should be about them.

Step 3

Cultivation

Engaging your new partners is crucial. These new budding referral relationships need to be cultivated, they need to be nurtured. To engage these partners, start with a give. Add value right away, and then stay in regular contact.

You should certainly be engaging them before your first conversation and after as well. Consider sharing resources like a blog, white paper, or even current events articles. This will not only demonstrate your willingness to help that firm or practice but also to show your engagement and genuine interest in their business. Newsletters are also a great way to stay top of mind for your referral sources. Not to mention they can also double as content you send your current clients as well. Maintain a nice mix of content that is both legal-focused, general industry topics, and lifestyle content.

The bottom line is that you need to be consistently providing value so that you’re thought of when these businesses have potential clients to send your way.

Occasionally, attorneys won’t seek referral partners because they feel like they don’t have enough cross-referrals to provide. There are other ways to provide reciprocal value than exchanging one-for-one referrals. If you can’t always return a referral with one of your own, think of other ways your firm can provide value to them. Maybe it’s collaborating on publicity or marketing campaigns, co-promotions, or spotlights in your content and newsletters.

Additionally, if you are sent a client, consider sending that referral partner a note every other week to let them know their referral is in good hands and that you’re taking care of them. It is very important that the businesses you work with trust that you’re providing good services, otherwise they will not send you prospects.

The Takeaway

Building referral relationships are crucial for your business. They are also no-brainers. If you can leverage your community to help grow your book of business that is absolutely what you should dedicate some of your time to doing. Utilize these steps and take the leap!

Today more than ever, attorneys are realizing there is more to being a lawyer than the practice of law. Firm leadership needs to run the firm like a business. The most successful firms also know it isn’t just about the billable hour. If a firm is to be profitable, there are key metrics to consider and actions that can be taken to improve the firm’s profitability without increasing billing hours.

Know the Hourly Cost of Your Timekeepers

In a prior blog, we reviewed the importance of using cost accounting methods to know what the hourly cost is for each of your attorneys. There is more to be considered than their salary and benefits when calculating what it costs to have each attorney working in your firm. If you know their true hourly cost including firm overhead, you will know where you need to set their billable rate in order for them to add to your firm’s profitability.

Push Tasks to the Appropriate Level

By ensuring you don’t have partners performing associate-level work, senior associates performing junior associate-level work, and attorneys in general performing paralegal-level work, you are providing better service to your clients by keeping the work as economical for them as you can while also improving your firm’s profitability. Proper training of your attorneys and paralegals to help them understand the importance of delegation will help your firm to be successful in this area. Delegation is not intuitive to everyone; it is important that the firm’s leaders recognize this and that management has procedures in place to assist in this area.

Automate

No two cases are the same. However, there are many similarities among cases where standardized documents and processes can be created. As we discussed in Everything Your Firm Should Know for Practice Area Expansion, by analyzing and structuring your internal systems to take advantage of areas that are duplicative, you can save time and money.

Look for processes that take place in your practice areas that will be similar across all or most of the matters in those areas and create procedures, processes, and forms for those tasks. Part of this process should include identifying how each task will be staffed. By carefully identifying your legal services in each practice area and setting up procedures and protocols for each task with team members assigned appropriately, you will develop an efficient and well-oiled machine that contributes to your firm’s profitability. And if you still aren't sure where to start, check out the blog How Do You Know What to Automate at Your Law Firm

Beef Up Your Procedures and Train Your Team Members

As firms grow, they often find that the ways things have been done historically are no longer contributing to the firm’s success. A firm that started out small may be able to manage without officially documented processes and procedures. As more attorneys and staff are added, however, it is important to ensure that protocols are followed across the board and that everyone is steering the ship in the same direction.

Use Practice Management Software

Regardless of your firm’s size, using a practice management software that suits your number of users and type of practice will save you countless hours and headaches in the long run. It will help you to keep a well-documented record of the activity in a matter that will make your practice much more efficient. Should you experience attorney turnover or unexpected illness, having a good system in place that everyone follows consistently will mean another attorney can step in without wasting non-billable hours trying to determine what has occurred in the case and where the status currently stands.

Know When to Say No Thank You

It can seem counterintuitive to turn away work when you are focusing on increasing your firm’s profitability. However, by taking on work that you are either unequipped to handle or that will not pay enough to cover your attorney hourly costs will end up costing you money instead of adding to the bottom line. Attorneys who are forced to handle a case that is out of their practice area end up spending many non-billable hours just getting up to speed on how to handle the matter. Cases that do not dictate an hourly rate that covers your overhead will be practiced at a loss.

There are times when you will choose to take these matters on. Perhaps you want to move into a new practice area, and you are willing to incur the expense of getting your attorneys up to speed in that area with an eye toward the future. Maybe you are trying to get work from a particular company or industry, and you are willing to take on a loss leader at a rate lower than you need in order to move in that direction. The key is that you know what you are doing and why you are doing it so that an educated decision is being made.

Having A Billing Policy That Includes Concurrent Timekeeping

Studies show that more than 30% of billable time is lost when time is not captured concurrently. Putting the right billing policies in place can help to avoid seeing billable hours go down the drain. It is important to note, however, that having policies in place is only the first step. It is important that firm partners lead by example and support firm management in enforcing the policies if they are to be successful.

Offer Multiple Payment Options

Like the rest of us, many of our clients no longer pay their bills by writing a paper check. By providing multiple options for how your clients pay their bills, you should see improvement in the speed with which your invoices are paid. Consider allowing clients to pay by credit card or eCheck. There are services available that are geared toward law firms that will allow you to include a payment link with an emailed invoice so that the client may pay by credit card or eCheck. LawPay, for example, allows both credit card and eCheck payments and also has the ability to accept payments for both operating and trust accounts while charging all credit card fees to the firm’s operating account.

The Takeaway

There are so many ways a firm can impact its profitability without increasing work hours. You can work smarter and not harder by putting these few examples into practice, resulting in an immediate change to your bottom line.

There are a lot of fancy definitions for the term “strategic planning.” But at its core, all it means is to pinpoint a direction you want to go and then make decisions on how you plan on allocating your resources to get there. It is important to see the difference between strategic planning and marketing. And you may raise an eyebrow at that, but you’d be surprised how often people view these as the same thing. Strategic planning encompasses many operations of your business. Marketing is merely a piece of that coupled with things like your budgeting and reporting.

It is very important to note that strategic planning is not about grand ideas or mission statements. It is about where you want to be and how you’re going to get there, all within a short and defined timeframe that is typically no longer than 5 years at a time. 

Typically, smaller firms can respond more quickly to changing conditions than larger firms, and because of this, there is a temptation for the smaller firms to get lackadaisical in their planning. Larger firms know that it is significantly harder to pivot, so they prepare and they do not take their strategic planning lightly. 

Key Elements to Strategic Planning

  1. Top-down planning process

From a high level, strategic planning consists of what we call a top-down planning process. Your firm has to first set the overall goal and then create a realistic framework and path that will allow you to get there.

  1. Measurable objectives

For instance, if you set a goal for your firm to have a family law practice area in two years, the next question you have to immediately start asking is how are you going to achieve that? Your goals must always be measurable. Period. There have to be measurable objectives, otherwise reaching that end target is going to be very difficult and you’ll be more likely to set goals that are unrealistic in that proposed time period. 

  1. Resource analysis

Once you’ve set your goal and defined your measurable objectives, the next thing you need to do is analyze your resources. What skills do you already have within your law practice and if you’re missing skills, what are you going to do to fill those gaps? Are you going to go out and learn them or are you going to hire people with those skills? When you begin analyzing your results, you need to also ask yourself, what do you need to get there? Sometimes firms will opt to hire an outside consultant to help guide them, others prefer to make those decisions on their own. Either way, you should figure out what assets you have and which assets you still need.

  1. Regular status meetings 

Schedules are busy, but it is essential that you and your team find time to pencil in status meetings into your calendar. Part of the reason you set measurable goals is so that you can measure them. These meetings don’t have to be once a week, they could be bi-weekly or once a month, but they do need to happen, and you do need to communicate with your team and constantly be monitoring your progress. Time always moves faster than you think, don’t let timelines and due dates sneak up on you. 

  1. Budget

Set a reasonable budget and adhere to it. You need to be asking yourself, what does your law firm's cash flow look like this year? How about your net income by year-end? Having a quality budget in place removes the guesswork and ensures you end up where you want to go. Additionally, ensure you have a good general ledger chart of accounts. If you are not familiar with the chart of accounts, it is simply a list of income and expense categories used to track your spending. Building a budget is a very crucial step in the process, if you’re wavering on how to begin, check out our 4 tips on building a better budget.

How to Plan

Planning is not everyone’s strong suit and that’s okay! However, having the ability to plan is crucial when you begin targeting and mapping out your firm’s future. Fortunately, being a planner is a learned skill for most people. But they say you don’t know what you don’t know, so if you’re unsure if you fall into this category, there are plenty of personality tests that you can take that will give you an idea of what your strengths and weaknesses are. The Myers-Briggs Type Indicator® is a great resource if you’re curious! Additionally, check out seminars from the American Management Association and the Chamber of Commerce. 

Financial Basics

Strategic planning sounds great, right? But what if you don’t have the financial background to adequately develop these plans? Don’t sweat it, you don’t need to have a degree in economics to know what you’re doing. 

The key is to have a benchmark or expectation to see why your actual figures differ from expectations and take action based on what you find. The expectation in our financial management function is why we need a strategic plan and a sound budget. To start, use current and past budgets to create an expectation. Don’t make this part harder than it needs to be, take the information you already have and use it to build out the broader picture. 

There are five basic financial statements you should be reviewing every month to help your strategic planning efforts:

The Balance Sheet

This shows the financial position of a company at a specific point in time. This is usually run or prepared the first week after the close of each month. So if you’re going to look at your March financials, for example, you’re going to run them the first week of April. 

This is why it is so critical that you have all of the financial transactions posted to your chart of accounts on a timely basis. If you’re at a larger firm and the accounting team starts putting pressure on you to get your timesheets in, this is why. If you haven’t posted all your costs, advances, your time, and complete your billing, then your reports will not be accurate.

Remember this formula: Assets = Liabilities + Equity

Your balance sheet is somewhat customizable when you’re comparing your designated points in time. You could choose to report on your current month, your activity year-to-date in a comparison against budget, or it could show you year-to-date in previous years. If you’re using a practice management system, you should have the ability to generate such reports. It is important to note that not every software gives you the ability to customize your reports whenever you want them. Many vendors will only offer boxed, off-the-shelf reports, so be wary of this, as typically firms end up needing more flexibility in their reporting than they initially expect or anticipate. 

Income Statement

This reports on a company’s revenue and expenses over a period of time. Typically, the income statement is reported every month. Most law firms tend to lean towards cash basis accounting meaning that revenue is not earned until it has been received. Therefore, your income statement and balance sheet do not show accounts receivable or WIP. Those are separate, internal reports that you can run with your accounting software. Keep in mind that although these reports are run separately, they are crucial for your law practice. 

We cannot express to you enough how essential it is to have a good chart of accounts so that your reports are meaningful. An issue that will make your accounting reports difficult to read is if there is not enough account detail in those chart of accounts. The chart of accounts should reflect the way your law firm is organized, for example (to name just a few) you could have reproduction expense, marketing expense, technology expense, partner compensation expense, etc. Doing this will make your reports more specific and meaningful to you.

Now, when you’re looking at gross profit and net income, or net profit, an important test to conduct is to look at your top paying clients and add up what these people or groups are earning for your firm. Then take that number and look at it as a percentage of the gross revenue. This is a good indication of how flexible your law practice would be if you suddenly lost that work. An even more telling test would be to do that same calculation, take your most lucrative type of work, and view that as a percentage of your net income. For a lot of law practices, this can be quite scary because it will show that they have very little to no flexibility at all.

Statement of Cash Flow

This reconciles net income to the change in cash by showing sources and uses of the cash.

On cash flow statements, you’ll typically see net income first, followed by adjustments in reconciled net income, cash from operating activities, and depreciation. Other line items you might have include cash flows from investing activities and financing activities. 

Owner’s Equity Statement

The owners’ equity statement outlines the changes in the owners’ equity accounts during the year. 

In this statement, you will have members’ equity at the beginning of the year, then any contributions added by those members, added net income (money before distributions), and then finally the members’ equity at the end of the year following the dispersal of those distributions. 

Putting it all Together

Now that we have taken a high-level look at these key statements, how do they all relate to each other? Are they even connected? Do they make a difference when you begin thinking about your strategic plan for the future of your firm? Let’s see... 

So let’s look at the balance sheet, statement of owner's equity, the cash flow statement, and the income statement. If you look at your cash, this will be showing on your balance sheet and your cash flow statement. Your net income is also shown on your statement of owners’ equity, the cash flow statement, and it is also shown on the income statement. Owners’ equity is shown on the balance sheet, and of course on the statement of owners’ equity as well. 

So you can see why naturally, all the statements have to balance and agree with each other. They are all interconnected and work to provide checks and balances to your firm.

All of these statements will ensure that your books are balanced and in order. Without this information, you will not be able to strategically plan for your future. Finance is all about the details and monitoring the cash coming in and the cash coming out of your firm. You don’t have to go at this alone, technology today has made it much easier to strategically plan and build out these reports the way you need them. If you’re unsure of where to start, take a breath, think about the direction your firm wants to go, and slowly begin mapping out how you will get there. 

Lawyers are spread thin, and a lot of time is spent on laboring tasks and not on as many billable tasks. In fact, on average, lawyers only bill for 2.3 hours of their time. After factoring in realization and collection rates, the average lawyer only collects about 1.6 hours of billable time per day. And to go a step further, about 33% of an average lawyer’s time is spent on business development.

If you recall, in Standing Out in Today’s World: How Communication and Branding Can Make or Break Your Firm, we talked about the fact that 2 out of 3 potential clients say their decision to hire is most influenced by a lawyer’s responsiveness to their first call or email. 

The problem here is, these interruptions, emails, calls, not only take time away from you, but there is a recovery time that results in a 2 hours time loss per day. If you’re getting these intake calls, they may not always result in good clients, so at that point, you would have just wasted your time. And without an effective process, you’re losing money. It’s as simple as that. 

Before we jump in, it’s important to be able to pinpoint some of the prominent dilemma’s firms face when trying to correct the effects of productivity delays or an overall loss in billable hours. 

The Dilemmas 

Dilemma 1 

Interruptions kill your productivity - You want to minimize interruptions.

But;

Potential clients demand quick response times - You want to maximize responsiveness.

Dilemma 2

Invoicing and chasing down late payments drain your time - You want to minimize time-consuming billing tasks.

But;

You need to get paid. And not after a collections agency takes a 30-50% cut - You want to maximize revenue.

Dilemma 3

Technology (software and services) makes you more efficient - You want to automate and sync tasks, processes, and data.

But;

If you’re with a smaller practice, you may not have or are limited with your IT/admin support. You can’t spend all day learning and configuring technology. You want simple, intelligent tools. 

Solutions to the Dilemmas

They say there's a solution for everything. And we agree. They may take some time to implement, but if you can adopt cost-effective and efficient software for the following things, your firm will be solving a lot of the aforementioned dilemmas.

To improve efficiency, decrease interruptions, and increase the reliability of solid PNCs, your firm should have a system that includes:

And on a holistic level, your firm should be considering these factors when researching systems to implement:

Now you may be thinking, this is all great, but if I cannot get clients through the door, none of those efficiencies will matter. Well, the first step you should be taking is to understand your target audience and their entire journey leading up to signing on that dotted line. You cannot expect to prospect successfully if you don’t understand how people are trying to connect with you. So your next logical question should be... 

How Do PNCs Reach You?

If you can understand how potential clients can reach you, you will not only be able to respond to them more often but maximize your time while doing so. The most common forms of communication between a PNC and a firm are typically through:

With this information in mind, let’s talk about how each of these communication platforms work in the context of a law practice. 

Phone Systems: Landline, Cloud/VOIP, and SIP (softphone)

Landline

Pros - Landlines can be bundled with internet service, they’re independent of power grids, and typically result in fewer dropped calls.

Cons - You really have minimal mobility, the carriers are limited, hardware is required for set-up, and you need contracts. The most detrimental factor of relying on a landline is simply the lack of availability outside of the office. And unless you know how to reroute your calls, they won’t magically appear on your mobile device. 

Cloud/VOIP (internet-based phone service)

Pros - You will have mobile and texting access and because there is more competition from a wide variety of providers, your costs will be reduced, you don’t have to bundle, it is scalable, and you’re not tied down to contracts.

Cons - Your calls will depend largely on the internet quality. If your wifi goes down, you could be in for some trouble.

SIP (softphone protocol that turns an internet-connected device like a computer into a phone)

Pros - Your computer and tablet can now function like a phone.

Cons - The cost associated is in addition to cloud phone service.

When you’re thinking about phone service, there are different ways to route and track calls with priority so that you can be more efficient in handling them. And when you think about these services, you need to think about them from both the automation side and the outsourcing side. In other words, what services can be done through workflow triggers and minimal human intervention, versus paying outside vendors to handle the relationship. 

Forms of Call Routing and Handling

Robots

Call routing/interactive voice response (IVR) allows you to set up certain prompts and greetings that are automated. This handsfree process is incredibly streamlined and you know exactly what you’re going to get upfront because you are the one to program it. 

This service can not only make your business sound more professional, but it can help save time by assisting with delegation and routing of calls to the appropriate staff or team member. 

The obvious drawback is that these scripted services are only able to handle point-blank calls. They cannot handle discretionary conversations.  

Humans 

To start, are you using a service that is abroad or domestic? If you’re using call centers that are not based in the US, be sure that their business norms and practices align exactly with that of your firms. 

If you’re a smaller firm and someone from overseas answers a PNCs call, will they know right away that you do not have someone in-house doing client intake? Will there be a language or cultural barrier? These are all things to consider. 

Is the staff working the phone lines dedicated or distributed?

With a dedicated team, you have a few staff members who are assigned to your matters and are trained on your accounts. So while they know how to specifically handle clients' needs, they become a bottleneck if they’re ever sick or out of the office. 

Additionally, if you have a marketing campaign that’s ramping up, you will need to make sure you’re prepared for the influx in call volume. If your dedicated team doesn’t have the bandwidth to manage those inbound inquiries, don’t waste money on a large marketing campaign. 

A distributed service is composed of the entire team where everyone is trained to answer calls. Because of this, the volume of calls per staff lessens because you have more people available to answer the phone. 

Phone Systems: Potential Issues

Watch for these common complaints and problems that impact leads and clients:

Ring Delays (latency) 

You may hear the phone ring once, but what the person is hearing on the other line is multiple rings before they hear you pick up. People are impatient, so this leaves the door open for these PNCs to hang up before you even hear your phone go off. With some systems, a client will experience up to 8 rings before it actually rings on your end. The best thing to do in this situation is audit your phone system. Have someone else from the firm call and check to make sure that one ring on your end is one ring on the caller’s end. 

No Tracking or Analytics (how will you track marketing ROI). 

If you run marketing campaigns, you have to be able to track who is calling and who is converting from those calls. 

Did they convert? And if so, off which source? Were all your marketing channels working for you or did you have some that were underperforming? Were the leads high quality? Did they end up hiring you? You cannot sustain successful campaigns if you don’t track this information from the beginning. You have to be able to pinpoint what works and what doesn’t so you can make adjustments as you move forward. 

Receptionists 

Receptionist services can have a limited impact and a higher cost if you’re only using them for answering, transferring, or taking messages. 

Look at services that can do the lead qualification, that can do the basic intake automation, and lead capture so that you are more informed and not faced with a bunch of decisions at the end of the day as you face each recorded message. Set your criteria and know when to refer bad leads out, and when to begin setting appointments with clients you can and do want to represent. 

Email Systems   

We are all pretty familiar with email systems, however, the best piece of advice we can give you is to make sure your email is connected to and integrated with your practice management software so they are securely logged and easily pulled for reference. 

The perk of this integration is that some practice management software has time tracking apps that allow you to directly bill for the time you spend emailing and corresponding with clients. 

Additionally, you can build templates and workflows through third-party vendors that automatically trigger your emails to send out to whomever you want. With this type of automation, it is important that it is standardized and made uniform across the firm. You should not have one group of attorneys sending and tracking emails in one way and another group doing something completely different. 

Someone going through a divorce is probably shopping for the right firm that fits their needs. In this case, when multiple firms are in the picture, you want to be able to build trust. To provide expertise without being overbearing and what you can do after a call or consultation is to follow up with them on an automated basis, without your individual input. 

Text Messaging Systems

Being able to communicate with your clients whenever, and wherever you are is crucial. In fact, if you’re not already texting your clients, you are falling behind the curve because that is where the rest of the industry is going. “Why you may ask?” Because that is what clients are growing to expect. Don’t believe us, check out, Everything You Need to Know About Communicating With Your Clients Via Text: The Good and the Bad.

Your clients are texting other businesses. Whether they’re messaging their accountant or plumber, it’s becoming the norm, so don’t resist this inevitable movement. Think of it this way… you work hard to meet your client's needs financially and even emotionally. Why not do the same when it comes to communication?

The largest push back we hear regarding text messages is the lack of privacy. How do you communicate with clients the way they expect without sacrificing your personal number? Well, let us tell you…

There are some practice management solutions that will provide you with your own designated cell phone number. This number not only masks your personal line but works via phone, computer or tablet. And the best part? There are timekeeping features within this solution that will track the length of your conversation and automatically create a billable event for you. So, not only are you speeding up communication, you are increasing your earnings too. If that isn’t a win-win, then I don’t know what is.  

Web Chat Systems

Put simply, a webchat is an internet online chat system that allows people to communicate in real-time using easily accessible web interfaces. Web chats are commonly used because of their simplicity and accessibility to users who do not wish to take the time to install and learn to use specialized chat software.

These web chat systems can come in many forms. Whether this communication option is on your firm's website, or your Facebook page, anywhere you have an opportunity to connect with a PNC should be capitalized on. Here are three potential options for you to consider. 

Robots

AI-powered robots are low-cost alternatives with lightning-fast responses. You can program frequently asked questions with defined answers and you can stem some of those recurring, inbound phone calls and emails (the ones that seem to suck the most time out of your day) with pre-programmed responses. By doing this, you can hopefully reduce the number of interruptions you experience from having to answer them. 

Additionally, you can allow PNCs to schedule appointments, interact with links to more information, and form fills, and you can forward direct messages or inquiries to specific members of the team. The goal is to eliminate the extra step it would take for someone to manually sift and sort through messages.

You can also route escalated issues to the appropriate party or offer extensions for the PNC to leave a message. 

With chat robots, you’re paying for the access and ability to program the chat. You can have the chatbox appear on specific pages to reduce the cost associated with having one on every page or you can have a box populate on any page a user visits. Chatbots can be very valuable if used correctly and offer a great, friction-free point of connection between your target audience and your firm.

Humans

Costs associated with human labor varies depending on whether your internal team monitors the chat or if you outsource the labor. When you add in the element of human interaction, you can capture much more data, and more directly determine if the PNC is worth your time or not. You have much more control over the conversation and can offer more descriptive responses.

However, watch out for the “self-staffed but unattended” trap. This is a very common problem and what happens is a PNC will message what they think is a monitored channel and they will be left unanswered and unhappy. Your chat box should not become just another “contact” form. 

Website Chat Tips

Disclaimer 

Add a disclaimer before the chat starts stating that the communication held via the web chat does not constitute a client-attorney relationship, legal advice, and is simply there to help direct a PNC to where they need to be. 

Be Proactive

Staff with live agents, and choose “patient” active engagement.

Gatekeeping

Serve as a “gatekeeper” to an online calendar for consultations to reduce no-shows and cancellations.

Lead Qualification & Referrals 

Identify leads with your custom criteria and schedule callbacks and appointments with new qualified leads. Also, refer out bad leads as quickly as you can to save time and improve efficiencies. 

The Takeaway

Attorneys spend a lot of time managing the communication and business development efforts of PNCs. There are so many communication tools out there to improve this process, but if you do not know how to use them you will not only be creating inefficiencies for yourself, but you will be losing billable hours too. 

As an attorney or managing partner, you know what’s needed to practice law – that much is undeniable. However, law firm management is much more than just showing up to court. It’s about staying profitable and keeping legal operations efficient and within the confines of your practicing areas of law. How do you ensure client satisfaction while also maintaining proper recordkeeping? How do you overcome some of the biggest challenges around timing and tasks that aren’t bringing in profit? Covering your tasks well so you can focus on profitability versus tedious admin to-dos is key to improving your day-to-day law firm management. It’ll also keep your staff happy and feeling motivated toward a common goal.

In this blog, we’ll cover the best ways to improve your law firm management – so you can boost profitability and make the most of your operations.

What Makes a Good Law Firm?

The short answer is finding the sweet spot between profitability and quality of client cases. A great law firm can deliver results and resolve cases in a clear, concise, and equitable manner. That said, a good firm also needs a well-structured, organized system that acts as an ecosystem, working together to solve cases. In 2021, you don’t get that without law firm management that’s driven by communication and constant vigilance and upkeep. With how fast things are changing digitally, and how competitive legal services have become, you can’t afford to be complacent. A great law firm must adapt to the changing times, and be willing to constantly improve procedures and processes.

How to Manage a Law Firm

Depending on the size of your firm, there are basic building blocks you’ll need to have in order to start creating these processes. Always work from the top to bottom, with high-level essentials that will be easier to implement and more impactful in the long term.

Organize and Audit Monthly Billing Statements

Having visibility into your funds between accounts and trust funds is a necessity for proper management in your law firm. This happens with proper scheduling and a practice management system that doesn’t follow a “lite,” or freemium trap that nickel and dimes you for every additional feature. The ability to run reports regularly, and with customization options, provide agility and insight when you need it most.

Provide Convenient Payment Options

No one wants to write checks anymore or wait the processing period in the bank for the funds to clear. Offering ways to pay instantly such as credit cards through a secure practice management system means you get paid faster, and easier. 

Prioritize Client Satisfaction

Making sure clients feel heard is a big part of dealing with legal cases. This is a collective effort that must be followed by your entire staff, in a systematic and human way. Most people are distressed and uncertain during a legal matter, so practice compassion and be prepared to explain the steps of the case at any point. For larger firms, hiring someone whose sole job is focusing on clients can be a surefire way to keep them heard and informed. 

What are the Law Firm Procedures and Hierarchy?

Part of law firm management is knowing what duties are attributed to what department. While these lines can certainly blur in a smaller firm, having a handbook that details these can help be a point of reference in the event things become problematic or missed. It also ensures alignment between everyone, as a collaborative environment is essential. 

The below hierarchy gives you a structure for staying organized – but additionally, you’ll want to have procedures that are attributed to each role. Creating an accountability chart will help you delegate appropriately will save you headaches and issues with “too many cooks” later. 

Accounting and Finance

Marketing

Law Firm File Management

Equally important to your human management is how you store files and client matters. To drive efficient law firm management, utilizing software that has easy data retrieval and organization can save many headaches down the line. While it’s still almost impossible to go completely paperless, there are many digital tools that ease the paper load considerably. Some tips and tricks that you can look out to improve are:

Mobile App

Most law firm management software includes a secure mobile app that clients can access information regarding their case. They’re also able to view invoices and pay any outstanding bills – making it an agile asset in your toolkit. Even better, your attorneys can actively track time on the go so all billable hours are accounted for. 

Secure Backups

Cloud-based software keeps your information secure and tiered based on staff permissions assigned. The worst thing that could happen with on-premise hardware – which was largely the standard up until recent years – is losing mission-critical information and documents attributed to a client’s case. As you know, all the digital notes and scanned paperwork must be kept available for a certain amount of time after a case is resolved. Don’t take the risk; have a system that runs daily backups so no power surge or natural disaster puts you in a bind.

Train Staff on File Best Practices

If you’re in the neighborhood for law firm software, having an ambassador who can work with you to use it to its fullest potential will be a big boon moving forward with matters. Having a go-to expert for software, while being able to train everyone else, ensures procedures are followed and there’ll never be any ambiguity when it comes to filing retrieval or recordkeeping. Standardizing simplifies, and saves time, even if it takes a while to adopt across your firm.

Law Firm Time Management

Some of the above-summarized methods to save time, but there are more ways to build on these solutions to help your staff feel more empowered and give minutes and hours back in their day. 

Track Billable Time

A mobile app or software like mentioned previously that can automatically track the length of time for certain entries and matter tasks. This will let you know what cases are most profitable for you, so you can make the big picture decisions on which ones you should prioritize. More than not, a more quality case versus taking lots of smaller ones can be more profitable – and easier on your staff. 

See how Centerbase can speed up your billing cycle by 30% every month

Prioritize and Collaborate

A team works best and saves time if they’re aligned and communicating on what the biggest priorities are. While billing needs to get done at a certain time, perhaps a legal assistant can help with filing or report retrieval so one of your accountants can focus on getting invoices out on time. Having a team that works closely together will improve management and drive the efficiency of your operations.

Here are 5 Ways to Improve Your Law Firm Management

There are a few things you can examine to manage a firm that’s more successful overall:

  1. Have a vision: This may not seem obvious, but without a common goal and mission, you and your staff may feel unclear on what their ultimate objectives are. Sure, it’s usually “complete the case, get the settlement,” but many employees want a leader whose goals can help boost their goals as your firm expands – and that loyalty will help your firm’s reputation and efficiency excel in the long run. 
  2. Know your firm’s baseline: You don’t know what you don’t know. Establishing regular reporting on the past year, quarter, or month (or all of the above) to see where you may have the biggest delays in payments can be a valuable tool in knowing where to improve performance and incoming revenue. 
  3. Use digital marketing tools: Many smaller firms may rely on word of mouth and referrals to continue the business, but that’s simply not sustainable on its own anymore. This is especially true since there are so many channels you can advertise through social media and sponsored content. Be sure to take inventory of your clientele and invest in a website and social media strategy that brings you in front of new people for ongoing traffic and cases. 
  4. Listen to your staff: You probably aren’t in the day-to-day operations of your firm – but your staff is. Foster an open door policy and meetings that encourage feedback and ways to improve directly from them. After all, you hired them as experts. Billing specialists will have considerable more insight into what may be a bottleneck than you, even from reporting access. You’ll find management will be a much smoother and agreeable process when the staff feels like you’re on their side to help them do their jobs.
  5. Give accolades: Everyone likes feeling appreciated! Most firms are high volume, high-pressure environments, so show them you notice and credit their performance – especially if it’s above and beyond. Without proper acknowledgment, many employees and attorneys will leave and go elsewhere that has a better culture and environment. Law firm management is about just that; managing people, as they are your most prized asset, and should be treated well. 

We hope this was a helpful resource for you to reference as you continue to explore law firm management. It’s never a “one and done” duty, and iterative improvements will always need to be made over time. If you’re looking for a way to instantly help streamline processes and payments, consider looking into practice management software that simplifies day-to-day processes and helps keep everyone aligned. 

In Reviews & Millennials Part 1: How Your Online Presence Can Make or Break Your Firm, we discussed how the habits, preferences, and overall style of millennials impact not only the legal industry but your firm as a whole. 

Today, we are going to take a look at how you can use your online web presence to protect and gain referrals, how you can utilize the power that is Google, and how to begin thinking about social media as a point of leverage, not as a pain point.

Importance of Directories

Millennials and other consumers, in general, are looking for third-party validation. They want to see information about your firm that is written from other people outside of your organization for the obvious reason: The reviews will be the God's honest truth. Today, these websites, or directories, are mostly viewed online through sites like State Bar websites, lawyers.com, BBB.com, Google, or even social media (to name a few). 

When you think about why you would want to be listed in all of those places, you should be thinking about two things.

  1. Protecting your referrals - A searcher rarely leaves page one of Google, so if they see an entire page of nothing but positive reviews with your name and firm tied to it, you can bet that the odds that they’ll be calling you are pretty high. Make it easy to reinforce their decision. 
  2. Protect branded searches- A branded search is when a PNC specifically types in your firm or an attorney’s name into Google (or whichever search engine they’re using). This is important because not only do they know your name, their foot is almost in the door. There is an element of trust and expectation in this type of search because whether they were referred or not, they have made the conscious decision to dig deeper into who you are in the hopes that you can be the firm to help them. 

In both of these cases, there is an element of control that you have power over. Is all your information listed correctly? Is the appropriate phone number available? Is your list of attorneys up to date? For all of these details, it is critically important that you make sure they are accurate because many times, it’s the first thing a person will see. Sometimes, these directories will auto-create a review page for you. In these instances, it is your responsibility to check and make sure the information is correct and how you want it to be displayed.

The most important point to walk away with here is that having a presence on as many directories as possible, with good reviews, is crucial. 

The Local Search Ecosystem

The internet is crazy. If you put a piece of information in one place, another site or directory may pull from that without warning. 

We know, this chart looks crazy but how it can be broken down is simple. The sites boxed in red are comparable to travel sites like Experian. They will pull information about your business, and mind you, this information comes from all different sources (be it business listings you file with the state, yellow page, etc), and they will pull it all together to create what they believe is the true picture for your business. 

The yellow boxes represent search engines that smaller sites use to collect data from. For example, Alexa and Siri use a lot of Yelp data, so once Yelp aggregates what they need about your firm, Alexa and Siri will pull what they need from it. If you can stay on top of these four search engines, you will be on top of the game. The idea is to contain and control the information that is at the top so when it is dispersed down the pyramid, you know exactly what is being written.  

So now you have all this information and you may be feeling overwhelmed. Don’t start sweating yet. Here is what you need to do…

Start with Google: Knowledge Graph

Google added the Knowledge Graph a few years ago and uses algorithms to determine which search result most accurately reflects the searcher's intent (this graph is presented to users as an infobox on the right side of page one. It is used by Google and its services to enhance its search engine's results with information gathered from a variety of sources). 

As Google gets more extensive and complex, they continue to add more and more information to it. In one infobox, you have:

This is a lot of information! Control what you can control and make sure your basic information is correct because it matters.

Google Q&A

This feature in the Knowledge Graph is relatively new, google searchers can pose a question in this box, and your firm has a chance to respond to their questions. The worst thing you can do for yourself here is to leave the question unanswered. Even if it is a general inquiry or something your firm does not specifically handle, good customer service goes a long way. Also remember, that future PNCs can see these questions and responses too. So if you leave someone unanswered, that will leave a bad taste in other people’s mouths.

Anyone with a Google account can ask a question on your Google My Business listing and the kicker is someone else can answer. So what should you do? Monitor it! You can set your notifications to be alerted in real-time as inquiries come in. Regardless of whoever is in charge of this platform at your firm, responding as quickly as possible is the best practice. Taking charge of inbound conversations or questions will help you lead where the discussion goes. 

Google My Business: Insights   

With your Google My Business account, it is easy to either overlook the data you can collect from it, or you may just not know that it is available for you to use. 

Google My Business insights come with every account. However, this information does not show up in your Google analytics or whatever analytical tool you use, because this information is not on your website. 

What will this information show, you ask? Well to start, these analytics will show how often your firm is shown or brought to attention in various searches, how many people click on the maps, if it led anyone directly to your website, and if it resulted in phone calls. For a free resource, this data does a great job helping you gauge your conversion rate and will indicate to you whether or not you need to pivot your strategy.

Websites

Your firm’s website should still be the center of your web presence. Your website should be on brand and should accurately represent your firm. In many cases, this is the first impression PNCs will get of your firm, so make it a good one!

As for the basics, if you do not have these four things readily available for PNCs to view, you need to take the time to fix that as soon as possible. 

  1. What do you do?
  2. What can you do for me?
  3. How can I get in touch with you? And when?
  4. Proof I should call you?

All of these points should be displayed prominently on the first page. The first place your eye goes is to the header of a page, so keep it simple and keep it direct. 

The second or third most visited page on a law firm website is the attorney profile. Treat this page as a mini-website that features you. Don’t lead with where you went to school, or what you did prior to law school, because for most people, especially millennials, will not care. Today, people want to know how you can help them, and why you will be the best person for the job. 

Also, consider having different pages for each attorney at your firm. That supports the branded search and referrals, and if you have all your attorneys on one page, it will be much harder for one person to show up at the top of that search page. Additionally, consider including client-facing, non-attorneys on your site as well. People like to know who they will be dealing with, and a smiling face never hurts. 

Website ethics

We will keep this short and sweet, you should have some form of disclaimer on your site, on every page. And if your site is bilingual, you need to make sure that disclaimer is in the second language as well. 

Mobile 

On average, millennials spend 3.7 hours a day on their mobile devices - the equivalent of 22.4 hours (almost a whole day) every week. We don’t know what you’re morning routine looks like, but for 24% of millennials, they’re turning on their smartphone as soon as they open their eyes, and then that percentage hikes to 52% after being awake for 5 minutes. That is a lot of screen time… which means there is a ton of time for you to capitalize on being in front of these people.

In a report done by Custom Legal Marketing, they concluded that mobile visitors to law firm’s websites are ahead of the global average by 2%. Over 25% of visitors on lawyers’ websites use a mobile device to search for information. Mobile is definitely on the rise for lawyers and do you know why that is? You guessed it, millennials and the younger generations are always on their phones. So make sure your site is mobile friendly and easy to navigate.

The Way Millennials Want To Interact With Your Firm

In this day and age, you can order pizza from Alexa, change your plane ticket on Twitter, and book appointments at the best rates in a matter of seconds. It is all about removing the friction. How can you use the technology and resources available to you today to seamlessly guide clients to your firm? When it comes down to it, you have to be able to support a generation that has this expectation. An example of this is how they can contact you through their website. Remember, millennials don’t always like picking up the phone, so a Live Chat, or messaging system solves that problem, reduces friction, and increases efficiency. 

If you have this Live Chat service, you can update your listing to available 24/7, which will open the door for new leads who don't have time to contact you when you're listed as open. Google is also now allowing potential leads to text message attorneys via Google Adwords.   

Social Media Presence

It is no secret that millennials are tied to the satisfaction they receive from the engagement that is created through their social media presence. 

And although the legal industry has come a long way, it is also not a secret that most firms and attorneys prefer to maintain a professional standard. In other words, this professional standard means no social media. 

This is merely a blog, we can’t tell you what to do, BUT, as far as unsolicited advice goes, don’t turn your back on millions of people on social media who will need legal services one day. 

Instead of viewing Instagram and TikTok as channels for the immodest youth, view it as an opportunity to reach an untapped audience. And if you read that and thought to yourself, “I’m not interesting,” or “What would I post about?” look no further than this attorney who has built a following from merely being himself:

@ethenostrofflaw

My introduction to Tik Tok. Please ask me any legal questions you may have. #e40 #tydollaignfeate40 #lawadvice #law #lawyer #injury

♬ Choices (Yup) - E-40

Right now, attorneys (your competitors) are taking business away from you because they are engaging in the practices that the young professionals are active on. Remember, if you can speak the language of the people who are looking for representation, you have already won half the battle. 

Here are our tips about how you should engage with millennials on social media:

  1. Use social how it was intended to be used
  2. Social media can’t be outsourced - it must come from you
  3. Build an authority, be genuine, and help people

The Takeaway 

That was a lot of information thrown your way. You don’t have to become a millennial expert overnight, but you should consider taking these steps. They may seem like extra work now but they will be incredibly rewarding for you and your firm in the future. 

Let’s go back 16 years to 2005. The youngest millennials were what? Around 8 years old? And if you were to take a look at websites and law firm’s online presence 16 years ago, what you would see was an unaesthetic, barebones framework with an ‘About Us’ section, a stock photo (if you were lucky), and a phone number. Having an online presence back then meant really one thing: you had a website.

Fast forward to 3 years ago, and what do we have? An internet that looks wildly different. Being online doesn’t mean you just have a website, it means you are immersed and engaged in the multitude of layers that make up this new age online presence. We know that sounds vague, so don’t stop reading because we’re about to dig in.

Let’s talk about some facts first.

In a 2019 survey, a hypothetical question was posed to the participants stating: “If you were faced with a legal issue, where would you search for help? 64% of those people indicated that they would go to Google before any other platform, resource, or person to get help.

But when the question was posed about where one would go if they actually needed an attorney, as opposed to merely researching, 62% of those people said they would get an attorney or law firm referral from a friend or family member, not google.

Now with this in mind, that same group of people also stated that they would visit a law firm’s website prior to meeting or calling the firm. And this can be true for many service-based industries. 

Today, millennials and the younger generations are seeking information on their own, prior to picking up the phone. It is also important to note that while they are making decisions and researching, comparing, and analyzing which of the many firms would fit their needs, they are also reading client reviews. And with the advent of the internet, and everything that has come with it, these online reviews are not only prevalent but incredibly important.

A Generation Raised on the Internet

91% of people between the ages of 18-36 (cough millennials), trust strangers reviews online as much as personal recommendations, and 93% of those consumers say that online reviews influenced their purchase decisions.

Millennials

According to the Pew Research Center, millennials are born between 1981-1996, they’re in their 20s and 30s now, and if they are not your current clients, they will be. 

We know what you may be thinking, millennials have gotten a bad rap and you would prefer to carry on how you have been and let them involve themselves elsewhere, but we are telling you now, don’t do that! Don’t believe us? Keep reading.

This demographic grew up with the internet and mobile phones, they are digital natives. To put bluntly, this age group knew more about Amazon the company than they did about Amazon the river when they grew up. And not only are millennials the largest generation, but they are also the largest population when it comes to the workforce.   

What makes a millennial unique? 

Millennials communicate very differently than other generations. They do not prefer to talk on the phone, rather they prefer communicating via text or with images. This is important to note because many people (millennials included), will look for alternatives if the organizations they originally searched for do not communicate the way they do. That isn’t a threat, it is simply just the way it is. Think of it as a relationship. If your partner only communicated with you one way, but you preferred another and there was no compromise or change of action, the likelihood of them becoming your spouse is very low. It’s the same with communicating with your clients. 

Additionally, millennials are “addicted” to social media and the happiness and overall validation it provides. Now, if you don’t think social media is important or relevant to your business, let’s take a look at why you may be wrong. Visual Capitalist’s conducted “A Minute on the Internet in 2020” where they estimated the amount of data created on the internet in one minute. Here is some of what they found:

And this is all in 60 seconds, that is crazy! It took longer than 60 seconds to even type that information out…

Reviews

We’re in a numbers kind of mood today, so without further ado: 91% of people between the ages of 18-36 (cough millennials), trust strangers reviews online as much as personal recommendations, and 93% of those consumers say that online reviews influenced their purchase decisions. 

And for the bad news bear, a 3.3-star rating is the minimum for what business consumers would feel okay engaging with, where only 13% of people will consider buying from a business that has only a 1 or 2-star rating. 94% say an online review has convinced them to avoid a business, and you risk losing as many as 22% of customers when just one negative article is found by users considering buying their product.

Now for Millennials specifically, a study showed that 8 out of 10 millennials will never buy anything without reading a review first and 77% trust reviews they read on brand websites. So what is the takeaway here? Reviews are crucial.

And from an SEO standpoint, Google places a high priority on them. Reviews provide value, Google knows this, so these reviews will take up real estate on the first page before even paid ad content. The better your reviews are, the higher you will rank on this search engine.

Now if you’re wondering how to get reviews the answer is simple! Ask your current clients. If they’re using Gmail, leaving a review will be quick and painless. You can create surveys and provide your clients with all the information they would need to take 3 minutes of their time to write about how their experience was. Firms obviously handle a lot of sensitive information, you may have clients who are reluctant to publicly disclose their stories, but fortunately, millennials are very open, honest, and very straightforward. A study showed that 25- 34 year olds are the most vocal when it comes to reviews. Roughly 23% of reviews are left by people are in that age category. Let’s dig deeper. 

Building a culture of reviews within your firm

The first thing you need to do is establish that your firm takes reviews seriously. And how do you do this? You communicate it with your staff. If your team doesn’t know that it is important for them to ask their clients for reviews, they probably won’t do it. Once everyone is aligned on expectations, you need to have a very clear system on how to get a successful review from your client. 

Here are some things you should be asking yourself in order to build a system of reviews and ensuring you’re getting the best possible reviews from your clients:

  1. Standardize your post-case procedure across the firm. 
  2. What is your timeline for follow-up and or asking your client for a review?
  3. Will you send follow-up emails or calls?
  4. Will you offer a referral program?
  5. Will you offer an incentive to your team?
  6. Will you send your clients a survey or have them write whatever comes to mind?
  7. Will you have an internal paper review or an online platform set up on your website to collect the information?
  8. Will this be available via mobile?
  9. Will you provide guidance on what to or what not to say?
  10. Will you follow up with your review requests?
  11. Will you follow up with your clients whether they leave a good or bad review?

A good rule of thumb for asking for reviews is to ask as soon as possible. If you leave too much time between when you ask and the close of the case, the likelihood of getting a ‘yes’ will be lower.

Practice management software will allow you to automate the follow-up process so that you can create workflows that will trigger a specified email template to be sent to your client following the conclusion of their case (or whenever you set it in the system to be sent). Survey’s are beneficial because you can control the questions being asked and they are relatively fast for your clients to respond to. Keep in mind that you can control some of this conversation. Make it as easy as possible for your clients by giving them guidelines of what they should stay away from (specific case details), and what it is okay to talk about (their experience with your firm, attorney responsiveness, customer service, etc.)

Make referrals easier. 62% of all legal clients are asking their friends and family for firm recommendations. In your intake process, you should be tracking where referrals are coming from and at the close of a matter, you can have referral forms automatically generated and emailed out for your clients to fill out.

Uh oh. You got a bad review. Now what?

First of all, it is important to remember that bad reviews happen! I you get one, it may not be an accurate indication of the actual services your team provided, your client could just be having a bad day. So don’t sweat it. Also, we all know there is “that person,” the person who is never happy or just prides themselves on leaving tough critiques. So take it in stride and don’t take it personally!

If you do get a bad review, the first things you should do are:

It is important that you follow up with your clients after the review has been written, especially if it is not favorable. Doing this will provide you with the opportunity to speak with that client and ask if there is anything you can do to improve their experience. Always lead with asking “What can I do better?” or “How can I fix this?” Instead of, “I’m sorry you had a bad experience, but do you think you could write a better review?” Also, a bad review can simply be taken as a learning experience.

Review Ethics - Confidentiality

The rule here is simple...

Do not respond to a review in which you disclose confidential information. End of story. 

And we are just going to throw this one out there too - don’t pay for reviews. 

The Takeaway

If you walk away with one thing from reading this, it should be that reviews are important. And as the adage goes: “Closed mouths don’t get fed,” so ask your clients! You’ll be surprised at how willing they will be to help you. 

The core of conducting good business lies in placing customers at the forefront of everything you do. However, COVID-19 has caused considerable disruptions when it comes to delivering exceptional customer experiences in the ways firms are accustomed to. Most likely, in-person interactions have become scarcer at your firm to minimize the risk of spreading the virus, inevitably making initial first impressions with clients rather different. This is especially true if your firm depends on building rapport and trust that often comes from face-to-face interaction. 

That said, delivering the best client experiences is still very much possible; the way it’s done has simply changed and shifted with our digital-first world.

One way to keep them happy? Implement a client portal. Client portals help your staff keep real-time interaction with clients while creating a secure spot for any communication or questions. This also remediates phone tag and lets them know you’re still right on top of their case with regular updates and information readily available. 

Here are some tips on how you can execute on delivering great client experiences through a client portal:

But First: Why Law Firms are Moving to the Cloud

For long-standing law firm partners out there, you may be wondering what’s causing so many firms to move their operations to the cloud versus storing things on local hardware. The rapid need that erupted for remote work has created even more urgency around the conveniences of a cloud-based software solution – so everyone’s on the same page and able to access client information safely and securely. 

The ability to keep client data in one place creates alignment across your staff and makes information retrieval and updates doable in real-time. Plus, with so many fully integrated capabilities, you can keep track of billing, securely share files, and any notes from calls they have with other staff members all at everyone’s fingertips. That agility is much-needed in today’s hybrid work environment, and a valuable asset when it comes to delighting clients and fostering a client-centric approach to your operations. 

Read more: Here are 10 mistakes to avoid when choosing cloud-based software

Now that you better understand the value of cloud-based practice management software, let’s jump into how to best implement client portals to deliver exceptional experiences for your customers so you get more referrals and continue to outdo your competition.

Top Priorities When Implementing a Client Portal

In order to improve client communication and create a client-centric approach to your day-to-day tasks, here are some priorities you should keep in mind when setting up a portal:

Focus on Storage

Most client portals come built-in with file storage attributed to each matter at your firm. The key is to make sure everyone uses the portal from the start of the case, so all paperwork, notes, and updates are logged for clients to take advantage of whenever it’s convenient. It’s a two-way street – a spot for clients to access things they may be wondering about in their case, but it’s also a tool for staff to easily share files when used with law management software. 

Focus on Security

Between all the digital phishing and security breaches, hacking emails has become way more common. It’s not worthwhile to risk your client’s sensitive information from being compromised when a portal is a perfectly viable alternative to holding all their data in one place. The nice thing is they won’t need to download anything additional to access – any internet-enabled device will be able to log on to view updates, and they’ll receive a simple notification email whenever any new information becomes available. Security should always be at the forefront of your firm’s mind so clients feel secure when interacting with you; it will create a smooth, positive experience that they’ll be sure to recommend to others.

Geographical Flexibility

Depending on your area of law, with a client portal, distance won’t be nearly as much of an issue. Whether a client has temporarily relocated or your firm is currently working remotely, for the time being, everyone can be logged in and have access to all the necessary information on both sides. Not only is this more convenient, but it also creates a better place for client-centric interactions on an ongoing basis. Smoother communication and collaboration leads to better efficiency for everyone.

Benefits of Setting up a Client Portal in a Client-Centric Model

Delivering the best client experiences is still very much possible; the way it’s done has simply changed and shifted with our digital-first world.While there are many law firms out there, there aren’t many that successfully deliver a client-centric model for a superior customer experience. Having a synchronized staff empowered to always deliver and update clients in a way that keeps them feeling top-of-mind can be an essential, distinctive aspect that sets you apart from other firms. Client portals are a vital part of maintaining and nurturing that relationship – from the first conversation to the final bill, every touchpoint is of equal importance to maintaining a client-centric model.

24/7 Access to Documents, Deadlines, and Bills

This “always on” model is going to delight your clients. Anytime they’re wondering about the status of their case, or if there’s anything you need from them, they need only check the online portal. And if they’re still uncertain about the status of something, contacting your firm is only one quick message away through the chat function. With readily available billing and documentation, there’ll be no more need for constant calls or emails. Much like the rapid development of chatbots on sites, this instant communication creates the very best experience for clients throughout their case. 

Deliver Exceptional Customer Support and Experiences to Clients

Client portals aren’t a magical remedy to all client communication, but it certainly takes the back and forth out of emails. In order to build ongoing trust and exceed expectations, it’s up to you to set the standard for client updates and communications. Consider sending out a weekly or bi-weekly update to your client, or having important dates of theirs (like a birthday, for instance) placed into your software so you can send nice, thoughtful messages instead of a strictly business transaction every time you talk. It’s building these relationships – that you see clients as people deserving of empathy and care – that will let you use client portals to bring exceptional experiences to them every time. 

Increases and Client Intake

One of the longest processes during the lifetime of a client’s case is the initial steps of onboarding. Despite modern advancements in digital technology, the intake paperwork and setting up their file can take a bit of time after their initial consultation. However, you can expedite this process considerably by spending less time having them sign on the dotted line and more time actively listening and talking them through the difficult parts that come with a legal matter. Most people are distressed and in need of guidance – so be that guidance, and use client portals instead to gather any other information that may be needed (with the exception of what’s required to represent them, of course). 

Improves Scheduling and Client Attorney Communication

On the client end, it can feel like there’s a long time spread out between updates on their case. With a client portal, you can help ease some of their uncertainties by sending them a message that will alert them via email on any updates that come through. Even if it’s a quick message, this communication can go a long way in demonstrating you’re willing to go the extra mile for them, even if it’s a minor update. With these convenient communication tools, attorneys can easily get support from staff to schedule an update call without all the back and forth emails of “does this day work?” 

Streamlines Billing and Accounting

One of the biggest pitfalls that can occur when a client-attorney relationship starts is the lack of discussion around billing cycles. Before any official paperwork is signed, it’s vital to set expectations on what billing schedule has been agreed on. Once that’s established, a confidential and secure billing statement can be sent and updated for clients through the portal itself. This is a much smoother way of sending a statement that clients will appreciate being able to access rather than waiting on a bill in the mail. Plus, you’ll get paid that much faster by having integrations that offer credit card payments through the system (how’s that for ultimate convenience?). 

Streamlined Communication and Collaboration Increases Efficiency

When everyone is on the same page about what’s happening, clients are happier and staff is able to deliver (and sometimes even overdeliver, in a perfect world). Things are always going to be busy, which is why now more than ever it’s so important to set up a system and customer portal that encourages a secure way of sharing information and data around a case. A real-time system streamlines everything for added efficiency and peace of mind in light of many uncertainties currently happening. Everyone’s happier, and things aren’t forgotten about in a file or lost. It’s all backed up in the cloud and available to view whenever desired. It’s the true key to working smarter, not harder.

Implementing Client Portals at Your Firm

When it comes to creating an exceptional customer experience at your firm, look no further than a client portal that keeps them up-to-date 24/7. Even when society goes back to in-person interactions more frequently, the benefits of a secure online portal will continue to be a useful tool for delighting customers at your firm throughout their case. This “new normal” has created some lasting changes – and firms must adapt to meet the demands of the modern customer.

If you’re interested in the other benefits client portals to have to offer, please feel free to contact us for a no-obligation chat. We’re passionate about helping firms enhance experiences with clients to truly set them apart from the competition. 

Also, subscribe to our blog for future updates and information in the legal space.

Over the past 10 years, the legal industry has finally started to embrace innovative, customer-centric marketing tactics and strategies. For a long time, however, firms have relied on the strength of their partners and personal relationships to grow and drive business. But times are changing. There are more firms in the US than ever before and the competitive landscape is continuing to grow. However, with the advent of review sites, alternative fee structures, automation, and alternative legal service providers, firms are faced with a tremendous challenge. 

Today, we’re seeing firms struggle to stand out as dominant forces where neither prestige nor competitive rates can ensure continued business. Corporations and individuals are looking for more from firms. Whereat one point, simply good counsel was enough, now they are looking for firms who align with their goals, missions, and strategy to make them look heroic. 

This is where your brand comes into play. And before the naysayers jump in, yes your firm is a business and a star partner cannot carry the ship alone. At least not in 2020. At a time where differentiation is critical, what we’re still seeing is generic, copy-cat websites, and jargon-filled taglines that fall flat at the feet of new clients. With all this in mind, we’re going to take a look at the state of law firm marketing, the importance of communication and data collection, metrics to gauge your ROI, and automation tools that will make your marketing process a little smoother. 

State of Law Firm Marketing

Branding is essential for all business in today's worldIn 2013, the legal services industry generated 256.66 billion dollars in revenue. In 2018, this revenue increased to approximately 288 billion. That is a lot of money. Although there is a huge opportunity in the legal market, law firms are not setting themselves up in a successful way to gain those clients. 

So this leads to the question: how are firms handling their marketing? 

A tech report done in 2019, noted that 47% of firms overall have a marketing budget. Additionally, those responsible for “handling” marketing still lies largely with the attorneys themselves. 59% of respondents, including 60% of solos, said attorneys perform these functions within the firm. A Bloomberg law study concluded that 62% of respondents say their firm is increasing its focus on marketing and business development and 63% of respondents say they expect their firm to increase its marketing and business development budget over the next two years.

This is a priority for many firms, and not only is it a priority to increase budgets in these sectors, but it has also become a priority in terms of where attorneys and firms are allocating their non-billable time. 

In a legal trends report, 33% of the firms surveyed reported that they’re spending their non-billable time on business development efforts, so this means that it isn’t just the money investment going in, it’s the time investment as well. Even though firms are putting a lot of time, money, and effort into these activities, many firms are not tracking the output of their efforts. In the same legal trends report, 91% of firms can’t calculate a return on their advertising investments and 94% don’t know how much it costs them to acquire a new client. 

Importance of Client Data Collection and Communication

Where are clients finding lawyers? What is the most beneficial way to promote your firm?

The top source for finding a lawyer is through referrals. So knowing this information, how can your firm improve referrals? Typically it’s by collecting feedback and understanding client experience. But then how do you collect that data? Do you formally ask in person? Do you make a dedicated phone call? Email survey?

If you’re thinking about the competition in the industry, simply asking and recording your clients' feedback can make a tremendous difference in either improving or maintaining your customer experience. 

Not only is it important for your firm to collect feedback, but it is also important when you collect feedback too. Feedback is often being sought too late in the process. It’s either at the close of the matter, or sometimes during, but there is a majority of feedback that isn’t being collected at the beginning of representation. Why is it important to collect data at this time you may ask? Because you want to know why someone hired you in the first place. That’s how you can determine how to improve your marketing in the future, or how you can determine what factors are influencing your client's decisions.

One of the easiest methods to use to gauge client satisfaction is the net promoter score. It is one simple question, where on a scale from 0-10, where ten means “extremely likely", five means “neutral,” and zero means “not likely at all,” would you recommend your law firm to others? This simple question provides powerful insight, and with this information, you can figure out who your “promoters” are (the people who will most likely bring more matters to your firm), and the detractors (those who will not). Giving your clients this easy, straightforward type of survey will allow your firm to maintain relationships when they’re going well, or pivot and adjust when a client is unhappy before it’s too late (and in some cases prevent malpractice). In general, firms that focus on better client service have higher revenue growth, higher profits per attorney, and higher client retention. 

Outside of cost, the factors that impact the likelihood of your firm being recommended are the ease of understanding case expectations, the personality or your attorneys, and responsiveness to email, phone, and text. Now that you just read that, what is the one trend that is consistent between these three things? Communication! Your firm's ability to understand who your client is, how they digest information and their expectations of you are all things that can be collected at the start and throughout the cycle of a matter. There are many things that are out of your control, but these factors are not.

Rate of Communication 

In a study by BTI consulting, of the participating clients, 80% of clients expected immediate response to texts and emails. But don’t worry, immediate in this case meant between 1-2 hours. Unfortunately, when firms were evaluated, attorneys considered immediate to be more between 4-8 hours. Within that big of a time discrepancy, we know a few things can happen; clients can get anxious, impatient, and lessen the likelihood of referrals post-matter. The simple solution to this is setting communication expectations early on. Let your clients know what the average time for you to get back to them is so that they are not left wondering if you’re ignoring them. Although you may be juggling many clients at once, the goal is to treat each client like they’re your only client. 

This responsiveness also can be translated into how successful your referral business is as well. When people are searching for representation, oftentimes, it is the firm that responds to their call or email first that wins the business. Not only are these firms setting the tone right off the bat, but they are also making the client feel prioritized which is a huge factor that leads to converting potential new clients into billable clients.

In an ABA Benchmark study on intake process, they found that 42% of the time law firms would take three or more days to reply to a voicemail or web-generated form from a prospective client. That is a long time! You spend time and money trying to collect new leads, yet when they come in, firms are still slow to capitalize by responding inefficiently. The same goes for responsiveness over the phone! 35% of callers to a law firm didn’t get to speak to a person and 50% of voice messages left were only returned within two days, while many weren’t returned at all. 

Ethical Model Rules

All of this information on collecting client data and communication rates are great. But, there are two things when it comes to marketing that you cannot do. In simple terms, you cannot lie about your firm or your services (which should go without saying), and you cannot pressure prospective clients to hire you. 

When it comes to advertising, you are by all means allowed to pay the reasonable costs of advertisements or communications, but you may not compensate, give or promise anything of value to a person for recommending the lawyer’s service. 

Building Your Brand

To either create your brand or maintain an existing one, the first step starts with information. This information should be collected both internally and externally. For your potential new clients, you should be asking who your target audience is? What do you know about them? What trends can you identify? Internally speaking, you should be asking how your staff views the firm, where would they like the firm to be in the future? If what your staff says internally differs from what the outside world says, then you have identified a gap that must be bridged. This bridge will be created by your brand and if deployed effectively, will pave the way for expansion and growth.

Determinants of a firm brand

Courtesy of DeSantis Breindel

Differentiators

In addition to identifying your brand, you must also identify the differentiators or pillars on which to build that brand. The underlying challenge with this is you must be able to distinguish between required characteristics (things that everyone in the industry must have), and those features that are specifically unique to you. The purpose of your brand, will not only serve as a differentiator but also as an anchor through times of turbulence. To determine what differentiates you from the rest of the field, you must dig deep, these core values go beyond the surface level and require industry-wide analysis and research to fully understand what your value proposition is compared to your competitors.

Requirements 

Requirements are simply the elements that most legal brands have already. For example, “an experienced team,” or “unparalleled client service.” These things are the “obvious” essentials you need, but in 2020, they won’t set you apart. 

Neutrals

Neutral factors are attributes that are not necessarily good or bad, and they will most like differ from firm-to-firm. Have you been operating for over 50 years? Is your firm woman-led? These things are all great, but when you ask if they were the tipping point for clients when they made their final decision between your firm and another, the answer is most likely not.

Issues

These issues (whether it’s one or many) encompass the challenges your firm faces that a brand may not be able to address. At a point, your brand will act as a stabilizer, but if you’re experiencing turmoil, like attorney turnover, malpractice, or even if you have a handful of clients who are unhappy, your brand can only go so far to counteract that. Make sure before making a push to identify your value proposition, you mitigate as many of these issues as possible. 

Everything about your firm's brand is important. The way your attorneys present themselves, how your firm sounds as a whole in publicly distributed communications, how cohesive your strategy is, and your positioning across the rest of the industry. 

Marketing Automation Metrics and Tools

One of the first things we discussed was data. In today’s world, a firm's ability to collect, process, and then utilize information will be the difference between a successful and unsuccessful firm.

Reporting 

Marketing is important, there is no getting around that, but if you cannot create reports and analyze how your efforts are being translated in the real world, you’re wasting your time, not to mention your money. 

The ability to group important reports, set security measures, track client data along with monitoring revenue are 2020 musts. Reporting gives you the ability to make better business decisions. It allows you to hone in on where you should be spending more or less of your funds, and it provides a deeper insight into how your firm is viewed both publicly and internally. 

Metrics and KPIs your firm can use

For prospective new clients:

For current clients:

Tools for Automating Marketing and Communications

The benefits of having all or even just one of these tools is priceless. Utilizing practice management software can allow you to automate the intake process. For example, if you have an intake form on your website, you can integrate that with your software so anytime a PNC fills it out, you are automatically notified on the back end. This streamlined communication process allows you to get to PNCs faster than your competitors. 

As discussed earlier, it is important to know where your PNCs are coming from. Some software allows for marketing attribution that accomplishes just that. To go one step further, some programs allow you to customize conflict check reports to include only information that’s important to your firm. The ability to drill down on specific data is becoming more and more crucial, and utilizing tools that allow you to do that will drive your client experience and your referral numbers.