Planning to Perfection: Embracing a Strategic and Flexible Approach

Anyone who knows me well understands I crave organization, preparation, and planning. This is probably why, every October, I start searching for a new paper planner. That’s right, an old school paper and pen are my jam. Taking time to carefully choose the correct size and paper quality gets me all giddy. As if that isn’t enough excitement, new colorful pens are also a must when organizing the upcoming year and thinking about how to accomplish everything.

Because I am a realistic planner and organizer, I also understand the necessity to buy whiteout. Maybe that seems like an odd companion to meticulous planning, but I think it’s a silent acknowledgment of life’s unpredictability. Even the best organizers understand that change is the only constant. Planning meticulously signifies readiness, but incorporating whiteout into the arsenal? That’s adapting with grace. It’s the unspoken wisdom that, despite our best efforts, plans will shift, opportunities will emerge, and sometimes, paths need rerouting. Whiteout isn’t just about correcting mistakes; it’s a tool for resilience, a symbol that we can adjust smoothly to life’s surprises without losing our stride.

We all know the best-laid plans tend to go awry—as does life in your firm. Right when you think you have everything under control, out of nowhere, change is forced upon you. Whether it’s industry upheavals altering the market landscape, a valued team member bidding farewell, regulatory changes shaking the foundations of how we operate, or even a global event reshaping our daily lives—these are the changes that test our resilience. Each demands a unique response, showcasing the need for agility in our planning and strategies.

The Wellspring of Change

While change can come in many forms, a common source of change is from owners. Owners of businesses tend to be innovative thinkers and problem-solvers. Owners must trust and take calculated risks but also be resilient if setbacks happen. Owners are natural entrepreneurs, brave enough to jump into the world with bold ideas and look for opportunities to make their businesses successful. Great owners create change. They are disruptors.

A big source of inspiration for leaders to create change in their firms is continuing education and industry events. These events bring together like-minded professionals, offering a platform for them to share ideas, strategies, and best practices. Attending conferences, workshops, and seminars not only provides valuable knowledge but also sparks creativity and innovation. It’s where leaders learn about new trends, technologies, and ideas that can be implemented in their own businesses. These events also offer the opportunity to network with other leaders, exchange perspectives, and gain new insights. With all this inspiration and knowledge gained, it’s no surprise that many leaders come back from these events feeling motivated to make changes in their firms.

Sit and Soak

Look, I get it, and I’ve been there—you attend a great conference, hear a groundbreaking lecture, or witness a software demo so compelling it feels like a revelation. You’re charged with enthusiasm, ready to march back to your firm and set the wheels of change in motion immediately. But here’s my friendly word of caution—succumbing to this impulse might not always be the strategic move. While it’s tempting to ride the wave of inspiration and overhaul processes or systems posthaste, wisdom advises a more measured approach. When you’re the architect of change, it’s essential to proceed with care, deliberation, and empathy. Transformations require thoughtful consideration of their implications on every facet of your organization, your team, and every stakeholder. Remember, just as Rome wasn’t built in a day, effective and sustainable change at your firm will benefit from taking a moment to ‘sit and soak.’ This means absorbing all you’ve learned, reflecting on its applicability, and strategizing on how to implement it in a way that’s cohesive with your firm’s culture, goals, and capacities.

In the decades I’ve spent in this industry, my observation has been this: The best changes are those that are not only innovative but also inclusive and well-integrated into the existing structure, ensuring they’re embraced rather than resisted.

Turning Shake-Ups into Growth Spurts

Word of caution considered, let’s get to the fun part where we get to explore the alchemy of transforming grand ideas and sparks of inspiration into tangible, lasting value for your firm. It’s a process that teeters between art and science, intuition and strategy. Because, truth be told, there’s a right way—and a multitude of wrong ways—to usher these bright ideas from the drawing board to reality.

How do we ensure that our ambitious plans strengthen rather than strain our firm? How do we convert enthusiasm into efficiency and novelty into sustainability? When you return from an industry event with grand plans to shake up current processes or introduce new ones, how can you help set realistic expectations regarding the execution of the idea? Here are some tips on how to use the power of change for good:

Embracing Change for Growth

Creating and embracing change within your firm can lead to exponential growth, improved efficiency, and enhanced client experiences. However, it’s essential to approach change strategically and with open communication, considering the various aspects that may be impacted by the proposed modification. Remember, effective implementation requires a collaborative effort, clear communication, and flexibility to adapt to changing circumstances. Unrealistic expectations can lead to disappointment and frustration, while a positive attitude combined with grounded expectations can drive motivation and long-term success. By incorporating a well-thought-out change management plan, your firm can successfully turn shake-ups into growth spurts for years to come.

Stay true to your firm’s culture and goals while seeking innovative ways to adapt and evolve in this rapidly changing business landscape. Embrace change as an opportunity for growth and improvement, and watch your firm thrive. So, when you return from a conference or seminar full of new ideas and strategies, remember to first take a minute. That pause will have a huge payoff because when change makers shake things up the right way, they ignite growth and transform their firms. Keep on growing!

On Second Thought: The Lesson of Digesting

As I have acquired additional seasoning in life (aka gotten older), I’ve learned to appreciate words of wisdom from those even more seasoned than myself. I will deny writing this blog if you let this secret out, but one of my favorite mentors to learn from is the one and only Tim McKey. Tim is known for his famous “Timisims,” random sports trivia knowledge, and playlists like no other. Believe me, without this leader in my life, I wouldn’t know a quarterback from a linebacker, what “too much sugar for a dime” means, or why Tim talks about Billie Joe every 3rd of June.

I have been privileged to listen to Tim present dozens of times on many different topics. A couple of years ago, Tim was presenting on the topic of self-awareness to a mastermind-type group Vista hosts twice a year. At the time, this seemed like another touchy-feely, get-to-know-your-inner-self lecture. But the more I listened, the more I learned (from Tim, of all people!). The takeaway for me from this presentation was about “going with your second thought.”

Challenging myself to not go with the very first thoughts, words, or actions that jumped into my head meant giving my brain a moment to process before allowing my Enneagram 1 (gut triad) self to think, speak, or do. For those of us who are natural reactors, fixers, or doers, this simple life lesson can be a difficult one to learn and take to heart.

How second thoughts lead me down the path toward growth

Over the past couple of years, I have tried to reflect and become more self-aware in my professional and personal life. Honestly, up to the point of hearing Tim speak about second thoughts, I wasn’t taking time to pour into myself. I was just hoping I would acquire growth and development with more trips around the sun. If you had asked me then, I would have told you I was too busy and too consumed with day-to-day work to make time to invest in myself. If there’s one thing you should take away from this blog, it’s this: You are important. Your growth is important. As Tim would say, “We all have the same 24/7 – MAKE time.”

There have been four vital tools I have used to grow, both personally and professionally. These tools have made a great impact and have helped me dig deeper into who I am and why I approach things the way I do. I can honestly say the practice of pouring into myself has exponentially increased the rate of my growth as a person and professional. For me, books, podcasts, an impactful mentor, and moments of sincere self-reflection have made all the difference. I am much more self-aware now, not perfect, but more aware. Most likely, I will never have the poise and self-control my mentor Stephanie Demont possesses, but I am much more in tune with the impact I might have on someone, good or bad.

Because the path of second thoughts and the journey of growth for me means embracing the idea of generosity in spirit and knowledge, I wanted to share a few of my go-to tools.

PODCAST

Recently, Craig Groschel enlightened me with a couple of points in his leadership podcast while speaking with Albert Tate regarding the art of vulnerable communication. The questions posed during this conversation were powerful and allowed me to really go far beyond the surface. He had me asking questions like:

  • What is it like to be on the other side of my leadership?
  • Do those I lead think of me as patient, kind, and approachable or disorganized, grumpy, and aloof?
  • What is my impact in a room? I know my intent, but what is my impact?
  • Do I pull people into conversation or make those in the room fearful of communicating their ideas and opinions?

The key takeaway for me: When you are an impactful leader, your energy will affect the room. If I am not careful, my confidence and lack of fear to speak up will push down a more passive individual in the conversation.

MENTOR

In the demanding and complex world of law, mentorship holds a power that cannot be underestimated, particularly for women navigating their way in this industry. A mentor in the legal profession is not just a guiding light but a catalyst for confidence, knowledge, and empowerment. Studies have shown that mentorship is instrumental in addressing the ‘women’s recession’ in law, providing essential support, unprecedented opportunities, and robust advocacy. The power of mentorship in the legal industry goes beyond individual relationships. It shapes the future of the field, paving the way for greater diversity, inclusion, and equality. In 2023, I set a goal to seek out and capture my very own mentor. I hoped to find a strong woman who understood the legal industry, was down to earth, and made me feel safe in a no-judgment zone. This sounded like a unicorn. The powers that be gave me the confidence to reach out, and I am happy to say I have met with my mentor for the past three months. This work has been profound and immeasurably meaningful. Having a sounding board to listen, understand, and provide powerful feedback to you is just an incredible experience. If you don’t have a mentor, I encourage you to go out and find one.

BOOKS

Expanding your library on a regular basis is a critical step toward developing a broader perspective and learning how to understand yourself on a deeper level. If you think you don’t have time to read books, I’ll encourage you to revisit Tim’s take on time in a day. To put it simply: Make time. Here are two of the books I’ve crossed off my list recently:

  • The Sum of 4 by Blue Stiley is a must-read. Blue discusses four elements to unlock your own equation: mentor, develop, execute, and succeed.
  • Emotional Intelligence by Daniel Goleman is a staple to help with self-awareness, as well as managing and recognizing emotions in others.

SELF-REFLECTION

I was determined to become more emotionally intelligent by learning to keep all emotions in check (the good, bad, and ugly). I have always been a very kind, empathetic person but could flip a switch and become judgmental and ruthless when someone didn’t agree with my point of view. So, one of the first steps in my process was to pay close attention to motivators and triggers in my life. I have developed an intentional practice of self-reflection. I take time to sit with myself, to ask some hard questions, and to consider moments. I do this with as little self-deprecation and harsh criticism as possible. That can be a tough task for many and can even discourage some from embracing a practice like self-reflection. You’re your worst critic, right? Try this: Think about the way you speak to someone you love. When you begin a practice of self-reflection, remember that voice. Speak to yourself with honesty and candor, yes, but also kindness and understanding. You’re on a journey, and you’re incredibly brave for that!

In the presentation I mentioned, Tim also discussed the definition of the word sonder. Coined by John Koenig in his Dictionary of Obscure Sorrows: sonder is “the realization that each random passerby is living a life as vivid and complex as your own — populated with their own ambitions, friends, routines, worries and inherited craziness — an epic story that continues invisibly around you like an anthill sprawling deep underground, with elaborate passageways to thousands of other lives that you’ll never know existed…”

People are experiencing their own successes and accomplishments, trials and tribulations, life and death. I get wrapped up in my own life, and if I am not careful, forget there are eight billion other people in the world who have their own individual experiences. As you walk your path, remember it’s a great big world, and people are complicated. Take it easy on others and on yourself. “The more you practice self-awareness, the more your second thoughts will become your first.” — Tim McKey

From Small Seeds to Big Success: Overcoming Growing Pains in Your Law Firm's Journey

Do you remember when you were a kid waking during the night with pain in your legs, calves, and thighs? I can remember many tearful nights when my mom would have me soak in a warm bath and take Children’s Tylenol to ease what she called growing pains. My mom would promise the pain wouldn’t last too long, that I was growing stronger and taller. She was always right, and I would feel better by the morning.

Much like my childhood growing pains, personal injury law firms experience a similar phenomenon as they expand in revenue and team size. With well over 50,000 personal injury law firms in the US, I am sure someone out there can relate. Let’s face it: growth can be downright painful.

I’ve had the opportunity to work with firms in the industry from coast to coast and of all shapes and sizes. The similarities I’ve seen in the growing pains lead me to write this blog. There are peaks when the pain seems unbearable, even so horrendous, you might question why you ever decided to hang a shingle and start a law firm. While a warm bath and a heavy pour of bourbon might ease the adult business owner’s pain, it’s not going to subside until you learn how to grow as a leader. In fact, until you’re ready to relinquish some responsibilities and trust your leadership team, you might be in for many sleepless nights. Your firm’s leadership must evolve over time if you want to be successful. In this blog, I’ll look at firms of varying sizes, dissect some of their specific growing pains, and provide tips on overcoming them at every benchmark.

Law firms with up to 15 team members

Where you are

For firms under a total of 15 team members (team members defined as every person that works at the firm, including the owners), you can get away with rapid, quick-fire change. You know that glorious timeframe when everyone still knows everyone, you try to make it to each other’s celebrations,  leaders are expected to have an open-door policy, there’s no problem too small or large, and you want everyone to feel like “family.” Who needs meetings, we all eat lunch together, isn’t that enough?

You may have thought of yourself as a “boutique” practice or a “start-up” at this size. You pride yourself on being able to really get to know all the clients that trust your brand.

All team members wear multiple hats, and as a leader in the firm, you are under a microscope by your team and must lead by example with professionalism and integrity.

There are not many processes, and each team member might have their own way of taking care of tasks because no one has taken the time to think about a standardized firm way of doing things.

Where to go next

This is the perfect time to empower your team and implement streamlined processes that can support future growth. Here are some key steps you can take to navigate this transition:

  1. Standardize and Document Workflows: Start by identifying recurring tasks and creating standardized workflows for them. Document these processes in a clear and accessible manner, ensuring that every team member understands how to approach each task efficiently. This will not only promote consistency, but also streamline training for new hires.
  2. Invest in Technology: Explore legal practice management software or case management systems that can automate routine administrative tasks. By leveraging technology, you can reduce manual errors, improve efficiency, and free up valuable time for more strategic work.
  3. Encourage Collaboration: Foster a culture of collaboration among your team members. Encourage regular communication and knowledge-sharing to foster creativity and innovation. Consider implementing project management tools or internal communication platforms to facilitate seamless collaboration.
  4. Delegate Responsibility: As your firm grows, it’s crucial to delegate tasks and responsibilities. Identify team members’ strengths and distribute workload accordingly. Delegation empowers your team and allows you to focus on high-level strategies and client relationships.
  5. Continued Professional Development: Invest in ongoing professional development opportunities for your team. This could include attending legal conferences, participating in webinars, or enrolling in courses specific to your practice area. By sharpening their skills, your team will be better equipped to handle complex cases and deliver exceptional service.

Remember, embracing change and implementing efficient processes now will set a solid foundation for future growth. While it’s essential to maintain the personal touch that sets smaller firms apart, combining it with streamlined operations will allow you to scale and meet the needs of an expanding client base.

Law firms with up to 40 team members

Where you are

Congratulations! You’ve successfully grown your practice to include 30-40 team members, and revenue has soared to eight figures. It’s astounding to see how far you’ve come, but you may be feeling a mix of excitement and overwhelm. With a growing team, you’ve likely outgrown your office space and find yourself encountering unfamiliar faces in the hallway. While you still cherish personal connections and maintain an open-door policy, the demands of managing a larger team are stretching your already busy schedule. Meetings dominate your days, leaving little time for lawyering. If you haven’t implemented processes, manuals, handbooks, and disciplinary procedures, it’s time to take a pause and reassess. Your seasoned team members may also voice concerns about preserving the family-like atmosphere amid rapid growth.

At this vital stage, it is important to have developed a strong leadership team to work side by side with the owner and second in command, probably a COO or very skilled Firm Administrator. The leaders are typically in the role of overseeing legal operations, non-legal operations, marketing, and finance. You can get away without an actual Human Resources department, but not for much longer. Owners typically have a hard time letting go at this stage since, not too many years ago, they did almost everything without help.

Understand this reality: Most days, you probably want to nail your door closed.

Where to go next

As your firm continues to flourish, it’s essential to strike a balance between maintaining a close-knit culture and implementing the necessary procedures to support your expanding operations. Here are some key considerations for this stage:

  1. Scale Your Leadership: As the firm’s leader, it’s crucial to delegate responsibilities and empower your team members. Identify individuals who can lead various departments or practice areas, allowing you to focus on strategic decision-making and client relationships. By distributing leadership and fostering a sense of ownership, you can navigate growth while preserving the essence of your firm.
  2. Establish Clear Processes and Documentation: Take the time to develop comprehensive processes, manuals, and handbooks that outline the firm’s policies, procedures, and expectations. This documentation will provide consistency, ensure everyone is on the same page, and serve as a valuable resource for new hires. Regularly review and update these materials to reflect any changes in your firm’s structure or practices.
  3. Invest in Next-Level Technology and Automation: Consider implementing advanced legal technology solutions to streamline your firm’s operations. Practice management software, document automation tools, and client management systems can help you automate repetitive tasks, reduce errors, and enhance efficiency. This will free up time for you and your team to focus on delivering exceptional legal services.
  4. Cultivate a Positive Work Environment: As your firm grows, pay close attention to maintaining a positive work culture. Encourage open communication, foster teamwork, and provide opportunities for professional development. Regularly check in with your team members to address any concerns or challenges they may be facing. Remember, a happy and engaged team is more likely to deliver exceptional results to your clients.
  5. Embrace Change: Growth often requires adapting and evolving. Embrace change and encourage a growth mindset among your team members. Be open to new ideas, encourage innovation, and embrace technology as a tool for growth rather than a threat to the firm’s culture.

Navigating growth while preserving the family-like atmosphere requires intentional effort and strategic planning. By implementing effective processes, embracing technology, and cultivating a positive work environment, you can continue to thrive and deliver outstanding legal services to your clients.

Law firms with up to 80 team members

Where you are

If this was a dream of yours and you’ve made it to this level, please pause to pat yourself on the back. You have celebrated many firm anniversaries by now, 5, 10, 15+ years of serving clients in your community. Your leadership team has doubled in size with the addition of an HR Director, a New Business Director, a Client & Community Outreach Lead, and a CFO. Your marketing team has you at events shaking hands and kissing babies, being filmed while you learn bizarre Tik Tok dances, and you are bogged down with service providers wanting to help you build your brand.

At this point, you might not visit the office daily or ever visit the satellite offices. Your leadership team has done a good job structuring meetings, and providing you with great scoreboard reports so you know if you are winning or losing, but your head is probably spinning with so many ideas it’s hard to slow down and smell the roses.

Where to go next

As your firm continues its upward trajectory, it’s crucial to consolidate your success and lay the foundation for sustainable growth. Here are some key steps to consider:

  1. Establish Local Leadership: If you’ve opened additional office locations, ensure that each one has a dedicated leader. These leaders should be cross-trained to handle all essential duties, guaranteeing operational continuity even if someone needs time off. By empowering local leaders, you can foster a sense of ownership and accountability at each location.
  2. Revisit Processes and Documentation: Growth often brings changes, and it’s vital to keep your processes, meetings, reports, and handbooks in line with your evolving firm. Regularly review and update these resources to ensure they reflect the current needs and challenges of your expanding team. Streamline workflows, eliminate any redundancies, and incorporate feedback from your team to create efficient systems that support productivity and collaboration.
  3. Continue Investing in Professional Development: As your firm grows, invest in the professional development of your team members. Offer training programs, mentorship opportunities, and continuing education to enhance their skills and keep them aligned with industry trends. By prioritizing their growth, you’ll foster a culture of continuous improvement and attract top talent to your firm.
  4. Stay Connected to Your Purpose: Amidst the rapid growth and expanding responsibilities, remind yourself and your team of the firm’s purpose and values. Regularly communicate and reinforce these guiding principles to ensure everyone remains aligned and motivated. Celebrate your achievements as a team, and don’t forget to take a moment to appreciate the journey you’ve embarked upon.

As you continue to build your firm’s legacy, remember to strike a balance between ambitious growth and maintaining a supportive and engaging work environment. By investing in your team, revisiting processes, and embracing technology, you’ll position your firm for long-term success.

Law firms with over 150 team members

Where you are

You’ve hit the big time! There’s a chance your growth from 80 – 150 happened at an accelerated rate. You blinked and realized you’re a business owner of a legitimately big business. At this stage, you must be okay that at any given moment, at any given place, someone is screwing something up. That’s important to remember because we are all human-ing: your team and your clients.

You still have a corner office (that your COO wants to cut up and divide into two since you are never in the office). Team members have probably never met you, only heard your voice on commercials or a recorded onboarding message. There are decisions being made without your input, you have the flexibility, structure, and cash flow to breathe just a little. The firm has been through leadership changes/challenges, technology enhancements and built a strong reputation.

Where to go next

As your firm continues to thrive and assert its dominance, it’s crucial to focus on sustaining and elevating your success. Here are key areas to consider:

  1. Strengthen Leadership Continuity: With a larger team, it’s imperative to ensure smooth leadership transitions and maintain a strong sense of continuity. Foster a culture of succession planning and mentorship, allowing potential leaders to grow and develop within the organization. By nurturing future talent, you’ll create a seamless transition process and ensure your firm’s long-term stability.
  2. Foster Collaboration and Communication: Despite your expanding size, it’s essential to foster a sense of unity and cohesion among your team members. Implement robust communication channels and collaboration platforms to facilitate knowledge sharing, idea exchange, and cross-departmental cooperation. Encourage open dialogue and create opportunities for team members to connect and build relationships, even in a virtual or distributed work environment.
  3. Refine Processes and Systems: As your firm continues to grow, regularly assess and refine your processes and systems to accommodate the increased volume of work. Streamline workflows, automate repetitive tasks, and implement advanced case management software to enhance efficiency and productivity. Continuously evaluate the effectiveness of your systems and seek feedback from your team to drive continuous improvement.
  4. Leverage Technology for Innovation: Embrace cutting-edge technologies and legal innovations to stay ahead in a rapidly evolving industry. Explore emerging trends such as artificial intelligence to optimize your legal processes, streamline research and analysis, and deliver exceptional client experiences. Adopting technology-driven solutions will position your firm as a leader in the digital age and enable you to deliver unparalleled value to your clients.
  5. Cultivate a Positive Workplace Culture: As your firm continues to grow, don’t lose sight of the importance of a positive workplace culture. Nurture an environment that values collaboration, diversity, and work-life balance. Celebrate achievements, recognize outstanding contributions, and create opportunities for team building and social connection. A thriving and supportive culture will attract top talent, boost employee morale, and enhance client satisfaction.

Reaching the milestone of a law firm with over 150 team members is a remarkable achievement. With your firm’s strong foundation, expansive resources, and unwavering commitment to excellence, the possibilities for growth and success are endless. Embrace these next steps with confidence and continue to chart a path that sets new standards in the legal industry. As you navigate this stage of growth, it’s important to remember that success is not an endpoint, but a continuous journey. By navigating growing pains at every phase, you can propel your firm to even greater heights.

Remember, Rome wasn’t built in a day, and neither is a thriving law firm. Stay committed to constant improvement, to industry changes, and delivering exceptional client experiences. Embrace challenges as opportunities for growth, cultivate a team of dedicated professionals, and remain at the forefront of legal innovation. With your unwavering dedication, your law firm will continue to flourish and solidify its position as a true industry leader.

Don’t Be Afraid, It Will Only Hurt for a Minute: How to Use Personality Assessments in Your Law Practice

As you may have read, our team believes in the power of the right words. When you think of a test, you tend to think of a pass/fail situation with sweaty hands and off-the-chart anxiety. When phrased to your team instead as an ‘assessment’, you can ease the tension by explaining you are gathering information. When used correctly, personality assessments can increase the likelihood of hiring the right fit candidate from our fiercely competitive market, assist in coaching team members in the way they best respond, and establish better communication with your team by understanding behavioral, emotional, and cognitive patterns. There is an investment of time and money when conducting assessments for pre-employment, but I truly believe the benefits outweigh the drawbacks.

Some who know me might describe me as dominant, forceful, stubborn, and even aggressive. You may be thinking, “If that is an accurate description, I feel sorry for Vista’s fearless leader, Tim McKey.” I’m here to assure you I am all those things (I even have ample documentation to prove it), and to encourage you not to be afraid of powerful team members, especially women! Well-organized, goal-oriented leaders can help you take your firm to the next level. The assessments I have taken provided insights into my own strengths and weaknesses, allowing me to grow and mature both personally and professionally.

Over the years, I have also taken DiSC, 16Personalities, Culture Index, Simmons Personal Survey, and my favorite, Enneagram. Others we have seen work well in our industry are Myers-Briggs Type Indicator (MBTI®), Caliper, Kolbe, Predictive Index, and Color Code. Each has its own strengths and limitations. In this blog, we’ll take a look at some of the most commonly used personality assessments in our industry.

DiSC

I was first introduced to personality assessments over 20 years ago when my employer wanted our front office team to learn how to communicate and work more effectively with each other. That assessment happened to be the DiSC personality assessment. Several weeks after completing the assessment, our team met with a DiSC facilitator. The organizer of the event started our meeting by explaining how the DiSC profile measures an individual’s behavioral style in four areas:

  1. Dominance
  2. Influence
  3. Steadiness
  4. Conscientiousness

The facilitator went on to ask who thinks they are a D, who thinks they are an I, and so forth. After not raising my hand for any of the letters, when asked, I simply explained I felt like I could relate to all the letters. The facilitator chuckled and said that was a great observation because I scored the same across the board and lovingly labeled me a rainbow of fruit colors. I was in my early 20s at the time and not so sure if this was a good or bad trait. After seeing the confusion on my face, the facilitator assured me this was a good thing, showing I could relate well, change when needed, and envisioned I would be a great leader one day. Those words of encouragement stuck!

Over two years ago, I had an opportunity to retake the DiSC assessment with the Vista Consulting Team. This was an eye-opening experience! I am classified in a Creative Pattern, with a high score in D (Dominance) and C (Conscientiousness). I learned some possible careers for a DC are Lawyer, Operations Manager, and Project Manager (turns out I’m in the right field)! I also learned the rarest DiSC type is D with only 9% of the worldwide assessed population characterized as a Dominant personality with S (Steadiness) being the most common.

Culture Index

The Culture Index assessment is unique in that it measures seven core personality traits that are believed to be key indicators of success in the workplace:

  • Logic
  • Energy
  • Assertiveness
  • Decisiveness
  • Empathy
  • Independence
  • Teachability

These traits are then used to create a profile of the individual that can be compared to the profiles of successful employees within the organization. This comparison helps the leaders and managers to more accurately gauge a team member’s potential for success in various roles. Additionally, the assessment holds great value in helping managers to better understand the personality dynamics of their teams and how those dynamics might impact productivity.

Simmons Personal Survey

The Simmons Personal Survey report combines several like areas of character into four main categories to provide more concise information. It measures character rather than personality, stating that can better predict a person’s behaviors well in advance of starting work with your firm. The accuracy of this report is improved when the firm provides great detail as to the role you are hiring for (which is the opposite of what most assessments measure). Personality is the condition or fact of relating to a particular person, so it changes depending upon circumstances. This assessment views how the person appears to be but allows a look behind the personality to view the character. Character is defined as one of the attributes or features that make up and distinguish an individual (how a person behaves when no one is watching).

The Simmons Survey looks at factors such as aptitude, ambition, assertiveness, interpersonal relationships, tolerance, flexibility, and resiliency. The insights this assessment test provides into the strengths and weaknesses of your team can be used to help make them more productive, efficient, and successful. It can also provide information about potential issues between team members that could affect their performance.

Enneagram

Now, onto my favorite of all personality tests! The Enneagram is a personality system that consists of nine interconnected personality types, each with its own motivations, fears, and behavioral patterns. It is commonly used as a tool for self-discovery, personal growth, and interpersonal communication. Some might think the Enneagram is too touchy-feely, but I believe it gives a deeper and more holistic view of an individual.

The nine Enneagram types are:

  1. The Perfectionist/Reformer
  2. The Helper
  3. The Achiever
  4. The Individualist/Romantic
  5. The Investigator/Observer
  6. The Loyalist
  7. The Enthusiast
  8. The Challenger
  9. The Peacemaker

Recently I worked with a coach to determine my Enneagram number and discovered how to better align with my beliefs and avoid conflict. I highly recommend taking the time to learn about your own type and how it influences the way you think, feel, and act. Knowing more about yourself can help you better understand others’ motivations and enhance team collaboration.

How to use personality tests the right way

If you decide to try out a personality assessment for your team, I highly recommend that you hire a professional to administer, explain, and possibly even work with the team regarding their results, especially leaders in the firm. This ensures that all results are correctly interpreted and that the resulting growth and awareness personality tests can provide can start quicker and at a deeper level.

It’s unwise to have your team take a personality test and not share the results with them. Instead, get them onboard by providing information about the test they’ll be taking, explaining why they’re taking it, and tying everything back to your culture, team mentality, and hunger for growth, both for the firm and for individual team members. Get them excited about it, not skeptical about why you’re doing it or what repercussions may come of their results. The more relaxed they are when they take the test, the better and more accurate the results will be.

It’s critical to note that while personality assessments can be valuable tools, they should not be used as the sole basis for critical business decisions, such as hiring, firing, or promotion determination. As such, it is essential to use them in a responsible and thoughtful manner. They should be used in conjunction with other factors, such as job performance, experience, and qualifications. Simply put, they are a powerful tool in the tool belt of life and business that helps individuals gain knowledge about themselves as well as insight into others in their life.

It’s also important to acknowledge and embrace the fact that character is developed as we go through life experiences. People can change their behavior and learn from mistakes, so character and personality assessments should not be seen as static or unchanging over time. Character development is ongoing — something that can be encouraged, nurtured, and learned from. As a business leader, it is important to use personality assessments wisely and as part of an overall plan for personal growth. Ultimately, any assessment you pick should be used to help individuals engage in meaningful self-reflection and understand themselves better so that they can make informed decisions about their own professional and personal paths.

The Magic of the Magic Kingdom: Business Lessons from Disney

Last year, I decided to put my extensive travel knowledge (ah, the life of an operations consultant) to some good use and planned a getaway for myself. As a working mom of five young adults, “me time” is hard to come by. I decided to venture out of my comfort zone and planned a solo trip to Walt Disney World in Orlando, FL!  To me, it seemed like the most magical idea ever. The thought of being on my own timeline and having the freedom to rise and rest when I chose simply made me giggle with delight.

Not long before my departure date, there was talk of storms brewing in the Gulf of Mexico. Little did I know I would experience my first (and hopefully last) hurricane. During my first day at Walt Disney World, rumors started floating around the park of a potential closure in preparation for Hurricane Ian. After a quick Google search, I learned that since opening in 1971, Walt Disney World of Florida had only closed for weather-related issues a handful of times (seven to be exact.) The likelihood of this happening (in my mind) was slim to none. Well, I was wrong. The announcement of the decision to close all parks (and some resorts) trickled into social media. With an average of 160,000 visitors to the parks plus an additional 77,000 cast members, I expected utter chaos. I hate to admit this, but I was wrong again.

Disney’s Keys to Success

The two days the parks were closed, and throughout the rest of my vacation, I witnessed the best customer service and genuine love Disney has for their guests. This should not have been a surprise to me since, in 2021, I completed an online training certification regarding Disney’s Approach to Leadership Excellence through the Disney Institute. During my training, I learned about the four keys Disney has used for the last six decades to train their team members. These keys, in order of importance, are:

  • Safety
  • Courtesy
  • Show
  • Efficiency

These four keys have been the engine that drives the world-class service for which Disney has become synonymous. Recently, Disney added to this list, making it five keys. The new addition is inclusion, which they added with the aim of implementing “meaningful cultural change.” This organizational evolution is a great example of a business that wants to stay relevant and impactful and is willing to revisit and revise longstanding, tried, and true traditions.

Disney is true to its values and vision, and they know who they are, what they stand for, and why they are headed in a specific direction. If Disney had decided to stay open during Covid-19 or during any other natural disaster, it would not be true to its code, putting safety above all things, including profit. It’s reported that WDW lost over 65 million dollars during the two-day closure due to Hurricane Ian. However, during the crisis, they stayed true to their values. Disney cast members are empowered and given permission to make all guests as happy as possible. During my two shelter-in-place days at a Disney property, cast members delivered flashlights to each guestroom, boxed meal kits were prepped and available, characters visited the hotel for lobby dance parties to help keep kids entertained, and the crew was readily available at all hours to reassure and comfort guests.

Finding the magic recipe for your firm

Businesses like Disney, those companies known for going over and beyond expectations for guests and team members, are the organizations I try to gather knowledge from to assist in consulting with my plaintiff law firm clients and their team members. By incorporating some of Disney’s stellar practices and anchoring forces, you could see huge shifts in your company culture and improvements to your bottom line. Here are some tips you can rip off and duplicate from Disney:

Stand firmer to your beliefs, principles, vision, and mission. Creating a mission and vision statement is a great exercise, but the real power comes with living out that mission and vision every day and encouraging your team members to do the same. Look for ways you can reinforce your commitment to the firm’s tenets as often and impactfully as possible. From fun swag to prominent office signage, make sure your core beliefs are always top of mind for your team and clients.

Create more imaginative training. Developing your team is not a one and done event. Something mentioned during orientation doesn’t magically become something every team member “should know.” Think about your training and development programs. Are they taking into account different kinds of learners? Are they memorable enough to make the training stick? If you want real transfer of training into job skills, you need to be creative in your training programs and plan them out. Sitting one team member next to another does not make a solid training program. Take time in making sure your training program reflects the strategic direction of your firm, is measurable, and creates the desired behavior.

Empower your team members to think like an owner. At Vista, we have seen really powerful programs where paralegals and case managers are given a discretionary budget to use on clients. When they hear about a baby being born, a wedding, a special occasion, or even a client having a particularly bad day, they are empowered to order flowers, send a gift, or mail a personalized card. Those small gestures give your team the autonomy to care for clients in the way they see fit. This autonomy can help to create a culture of positivity and enthusiasm.

Treat customers like guests. You may have heard this expressed as “creating memorable moments.” You have a real opportunity to wow your clients with their journey through your firm. Are you taking advantage of chances to exceed expectations? I experienced my own Disney magic while attending Mickey’s Not So Scary Halloween Party the first day the parks reopened. While casually joking with a cast member about the incredibly long wait time to meet Jack and Sally and deciding I would try again during some other visit, that cast member shared a magic ticket, allowing me to access a separate line! Within 20 minutes, my small wish was granted by meeting those special characters. It worked, Disney! You made that bond even stronger. It also helped in making me a continued customer. What moments can you cultivate that create raving fans and loyal clients of your firm?

Really listen to feedback. Disney is known for making money from positive brand experiences. Disney asks guests for feedback and continues to search for innovative ways to make all experiences as magical as possible. Vista encourages our law firm clients to survey their clients during and after the resolution of their cases for the same reasons as Disney. If a client has had a great experience, we want to ensure this is standard practice for the firm. The same goes for a negative experience…what can we do to alleviate the issue and learn from the feedback? This feedback doesn’t stop with your clients. What about your team? Are you giving them an opportunity to voice concerns and communicate ideas, all without repercussion?

Be more innovative and forward-thinking. Disney continues to be innovative in their approach to keeping the customer happy. From virtual queues for rides, tracking technology for character meet and greets, and introducing new characters like Moana and Coco, Disney seeks ways to keep their guests engaged with a mix of old favorites and fresh experiences. Similarly, law firms must find ways to evolve from the traditional methods of running a firm to new practices that will benefit their clients, retain existing clientele, and solicit referrals from past clients.

Reward your team and make work fun. Disney understands that a company is only as good as its team. The organization provides competitive pay, raises and promotions based on performance, and invests in their team’s creative ideas. They also recognize and reward individual achievements. Disney demonstrates the power of creating an environment where everyone feels they are working towards a common goal while still having fun along the way. By investing in your team, you’ll gain the trust and loyalty of your employees and ultimately show results in both customer satisfaction and business growth. Making the workplace a place your team wants to be is truly magical for all involved.

Looking for the lessons

Ultimately, the business lessons Disney can teach are plentiful. From creating an unforgettable customer experience and setting high standards to listening to feedback and being innovative, businesses today can learn a great deal from this legendary brand by implementing many of its strategies. By applying Disney principles in the workplace, your law firm can benefit from increased client satisfaction, employee loyalty, higher profit, and growth. With its magical touch on hospitality and service standards worldwide, it is no wonder why Disney remains an inspiration for many businesses today. From making work fun to creating unforgettable experiences – there’s something we can all learn from the Magic Kingdom!

New Year, New CMS?: How to Switch Case Management Systems the Right Way

I wish I had a dollar for each time a client asked for advice regarding making a change to a new case management software/system (CMS). How about ten dollars for each time the question has been raised as to which company has the “BEST” CMS product on the market? My typical consulting response has been, “It depends.” In our experience, there is no “best” because “best” is very much contingent on what system will be the right fit for your firm. No system on the market is the solution for every plaintiff law firm. In this week’s blog, we’ll discuss the various complexities and nuances behind the loaded issue of switching case management systems.

Case management systems can help law firms collect, manage, and analyze huge amounts of data, develop standard operating procedures, become better and more effective at client management, and move cases seamlessly through each phase. In 2023, if you’re still managing your firm via paper files, it’s well past time to step into the modern era of powerful case management systems. When well-implemented and utilized, they truly become part of the firm’s DNA. When a system no longer fits, you feel it. That’s why when firms start asking me questions about wanting to change, I know there’s a deep issue and until it’s corrected, they’ll feel like something is wrong at the core.

What’s the why?

I prefer to wade into this touchy topic first by understanding the “why” behind the change. Understanding the why helps to pinpoint some of the primary issues. In order to get closer to the heart of the matter, I’ll ask questions like:

Does the firm need to make the change because their technology provider recommends moving away from a server-based system to a cloud-based system?

Does the firm feel they have outgrown their current CMS?

Are there limitations in their current system that they feel are preventing growth and forward momentum?

Does the current CMS no longer offer support and/or updates to their platform?

Does the firm owner simply want the newest product on the market because their law firm buddy mentioned over drinks that their CMS is the best?

The people problem

Whatever your reason, please don’t attempt to throw a new CMS at a people problem. What do I mean by a people problem? If your team members (attorneys and non-attorneys) are not utilizing your current CMS to its fullest, joining forces with a new CMS will not solve your problem. Your problem, in this instance, is people-related. Your team has to utilize a program in order for it to provide the structure, benefit, and edge a great system can offer. Unfortunately, many times the firm has not given the team the tools and training needed on their current CMS, has not established standard operating procedures (SOP), and/or has not set firmwide expectations on using their current CMS. Until you solve your people problems, a new CMS will likely be a waste of time and money. If your team isn’t expected to use your current system to its fullest, they are probably not going to use a new system without proper coaching and training. One of Vista’s non-negotiables is, “if it didn’t happen in your CMS, it didn’t happen!”

It’s a process, not an event

Making the decision to switch programs is a big one and one that we see many firms underestimate. They underestimate the time, money, and manpower needed to effectively and efficiently switch to a new case management system. Look, if there’s one thing you take away from this blog it’s this: Switching systems is a HUGE project. Do not take it lightly!

Not only will it take time to research the market, identify the solutions that have the potential to be a good fit for your firm, and demo each of those options, once you actually decide to switch, most migrations/conversions/implementations can take anywhere from 6 – 12 months. Implementations depend on a variety of factors like firm size, amount of data to be converted, and amount of customization desired. And that is just for the mapping, build-out, and implementation! Your “go live” date isn’t a light switch, and there is no fairy dust to sprinkle to make this process less painful. Don’t forget the dip in productivity after you roll out the new CMS while you train your team.

Considering the whole package

Reporting is another very important key to any CMS. Be sure you are asking questions of your potential new CMS provider about standard reports provided, as well as the firm’s capability of customizing reports. Automation is another great tool many CMS programs offer. Being able to automate reports and tasks can be a game changer for your team!

Other key considerations are:

Will the firm be able to customize fields within the CMS or are all fields set in stone by the CMS provider?

Will the new CMS integrate with other programs your firm is utilizing, such as your lead management software and your accounting software?

What is the preferred suite of programs, such as Microsoft Office or Google Workspace?

Is the software visually appealing, easy to navigate, and intuitive?

Is there a mobile app or remote access option?

Does the CMS provide onsite training for your team, provide recorded resources, and/or live customer support?

Does the CMS have top-tier cybersecurity?

How does the document management tool work within the CMS?

How are important deadlines tracked, and are you able to set reminders easily?

Is there a client portal feature and how secure is that piece?

Does the company innovate and update the product regularly?

Be sure you are comparing apples to apples when it comes to the investment of a new CMS. If your potential new CMS provides lead tracking, automated signatures, texting features, etc., and you are currently paying a separate provider for those features, remember you will be able to do away with those separate costs to the firm.

The takeaway

Some might think after reading this blog that I am not in favor of change. I am actually in favor of making changes within a firm, if it’s the best decision for your clients and your team! Vista is The Business Resource for Plaintiff Firms, and we take pride in educating the legal community, even when we have to address the hard stuff. Vista has assisted many firms in making the decision to change their CMS, helped in choosing the right system for the firm, and supported the firm during and after the change by troubleshooting and assisting in developing training materials.

Simply approach with caution. Go into the decision armed with these tips and reach out anytime for our team’s assistance in thinking through possible hurdles you might experience during the process.

Remember not all firms are created equal and neither are case management programs!

The Perfect Intake Team Member or Where Can I Find a Lola?

Plaintiff law firms understand that intake is the lifeblood of their firm. That means, in effect, that intake team members are vital to the success of the firm as a whole. Without a stellar intake team, firms struggle to sign up the leads they want and are often unable to convince potential leads why their firm is the right choice. Awesome intake specialists know how to make every single person who calls your firm feel heard and important. That, I think you’ll agree, is a superpower.

But what makes a great intake specialist? And where do you find them? In the current job market, finding and recruiting top talent is a monumental task. The Great Resignation (or the Great Renegotiation) has shifted the power dynamics towards those seeking employment rather than those trying to fill positions. Businesses are being forced to talk more about who they are, what beliefs they hold, what their vision is, and how they want to serve the communities in which they work. That’s all positive, in my opinion, but we’re still seeing that even firms who have put in the work and introspection are still coming up with empty nets.

Many law firms that are doing everything right in recruiting from defining their vision and mission to posting creative job ads to timely candidate response time find they are still struggling to secure top talent and that struggle has left holes in departments, most notably intake.

So, I say it’s time to get creative.

Let me explain. I recently had an amazing dining experience I want to share with you. (Stay with me – I promise this relates to how you can find the perfect intake specialist!) My husband and I were celebrating a milestone and made reservations at our favorite high-end restaurant. We knew we’d get to experience an incredible meal and a breathtaking view to boot! We snagged the best table in the house and were immediately greeted by our server, Lola. She met us with a warm smile, filled our water glasses, and took the time to ask if we were celebrating anything special. She took our drink orders, described the specials for the evening, and made a personal connection with us immediately.

Lola assured us this dining experience would exceed our expectations. Throughout the evening, she was perfection, ensuring we had everything we needed and communicating with us as if we were old friends. She was right – the experience was better than we ever expected. Sure, the food was good and the atmosphere was pleasant, but our expectations were exceeded due, in large part, to her. Her customer service skills, personal connection, and warm and friendly interactions turned a good experience into a stellar one.

It was on the way home from dinner when my “legal operations brain” kicked in. Law firm intake teams need Lolas! Those are the people who make an awesome first impression and turn a good experience into a great one. Lola is exactly who every industry should strive to hire, especially for positions that are client-facing.

Often, when it’s time to think outside of the box in terms of recruiting, Vista encourages our clients to search for team members with previous experience in the food or hospitality industries. Why? Because recruiting talent who are teachable, fit your culture, know how to connect with people, exhibit stellar customer service, and have professional and emotional intelligence can trump experience in our specific field. People who have worked in the hospitality industry have experience that is vital. They’ve developed:

Patience

The ability to quickly connect with someone

A kind, friendly, and relatable tone

Outstanding listening skills

A keen eye for detail

Intuition that allows them to identify when something’s off or when you need more information

A great work ethic

Take a close look at that list. If I were to separately define what makes the perfect intake specialist, guess what? Every single one of these traits and skills would be on that list!

I like to refer to the intake team at a firm, alternatively, as the New Business Team. These team members are your front line and are responsible for turning leads into clients and building a solid book of business for your firm. Referring to them as such reminds both them and your leadership team of their critical role at the firm. Your new business team should be comprised of unique individuals who must be caring and considerate each time they communicate with leads through voice and text all while being professional. New Business Team Members must possess a skill set allowing them to think outside the box, be very organized, and be dedicated to the team.

Since this team is typically responsible for first impressions with potential clients, being able to shift from one phone call dealing with catastrophic injuries to answering the next with enthusiasm and professionalism can be very difficult. The team is constantly fostering relationships all while resetting and refocusing so they are “ready to go” for the next caller.

New Business Team Members don’t grow on trees! Once you find them, take care of them. It’s flawed logic to view the role of intake specialist as simply a stepping stone position at your firm. The skills the great intake specialists possess are hard to come by because they’re usually hard-earned and have taken years to develop. Those skills are valuable! So, here’s the takeaway:

  1. Don’t be afraid to get creative when searching for new intake team members. There’s value in experience gained from other industries.
  2. Always be on the lookout for talented people. Carry business cards with you. If you have a great customer service experience, hand that card out and tell them you’re looking for talented people to join your team.
  3. Once you locate greatness – once you find an awesome intake specialist… keep them happy and focused on growing your most important department.

Simple, really. The Lolas are out there. Now go find them!

The Power of the Right Words

The words we use convey so much more than we might initially realize. They are powerful. They set the tone, reinforce who we are, and convey meaning beyond their perceived simplicity. They have the ability to build someone up or tear them down. In fact, when you think back on some of the most impactful things people have said to you over the years, you likely remember their words, both positive and negative. As a business leader, you need to take their power seriously and understand that words matter. Carefully selecting the right words to use in the right moments can provide motivation and a unified spirit for your team.

Your clients are listening to you too, and they’re also reading between the lines. That makes the words you speak to them and include in your documents incredibly important. Starting your relationship off right with new clients is crucial. Think, for example, about your intake team. Their words mark the first communication with a potential client. Training your intake team to use words that matter from the very beginning is vital.

We encourage you to take the initiative to be intentional about the words you use both with your team and with your clients. You’ve got a choice to make. Here are some of the most important words we encourage our clients to pick:

1. Team NOT Staff or Employee:

Vista is adamant about using the word team in our everyday language, whether we’re referring to the person who answers your phones or the partners at your law firm. Team conveys that we’re all working together towards some greater goal, and we all have a role to play towards that endeavor. When people hear themselves referred to as staff they think, “I’m staff – they’re management – they get it – I don’t.” You don’t want your team to feel like they don’t have a critical part to play. You want them to feel like they are part of something important. When you are communicating to them or about them, you should emphasize the team mentality. That will inspire them and make them feel like you’re all on the same team, playing the same game, and, ultimately, trying to do what’s right for your client.

2. Crash NOT Accident:

Words that accurately describe an event are unquestionably the most effective. Using a word or phrase that conveys the wrong meaning, can be misinterpreted, or undermines the premise of your case can prove harmful to your business. Vista believes the word “accident” doesn’t effectively convey to your clients how seriously you take the event that happened to them. We prefer, instead, to use the word “crash.” We believe terms like “accident” don’t effectively relay that, more than likely, someone has made a decision that was negligent and has caused someone else harm or injury. Crash is a better choice because it clearly defines what happened, removes any indication that your client holds any responsibility for what happened, and, often, is in line with the terminology utilized by law enforcement. It’s important to use crash both when you’re communicating with your client and when you’re communicating with opposing counsel or an adjuster.

3. Agreement NOT Contract:

Remember, selecting the right terms from the very outset of a case is important so that you’re able to set clear expectations and emphasize the kind of relationship you want to establish with your clients. When you’re communicating with a potential client, you want to make sure they know that you want them to sign an agreement between two people, not just a contract. Contract can have negative connotations, while agreement speaks to a relationship where both parties have responsibilities.

4. Price NOT Fee:

People cringe when they hear the word, “fee.” The phrases “legal fee” or “the fee is a percentage of the recovery” will only serve to put a bad taste in the mouth of a potential or current client. Consider replacing that terminology with “price.” “Our price for the service is X.” It clearly conveys the meaning without dodging the fact that there is a charge for your services.

5. Invoice NOT Bill:

Some words just carry negative, cringeworthy connotations. Avoiding those triggering words can allow us to soften what can be difficult or tricky business interactions. Vista suggests you should ditch the term “bill” and use “invoice” instead. The term “bill” can come across as a bit harsh. Alternatively, “invoice” still effectively conveys the appropriate meaning while also eliminating that perceived harshness.

6. Client/Customer NOT Account/File:

The words you use when referring to the lifeblood of your business are incredibly important. Vista believes you should “file away” the term “account” when referring to your clients. Instead, we prefer to call them either a “client” or a “customer.” Both of those terms are decidedly warmer and more respectful. They convey that the client or customer is someone who we are serving and working on behalf of.

7. Open until NOT Close at:

Any time you can select a word or phrase that leads with positivity rather than negativity, your choice is simple. Consider training your team and ensuring your website and social media content use the phrase, “We are open until” instead of “We close at.” It may sound small, but the slight difference in that phrasing can convey a wholly different meaning to a client.

8. Leadership NOT Management:

People follow leaders, not managers. If you want to build a strong team at your law firm, don’t refer to them as “management” or “managers,” but, instead, push terms like “leader” and “leadership.” It accurately conveys what their role and aim is, while also subtly inferring direction and vision. It’s incredibly important to set your leadership team up for success. They will set the tone with the rest of your team and, ideally, be the beacons everyone looks to for inspiration and focus.

Bottom line is this…we make thousands of choices every day. Considering the language we use on a daily basis should be one of those conscious choices. Being intentional about your word choice can allow your legacy to be one of hope, truth, and insight, even when you need to deliver a tough message. If, as leaders, we’re thoughtful about how we speak and what we say, we can motivate our team, instill confidence in our clients, and live out our vision and mission every day – in big ways and small ones.