The Power of Asking for What You Want: Being an Enneagram 8 in a World of Choices

As a 30-year-old millennial woman, I’ve come to realize that one of the most powerful things you can do is ask for what you want. Sounds simple, right? But for someone like me, an Enneagram 8 (The Challenger), asking for what I want isn’t just about getting my way—it’s about decisiveness, control, and a need to assert myself in situations where others might hesitate. For those unfamiliar, Enneagram 8s are known for being bold, assertive, and confident in their decision-making. We aren’t the type to sit back quietly or go with the flow just to keep the peace. We feel empowered when we know we’ve made a decision based on our values and beliefs.

Now, compare that to my husband, an Enneagram 7 (The Enthusiast). Sevens are spontaneous, fun-loving, and always seeking new adventures. They avoid discomfort at all costs and can sometimes struggle with making decisions because they don't want to miss out on any opportunity. For example, I'm all about directness if something goes wrong at a restaurant. If my order is wrong, I'll ask for it to be corrected without hesitation. I see it as a simple exchange of expectations. But my husband might worry that bringing it up will ruin the fun or lead to unnecessary awkwardness. This situation occurs all the time in our decision-making, and I've learned that knowing what you want and asking for it isn’t about aggression—it’s about clarity and self-respect.

This dynamic came into play recently when we purchased a new home. Touring potential homes is always a journey, but I pretty much know from the second I step inside if a house is going to be “the one.” This drives my husband insane, as he’s so open-minded and sees the possibilities in everything. If this weren’t my second time using our realtor, I’d be certain she would want to strangle me! Long story short, we found our home, put in an offer, and it was accepted. Then came negotiations. I don’t hold back—I put it all out there. This also included the selling of our current home. When the decision was made that we were taking listing photos, I had every basic repair done, the house professionally cleaned, the landscaping touched up, and the house staged within three days. When it was all said and done, my realtor posted on social media, “She’s smart, confident, she knows what she wants. She’s efficient, outspoken, and doesn’t mess around…it’s my client.” Secretly, I think she’s an Enneagram 8, too, but her words were so validating. I am those things, and there’s nothing wrong with that. I just have to ensure I manifest those traits appropriately in the right situations and at the right time.

Step 1: Do It Brave – Don't Be Afraid to Speak Up

One of the first things I’ve learned is that asking for what you want requires bravery. For women, especially, there’s often an underlying fear of “causing a scene” or drawing too much attention to ourselves. Society still conditions women to be agreeable, quiet, and non-disruptive. But if you want something—whether it’s a raise at work, better coffee in the breakroom, or more respect for your time—you must be willing to step out of that comfort zone.

Fun/True Story: When I first moved to Raleigh, NC, at 22, I had no friends, and meeting people after college was hard. The small firm I worked for only had team members twice my age. One day, I went shopping, passing the time. In the dressing room, I came out to check my outfit in the mirror, and a woman approached me with the advice that the top I had on was gorgeous, but just too big. I was confused and asked if she worked there. She quickly replied, “No.” This stranger, who gave an ounce of care about what I looked like, started a conversation with me, and we realized we lived in the same apartment complex. Hillary and I have been friends ever since.

Over the years, I’ve watched Hillary pursue her career, sometimes feeling lost but always landing exactly where she needs to be. She oversees sales, marketing, and merchandising at a fine jewelry company and travels the world for work—from Miami to Dubai. She’s the type of person who can get a room upgrade simply by asking. I’ve watched her command a room, befriend a chef, and get meals comped, not because she’s trying to take advantage of anyone, but because she exudes a directness and warmth that makes people want to be around her.

Hillary is a powerhouse—strong, direct, and never afraid to ask for what she wants. She’s probably an Enneagram 8, at least a winged. When we moved into our new home, she came over and immediately got to work organizing closets, bathrooms, and everything in between. She took the initiative at the Container Store and found discounts I would have never known about because she asked the store associate what the best deal was for the items I needed. Something I would have never done. She’s a mentor and a friend, someone who embodies the spirit of asking for what you want with boldness and grace. Someone who is in my corner to remind me that I can be bold and brave, too.

The truth is, being brave doesn’t mean you aren’t afraid. It means that you acknowledge the fear and still go ahead and ask anyway. I think of women like Mary Barra, the CEO of General Motors. She didn’t get to where she is by staying silent or fearing the repercussions of her decisions. She’s been vocal about wanting to change the culture at GM and has spearheaded efforts to lead the company into a new, more sustainable era. Women in leadership positions don’t shy away from asking for what they want—they lean into it. Because, quite frankly, if you don’t ask, the answer is always no.

But this bravery isn’t limited to boardrooms or high-stakes meetings. Sometimes, it’s as simple as asking for that extra PTO you deserve or requesting flexibility in your work hours. You’re not being difficult; you’re advocating for yourself. Luvvie Ajayi, in her book Professional Troublemaker, (I love this book and will reference it multiple times in this blog) reminds us that “being a professional troublemaker means being the person who is not afraid to speak up for what is right.” This isn’t about causing chaos—it’s about making sure your voice is heard in the spaces where you work, live, and love.

Step 2: There's No Right or Wrong Way to Be You—But Don’t Be Demanding

One of the things I love about being an Enneagram 8 is my ability to confidently stand in my truth. But here’s the thing: while there’s no right or wrong way to be yourself, how you ask for things matters. Just because you know what you want doesn’t mean you should bulldoze your way through every conversation. People don’t respond well to demands—they respond to persuasion.

I’ve learned this lesson through experience. Early in my career, I thought the best way to be heard was to be firm and unwavering. While that approach works sometimes, it doesn’t always yield the results I hoped for. Over time, I realized that presenting my case with well-thought-out reasons and a collaborative mindset worked better than issuing ultimatums.

Let’s take the example of asking for a raise. Instead of demanding more money because you feel you deserve it, present your case: show your accomplishments, outline the value you bring to the company, and demonstrate why a raise is a logical next step. The power of persuasion is real, and when you approach a conversation with openness and facts, you increase your chances of getting a favorable response.

Here’s a tip: Be prepared. Luvvie Ajayi says, “Fear has a lot of us acting like we’re just happy to be in the room. No. Get in the room, ask for what you want, and be prepared to back it up.” Don’t just ask—explain why your ask matters. Whether you’re requesting more vacation days or a change in the office dress code, come equipped with facts, examples, and a solid rationale. It’s not about being demanding—it’s about making your case in a way that others can understand and support.

Step 3: Be Ready for “No” – Decide What You’re Willing to Compromise

Here’s the tough part: Sometimes, the answer is no. It’s inevitable. Whether you’re asking for a raise, suggesting a policy change, or requesting that your meal be fixed, not everything will go your way. The real power comes in how you handle that rejection.

Before going into any conversation where you’re asking for what you want, decide whether “no” is an acceptable outcome. Are you willing to compromise, or is this a non-negotiable for you? If you’re willing to budge, think about what concessions you’re willing to make. If it’s a hard line in the sand, be prepared to stick to your guns—but know that doing so may come with consequences.

For example, in the workplace, let’s say you’re advocating for a more flexible work-from-home policy. You might ask your boss to consider letting you work remotely two days a week. If the answer is no, are you willing to accept one day a week as a compromise? Or is this a situation where you feel the flexibility is non-negotiable, and you’ll need to start looking for a new job if they refuse? Knowing where you stand beforehand can help you navigate the conversation more confidently and avoid unnecessary frustration.

In less consequential situations—like receiving the wrong order at a restaurant—you have to decide whether it’s worth the hassle of asking for it to be corrected or if you’re okay just eating what was brought out. I would absolutely send it back, while my husband might just eat the meal as-is to keep things moving and avoid making a fuss. And that’s okay, too! There’s no one-size-fits-all approach to advocating for what you want.

You Are Not Too Much—You Are Enough

Obviously, there are times and places where asking for what you want isn’t an option. No matter how much confidence you have, there are still rules we have to follow and job duties we’re responsible for—even if we’d prefer not to do them. You’re not going to walk into a courtroom and ask for a free pass on a traffic violation after going 65 mph in a school zone. Sure, you could apply my previous argument: “If I don’t ask, the answer will always be no,” but in this case, you can go ahead and prepare for that "no."

Throughout this blog, I’ve used a variety of examples of how asking for what you want can manifest in your life, and I loosely tied it back to work because I want you to start thinking of all the ways—big and small—that you can start speaking up for yourself. Whether asking for better coffee in the breakroom or advocating for a change in the dress code, these moments are just as important as the big ones because they reflect how much value you place on your voice.

At the end of the day, don’t let anyone make you feel like you’re “too much” for asking for what you want. In the workplace, at home, or out with friends, your desires, opinions, and needs matter. My last Luvvie quote, “You cannot be afraid of your own voice. You cannot be afraid of using it.” Asking for what you want isn’t selfish—it’s necessary. However, let’s be real: time and place matter. My favorite phrase is, “read the room.” If your company just announced budget cuts due to a decrease in revenue, that’s probably not the best time to ask for that raise you’ve been eyeing.

Being an Enneagram 8 has taught me to be decisive and clear, but it’s also shown me that there’s power not just in what you ask for but in how you ask. The key is to approach every situation with confidence, clarity, and a willingness to listen. So, go ahead and ask for what you want—and never let anyone tell you that you’re asking for too much.

Human Resources vs. Operations – Who Does What and How Do We Implement?

When a personal injury law firm grows to a certain size, distinguishing the roles of HR Manager and Operations Manager becomes crucial for maintaining efficiency and effectiveness. Vista works with firms of all sizes, from those five team members strong to those with more than 100 full-time personnel. Our recommendation is clear: when your team reaches around 35 people, it's time to designate a full-time HR professional. You can learn more about why this is essential in our previous blog post.

If you're a firm in growth mode, you’ve likely had one individual overseeing operations, office management, and HR responsibilities. This is a common scenario for small to mid-size firms reaching this growth stage. However, as your firm continues to expand and more employees are added, it becomes increasingly difficult for one person to handle all of these tasks effectively. This is where the importance of having a designated HR Manager comes into play. As your firm grows, so does the complexity of managing its human resources. From recruiting and onboarding new employees to handling employee relations and performance evaluations, an HR professional has the expertise and knowledge necessary to navigate these sensitive matters with ease. Not only does having a dedicated HR Manager alleviate the burden on your Operations Manager, but it also ensures that all HR-related processes are handled efficiently and in compliance with state and federal laws. This protects your firm from potential legal issues and creates a positive work environment for employees.

Our position at Vista is that just because you need a dedicated HR professional does not mean you need to hire a C-Suite-level operations person. Those are, very often, two distinct milestones. We understand that not all small businesses have the resources or budget to bring on a high-level executive. Limited funds and the need to prioritize essential roles often make it impractical for a small organization to hire a Chief Operating Officer (COO). This strategic decision can help maintain financial stability and focus on core business functions. If you’re unsure of where your firm’s readiness for C-Suite leadership lies, learn more about the role of a COO and how to prepare your firm for one in our previous blog post. It offers valuable insights to assess your current situation carefully and make informed decisions for your law firm.

Okay, so you know you need a dedicated HR professional, but how do you integrate this role into your firm and ensure your team understands who to report to and for what? This question comes up frequently. In this blog, we'll start by outlining the top three differences between HR and operations roles. We'll then provide basic guidelines and steps to ensure a smooth transition, helping your firm adapt seamlessly to this new organizational structure.

Defining the Broad Overview of Responsibilities Between HR and Operations Roles in Plaintiff Law Firms

While it may not seem like it, the roles of HR and Operations are distinct, with each focusing on different aspects of the firm's functioning. The two roles can and should complement each other by focusing on different, but interconnected aspects of managing a personal injury law firm.

Human Resources:
- Team Member Management: Handles recruitment, onboarding, training, performance evaluations, and employee relations.
- Compliance and Benefits: Ensures compliance with labor laws and manages employee benefits and compensation.
- Culture and Development: Fosters a positive workplace culture and oversees professional development and employee wellness programs.
Operations/Firm Management:
- Process Management: Focuses on optimizing the day-to-day operational processes of the firm to ensure efficiency.
- Resource Allocation: Manages the allocation of resources, including team assignments, case management systems, and technology.
- Operational Strategy: Develops and implements strategies to improve the firm's operational performance and client service delivery.

Interaction with Team Members & Clients:

Human Resources:
- Team Member Interaction: Primarily interacts with team members concerning HR policies, career development, conflict resolution, and workplace issues. Think: “team member advocate.”
- Internal Focus: Has an internal focus, ensuring that the firm’s human resources are effectively managed and developed.
Operations/Firm Management:
- Client Interaction: May interact with clients, alongside case managers, paralegals, attorneys, to ensure their needs are met and that cases are handled efficiently.
- External and Internal Focus: Balances internal processes with external client service, ensuring that both aspects run smoothly and efficiently.
  - Example: Is a team member falling behind on their duties to the client and the firm losing cases because of it? They will then collaborate with HR and the person’s manager to proceed accordingly.

Performance Metrics and Goals:

HR Manager:
- Team Member Metrics: Measures performance based on employee satisfaction, retention rates, training effectiveness, and compliance with HR policies (PTO, clocking in/out, attendance, dress code, etc.)
- Development Goals: Aims to find opportunities to improve employee skills (continuing education), enhance employee engagement, and maintain a healthy work environment.
Operations/Firm Management:
- Operational Metrics: Measures performance based on the firm’s objective KPIs that are in place and monitoring when these KPIs need to be adjusted, providing the why and the how.
- Efficiency: Aims to streamline operations, ensure the firm has a budget and sticks to it, enhance client satisfaction, and keep the firm’s daily operations and administrative tasks running smoothly.

Best Steps to Move Forward

While it's clear that HR and operations have distinct differences, it's equally important to recognize the need for collaboration between these roles to ensure optimal firm operations. My main advice is to keep it simple. Start with the outlined differences and identify how they manifest within your firm. Create two buckets for specific duties, noting any areas of overlap. This clarity will prepare you for the next phase. In this section, we will discuss steps that outline how to effectively manage both an HR role and an Ops role at your law firm. These steps will outline how to streamline processes, maximize efficiency, and foster a positive work environment for your team.

Step 1: Define and Document Roles and Responsibilities

Create Clear Job Descriptions and Organization Chart: Develop detailed job descriptions for both the HR Manager and Operations Manager positions. Outline specific duties, responsibilities, reporting lines via the org chart, and performance metrics for each role. This is by far the most important step in the beginning and one I cannot stress enough. Not just for your team members, but the two individuals in these roles.
Communicate: Share these job descriptions with all team members to clarify the new structure and help everyone understand who to contact for specific issues. Encourage them to ask questions where clarity is lacking. Make this something fun and exciting. You want your team to buy in on this transition, as some may find the change scary or unsettling. Make sure they understand what each role is there to accomplish.

Step 2: Establish Communication Protocols

Regular Meetings: Schedule regular meetings between the HR Manager and Operations Manager to ensure alignment on firm-wide goals and address any overlapping responsibilities. Ensure there is an agenda to accompany these meetings, even if just a broad outline. We do not want to meet just to meet.
Cross-Departmental Updates: Implement a system for regular updates to keep all team members informed about changes in policies, procedures, and operational strategies. This not only shows a united front, but keeps the leadership team on the same page with updates and changes.

Step 3: Training

Initial Training Sessions: Conduct training sessions to introduce the new roles and explain how they will benefit the firm. This is not a change you can just throw to your team and expect them to know who to go to. They will inevitably continue reporting to the person they always have been. This does not set this duo up for success. Emphasize the importance of both roles and how they will work together to support the team. This is something that you can get creative with.
Questions Anyone?: Have your team submit questions they may be unclear on as it relates to protocol in different areas of their day to day work and interactions with both roles.
Make it Fun: Consider a weekly email that the firm receives that has a “fun fact” or “did you know” piece of information. (Pro tip: this can be used beyond HR and Operations).

Step 4: Develop Clear Processes and Workflows

Standard Operating Procedures (SOPs): Develop and document SOPs that outline the processes each manager will oversee. Ensure these procedures are easily accessible to all teams. Remember the weekly email mentioned above? SOP information can be great content!
Escalation Paths: Create clear escalation paths for resolving issues involving both HR and operational aspects. Define who takes the lead in different scenarios and WHY.

Step 5: Feedback

Regular Feedback Sessions: Implement regular feedback sessions where team members can share their experiences and concerns regarding the new structure. This feedback can help identify any areas of confusion or overlap, allow you to stay ahead of frustrations, and provide clarity.
Surveys and Suggestion Boxes: Some team members may not feel comfortable in a feedback session. Solution: use surveys and suggestion boxes to gather anonymous feedback, ensuring your team feels comfortable sharing their thoughts.
Remember: if you open the door for this type of feedback, you must follow through and show the team they are heard and that you are committed to addressing their concerns, even if you cannot provide them with a solution that satisfies them.

Step 6: Monitor and Adjust

Performance Review: Conduct regular performance reviews for both managers to ensure they meet their objectives and contribute to the firm's success. This is important as the firm continues to grow. With growth comes more challenges and a higher level of responsibility. You have to make sure the people you put in these leadership positions are supported and continuously trained and provided leadership training. You want them to grow with your firm, not be stuck in the way things have always been done.
Adjust as Needed: Be prepared to adjust roles and responsibilities as the firm continues to grow and evolve. Flexibility is key to addressing the changing needs of the firm and its team. You may find you need additional hires or help to assist the HR manager or operations position. Open communication and the ability to adjust go hand in hand. You should not explain the how without the why.

The Distinguished Firm

For law firms in this critical stage of growth, distinguishing the roles of HR and Operations essential for maintaining efficiency and effectiveness. By clearly defining and documenting responsibilities, establishing communication protocols, and ensuring regular training and feedback, your firm will ideally have a smooth transition into your new organizational structure. It’s imperative to understand that while these roles have distinct functions, their collaboration is crucial for the overall success of the firm. Flexibility and open communication will allow your firm to adapt to the growth and, ideally, continue to provide excellent service to your clients. The transition will not be painless, but the goal is to set a strong foundation for your HR and Operations team, ensuring they work together seamlessly to support the firm's objectives that you have created.

FREE BONUS CONTENT

Hungry for more?

We’ve developed a companion guide for this blog, designed to give you a clear and robust outline of operation duties for plaintiff law firms. This guide, Unraveling the Operations Role in a Law Firm: Your Essential Guide, will help your firm continue its forward momentum and provide the clarity you need to define your growth path. Provide your name and email, and we’ll send you the guide today!

A Millennial’s Lesson in Leadership: Learning, Struggle, and Triumph Before 30

I have been told I have a strong personality. From a young age, I have always been the first one to step up and take on the “leadership” role. Line leader in grade school? You better believe it. Group projects in college? Always the facilitator and organizer. Ask any consultant on this team who travels with me, they know they never have to worry about where we are going to eat or explore once we get to our next assessment together because I have already mapped it all out. It just comes naturally to me…and maybe there’s a little bit of a control freak in there.

I am the youngest team member at Vista. In fact, throughout my career in the legal industry, I have often been the youngest team member. This leads to questions about my experience and my abilities and, a lot of times, an utter lack of respect. I have grown accustomed to it. I very much have a “get stuff done” mentality. If there is a project that needs tackling, I am going to see it through, start to finish, with a strong vision and intention of what the final product will be. Right out of college, I ended up as an investigator at a PI firm in Raleigh, North Carolina. After only two years, I was put into a leadership position. I was 24 years old. My boss always believed in me and knew whatever task/project I was given, it would get done. I don’t like to let people down, and I pride myself on being dependable.

As time went on at the firm, the natural progression of moving up occurred. We went from twelve team members to thirty in just three years. I assisted in developing our intake department, moving us into a new office, hiring our first HR manager, and eventually onboarding Vista at our firm to help us continue scaling after a tragic and unexpected loss to our core leadership team. When you are in it, you don’t really realize what’s going on. You just tackle each day as it comes at you. The problem with this is that you lack intention without even realizing it. You are reacting rather than being proactive. It’s painfully easy to get swept up in the growing pains and evolution of your organization. Well-meaning emerging leaders fall prey to this on a regular basis.

Identifying Your Gaps as a Leader

Another huge problem that I encountered in the early days of my journey was that I lacked formal leadership training, and after a certain point of growth, I no longer had a mentor who could guide me. They don’t teach us how to understand ourselves or learn our personalities and how they influence our interactions with others. I am first to admit I just assumed everyone understood things the way I did and took direction/instruction as I would. I feel many of us navigate that as we grow personally and professionally.

To help me gain self-awareness, I started working with a leadership coach. The first step in that journey was letting other members in leadership at our firm anonymously survey me. They were to give 2-3 areas of strengths and areas for growth. After the feedback was received, I was to work with a coach to process and build from the information.

Here are a few things I learned:

Our strengths can quickly become our weaknesses.
- I mentioned that I am a get-stuff-done type of person. While this can be great for the organization, it does not always serve you well in a leadership role. When you lack delegation abilities, you unintentionally give off the vibe that you do not trust your team and therefore, they will not trust you.
- Providing solutions to a problem is great but it is important to do so in a proactive manner vs. reactive. When you solely focus on getting the job at hand done and you approach situations with reaction, you lose intention. Slow down and ask questions. Collaborate with your teammates and utilize everyone’s strengths to provide the solution and implement the changes needed to prevent similar problems.
It’s hard to improve when you have only yourself to follow.
- Find a mentor, maybe even two.
- A mentor likely is not someone who will be invested emotionally in the problem(s) you are experiencing and can provide an independent second opinion. This person/people will act as your sounding board in tough situations and celebrate your wins with you.
- If you have a trusted colleague, consider them for one of your mentors. You want someone who can remind you privately, in the moment, when your strengths are becoming your weaknesses and hold you accountable for your actions. I attribute a lot of my growth during this time to my trusted colleague and her invaluable insight.
Invest in the dang personality assessment then work through what you learn about yourself.
- You have to know yourself to grow yourself. After I completed my DiSC assessment alongside my team, it became incredibly clear where I thrived and where my blind spots were. I worked to understand who and more importantly what pushed my buttons. By specifically identifying and naming these triggers I was able to control my reactions to them.
- There are no good or bad personalities. By understanding your own personality, you can show up authentically in your relationships and interactions with others while being aware that they too may perceive the situation in a different way than you. The number one mistake I was making: expecting myself from others. No two people are the same. We learn differently, we receive information differently, and overall, we perceive the world differently.
Routinely seek and be open to feedback.
- This exercise was undoubtedly the worst thing I have ever gone through in my professional life. And while this particular style of feedback is not one I would ever recommend, I do believe feedback can be an incredible gift.
- Lean into this discomfort that feedback can bring. Do you notice when you start to feel unpleasant emotions, you try to ignore them or minimize them? Typically, we do not like to be in a negative space mentally or emotionally, but it can be necessary for personal growth. We have to learn to tolerate that discomfort and explore our negative emotions to gain insight about ourselves and the world around us. When we ignore them, they can lead to bigger issues long-term.
- Journal to manage your emotions and help you reflect on what is and is not working. Write the negatives but also the positives you encounter through your week. You may not realize it in the moment, but as you write these things, you are forced to face them and process them.
- It is just as hard to give feedback as it is to get it. The number one rule of feedback is to ask. No one wants you to push your unsolicited thoughts or opinions on them. If you ask to offer feedback, and the person says they are not interested, then you say nothing. If you choose to receive feedback, you have to be mindful of your response. Ask questions or for examples to understand what is being shared, and always thank them.

Is discussing age still taboo? I will be 30 this year, and I feel incredibly blessed and immensely grateful for being entrusted with leadership responsibilities at this early stage of my career. I am proud of who I am and how I have grown. This journey has been a testament to my growth, self-awareness, and the open-mindedness that fuels my continuous development. I now have the opportunity to pour into our firms at Vista and use my experiences to help guide them and coach their teams. I am just getting started. Watch out, world.

From Turmoil to Triumph: Navigating the Aftermath of Crisis

Crises often strike without warning, leaving companies in disarray. It’s like being on a smoothly sailing ship when out of nowhere, a storm hits. Suddenly, you’re not just navigating but surviving. This is the essence of a crisis. And while we can’t always predict the storm, we can prepare for it and, more importantly, learn how to weather its aftermath. Now, you might be asking yourself, “How does one navigate through choppy waters and come out unscathed on the other side?” The answer lies not just in resilience but also in effective crisis management.

Here at Vista, we believe that every crisis, as daunting as it may seem, can be turned into an opportunity for growth. We’ve all heard the old saying, “What doesn’t kill you makes you stronger.” But have you ever stopped to consider why that is? It’s because adversity forces us to tap into our reservoirs of strength, resilience, and innovation. Think about a tree that’s survived a storm. It’s not just still standing; it’s stronger, its roots driven deeper from wrestling with the wind. Similarly, a crisis can strengthen our organizational roots, making us more robust, adaptable, and resilient.

As discussed in our previous blog on disaster preparedness, it is crucial to have a plan in place to minimize the impact of unforeseen events. (If you haven’t read that yet, I highly recommend it before continuing this blog). The aftermath of a crisis poses equally challenging obstacles. It requires strategic and swift actions to rebuild and move forward while ensuring your team and clients remain supported and in the know. In this blog, we’ll discuss critical post-crisis steps and walk you through how to take them on effectively and efficiently.

Assess and Evaluate

Start with a detailed assessment of the crisis/disaster as you begin the recovery process. This may sound obvious, but remember the goal of your assessment is to understand the extent of not only the physical damage but also the emotional damage that has occurred. In your assessment, you want to take into account immediate concerns while not overlooking the long-term effects of every action and decision moving forward. Fill your blind spots. If it is not something you have strong knowledge of, reach out to those who do. There are two critical steps in this part of the process:

Begin with a financial analysis. The firm may experience financial burdens due to the crisis. This is an area you cannot afford to panic in, literally. You need to strategize, and the best way to come up with your next right step is to analyze where you are and what the true impact is. Examine losses of immediate costs and potential long-term needs. You may contact a financial expert or rely on your in-house finance team to help create a recovery budget that considers all aspects of your firm’s financial health.
Engage with your team. Collaborating with your team will help you gain well-rounded insights on the impact of the crisis and ensure you lay a strong, united foundation in moving forward in the firm’s recovery.

Communication, Transparency, and Team Support

Whether it be a natural disaster, cyber-attack, or tragedy that takes place within the firm, it is important to communicate and remain transparent with your team. In the aftermath of a crisis, rumors and misinformation can spread rapidly, causing further damage to your firm’s morale and reputation. Open and honest communication after a crisis can make a difference in how your company rebuilds and moves forward. Try to maintain regular communication channels to keep your team members informed about timelines and the overall state of the firm. This is where your crisis communication plan comes into play. It is important to communicate not only the successes and progress but also the challenges that lay ahead. This helps set expectations and can bring a sense of comfort to your team. Remember, transparency builds trust and can help mitigate any negative perceptions.

Encourage two-way communication with them in hopes they share their feedback, concerns, and suggestions with you. It is important to acknowledge that not all people will be comfortable doing this publicly, so look into ways for them to do so anonymously. Once you have this feedback, be sure to act on it and show your team they have been heard. The well-being of your team is essential to the firm’s recovery. Depending on the crisis at hand, instituting some support systems may be beneficial to your team and worth exploring. Here are some examples:

Counseling: Provide your team with mental health support and consider bringing in outside resources/organizations who specialize in employee well-being.
Wellness Programs/Workshops: You may consider going beyond traditional wellness programs and offering training sessions on stress management, coping techniques, and building resilience. These exercises will not only help your team through the current crisis but also give them skills to implement in their daily lives in and out of the office.
Flexible Work Arrangements: Depending on the crisis, your team may need time away from the office, or maybe they are unable to even come into the office. It will be important that you communicate clear policies regarding flexible arrangements. This may include remote work, flexible hours, or staggered workweeks. It is important your team feels supported in balancing their professional and personal responsibilities while navigating a disaster.

Infrastructure and Technology

Restoring the firm’s infrastructure and technology is essential for ensuring business operations can continue. This is a priority to minimize downtime and alleviate further financial losses. As such, you will want to allocate all necessary resources to address any disruptions.

Collaborate with your IT company or third-party experts to enhance your firm’s cybersecurity measures, also covered in our previous blog. An audit should be conducted to identify any vulnerabilities that were missed, and then steps should be taken to implement measures to safeguard against future threats. Your firm should also have a backup system in place for critical data, but if you do not, now is a good time to establish one. With any new system, it is important to monitor and adapt as necessary continuously.

It’s also important to note that in our digital age, technology can be a powerful tool in managing crisis aftermath. With data analytics, you can gauge the depth of the damage done, keep an eye on the recovery trajectory, and forecast any bumps in the road ahead. The right tech solutions not only streamline processes but also heighten efficiency, paving the way for innovative recovery strategies. From securing critical data with cloud storage to synchronizing efforts with project management tools, technology is your trusted ally. Technology can help you turn crisis into opportunity.

Resuming Business Operations

Resuming business operations is always top of mind after an unforeseen event and may need to be done gradually while you consider any limitations and challenges posed by the crisis. Remain flexible in your plans and adjust workflows as needed to accommodate your team. With technology now restored, you can start with critical functions and then gradually expand into other areas of the firm’s operations. The ultimate goal is not to overwhelm your team while working to maintain the connection with your clients and continue moving their cases forward.

Client Contact: Start by having your team reach out to your clients to check-in. If this is an isolated, firm event, you will want to make sure you shield your clients as much as possible while remaining honest about the challenges your team is facing. If this event is something that reaches far beyond your firm, and they have been affected too, it will be imperative that your case managers and/or paralegals connect with them and update their files with what is currently going on in their lives.
Intake Support: We know intake is the life and blood of your firm. Without that team, you have no cases. The firm may not be in a position to open the floodgates and begin retaining the same number of cases as before, as your case management team is already going to feel the pressures of managing their current caseloads. However, there should be a plan in place and communicated to intake and case management on how the firm will continue getting new business. Maybe you briefly tighten your case criteria so you are only retaining top-tier cases. You may also look into hiring an answering service or, if you already have one, routing calls to them for assistance with screening. These measures can help alleviate some pressure on your intake team, and they also could be used as a resource to allow your intake team to temporarily help in current client contact, depending on the number of cases your firm has.

Learning and Improving

Business is back up, and you can finally take a breath before returning to your initial evaluation. The focus now is to identify the strengths and weaknesses in the preparedness of the firm as well as the execution of your recovery strategies. What went well? What could we have done better? Continue to collaborate with your team. Get their feedback and suggestions. Now is a time for innovation, and what better way than to have your entire team be a part of the solution moving forward? If you did not have a disaster preparedness plan in place prior to this event, now is the time to create and implement one. Review it with your team and regularly update it based on feedback and emerging trends.

Navigating the aftermath of a crisis requires a strategic approach. Every step plays a crucial role in rebuilding and moving forward. The work does not end once operations resume; rather, it evolves into a cycle of learning and improvement. As you reflect on the challenges faced and progress made, use them as a guide toward a more resilient and prepared future for your firm.

Weathering the Shift: How to Keep Your Team Pumped Up Through Seasonal Changes

Fall is finally here, and although the weather does not feel like it everywhere, rest assured your team feels the woes of the fourth quarter, and seasonal depression is right around the corner. As cooler weather sets in and the chaos of the holidays looms, finding ways to embrace the changing seasons can help to motivate and re-energize your team. As business owners, it’s critical to understand that Q4 can be a challenging time for team members. They are striving to achieve year-end goals, managing the demands of clients, and likely navigating a hectic personal schedule as the holiday season approaches. The insurance companies are eager to clean up their books before the year’s end, leading to the frenzy of obtaining and summarizing medical records for our case managers and paralegals.

It’s a stressful time, both inside and outside the office, with kids preparing for winter break and the hustle and bustle of holiday preparations. Considering these challenges, it’s crucial to explore fresh and creative ways to motivate your team, providing the encouragement they need to power through this final stretch. Let’s dive into some inspiring ideas!

Seasonal Team Building Activities

Embracing the spirit of the season while promoting teamwork and collaboration can lead to a more engaged, motivated, and productive workforce. It’s about harnessing the collective energy of your team members and guiding them toward shared objectives. As we transition into this part of the year, it’s a perfect time to introduce some seasonal team-building activities. These activities are not merely fun diversions, but strategic initiatives that foster communication, improve problem-solving skills, and reinforce the bonds between team members. For each of these activities, consider pairing or grouping team members together who don’t often get the chance to work with each other closely. That strategy can help to expand your foundation and build a stronger, better team. Let’s explore some festive yet effective team-building activities tailored for the season.

Winter-Themed Scavenger Hunt:

Organize a fun scavenger hunt in your local area, complete with winter-themed clues and challenges. It’s a fantastic way to get your team out and about in your community, enjoying the season’s beauty while building camaraderie (and possibly supporting local businesses along the way!)
Holiday-Themed Escape Room:

Challenge your team’s problem-solving skills with a holiday-themed escape room. You can choose to do this in-person or virtually to accommodate various preferences and work arrangements.
Team Volunteer Day:

Encourage your team to give back to the community during the holidays. Whether it’s volunteering at a local shelter or participating in a charity event, this not only fosters team spirit, but also spreads the joy of the season.
Firm Retreat or Team Outing:

Firm retreats and team outings can go a long way towards building a more committed team. Begin by setting goals for the upcoming year, and then indulge in some post-meeting fun. Activities like ice skating, a trip to an arcade, or any other team-building adventure can add an element of excitement.

Festive Learning and Development Opportunities

As we navigate the challenges and opportunities of the holiday season, it’s essential to consider how we can leverage this unique time of year for the benefit of our team’s growth and development. This doesn’t have to simply be a season of survival. It can be a season of growth! The festive season offers a wealth of opportunities to integrate learning into fun and engaging activities, supporting both personal and professional development. Let’s delve into some innovative ideas for festive learning and development opportunities that not only foster new skills, but also celebrate the spirit of the season.

"12 Days of Learning" Program:

Launch a special program where team members can access holiday-themed courses or webinars relevant to different departments of the firm. These programs can promote continuous growth and knowledge sharing, strengthening your team’s expertise.
Holiday Book Club:

Start a holiday-themed book club where team members read and discuss a book related to their field or personal development. This encourages continuous learning and opens up interesting avenues for discussion and knowledge exchange.
Interactive Workshops:

Arrange interactive workshops where team members can learn a new skill or refine an existing one. These workshops could be directly related to their work or more festive, like a workshop on holiday crafts or cooking. This not only helps in skill development, but also adds a fun element to the learning process.

Holiday-Themed Challenges and Rewards

As the end of the year approaches, it’s a great time to introduce some holiday-themed challenges and rewards. This not only gives team members a chance to show off their skills and competitive spirit, but also allows them to reap the benefits of their hard work and dedication. The goal is to create a work environment that feels festive, fun, and rewarding, thus keeping morale high during this busy quarter. Now, let’s dive into some specific challenges and rewards that can bring this idea to life.

Holiday Recipe Challenge:

Encourage team members to share their favorite holiday recipes. This can be a delightful way to promote diversity and can be done both for virtual and in-house team members. Share the joy of food and tradition.
Winter Decoration Contest:

Spice up your office space or virtual workspaces with a winter decoration contest. Offer rewards like gift cards, holiday gift baskets, or even extra time off to the winners. This friendly competition promotes team bonding and adds a festive touch to the workspace.
Ugly Holiday Sweater Contest:

Inject a dose of holiday spirit and humor into the workplace with an “Ugly Holiday Sweater” contest. Invite team members to sport their wildest, most festive sweaters and award prizes for the most creative, funniest, and ugliest sweaters. This activity promotes a light-hearted, festive atmosphere and results in lots of laughter and memorable photo opportunities.
Gift Exchange Game:

Organize a gift exchange game like “Secret Santa” or “White Elephant.” This tradition brings a sense of anticipation and fun into the workplace. Set a budget limit to ensure fairness, and consider offering a reward for the most thoughtful or creative gift.

Personalized Seasonal Perks

Personalizing the perks offered during the holiday season can significantly boost team morale and aid in retention. By tailoring these benefits to suit individual needs and preferences, we can create a more inclusive and motivating environment. It signals to the team that their unique contributions and personal needs are recognized and valued. Get to know your team members on a personal level and tailor incentives to their preferences.

Stock Your Breakroom:

Consider providing the team with their favorite seasonal coffee blends or snacks. This perk can serve to bring your team together, encouraging connection and camaraderie.
Personalized Holiday Gift Boxes:

Acknowledge the unique interests and tastes of each team member by sending personalized holiday gift boxes. These could include a variety of items, such as gourmet chocolates for the sweet tooth, a favorite local snack, or a popular book in their field of interest.
Flexible Holiday Leave:

Recognize the importance of personal and family time during the holidays by offering flexible holiday leave. This perk takes into account individual commitments and preferences, allowing team members to schedule their leave in a way that works best for them and their loved ones.
Subscription Services:

A personalized subscription service can make for an exciting and ongoing holiday perk. Whether it’s a monthly audiobook service for the bookworm, a gourmet food delivery service for the foodie, or a subscription to a fitness app for the health enthusiast, these services can show team members that their personal interests are valued and appreciated.

It’s these personalized touches that show you value and appreciate your team’s individuality, making them feel truly motivated and cared for.

Make the Most of the Season

As the days get shorter and the holidays draw nearer, remember that your team’s enthusiasm and dedication can be ignited by these creative and thoughtful gestures. Let these seasonal initiatives be not just once-a-year activities, but a springboard for a culture of continuous engagement, learning, and recognition. Remember, the goal is not just to make the holiday season more enjoyable but to foster an environment where team members feel valued, empowered, and part of a thriving community all year round. So, go ahead, implement these ideas, and watch as your team not only conquers Q4 but does so with a spirit that thrives in the face of the season’s challenges. Here’s to a productive end of the year and an even more prosperous new year filled with growth, success, and team spirit!

Creating and Nurturing Unforgettable First Impressions - Part 2 of 2

Welcome back to the second part of our two-part series, “This Moment Matters: Creating and Nurturing Unforgettable First Impressions.” In this installment, we shift our focus outward, emphasizing the significance of first impressions made with clients and the community at large. You have likely spent big money on marketing and advertising, now let’s make sure you are working toward building strong relationships with your potential and current clients from the outset.

In the first part of this series, we delved into the internal dynamics of your law firm, exploring how leaders can foster positive impressions among their team members. Now, it’s time to take those principles and apply them to the broader landscape.

As a law firm, every interaction you have is an opportunity to build trust, establish credibility, and create lasting relationships. Whether it’s your first meeting with a potential client or your involvement in a community event, each moment holds the potential to shape perceptions about your firm.

We’ll examine the art of creating and nurturing unforgettable first impressions by applying simple and practical tips and strategies that will help your law firm stand out and leave a positive, lasting impact on everyone with whom you interact. Let’s explore why this moment truly matters.

Is our space sending the right message?

As a firm owner, it is essential to consider how relatable and approachable you and your firm are to your clientele and the demographic of your area. Take a moment to evaluate your office environment:

Is it stuffy and intimidating with little to no art on the walls and uncomfortable chairs? or Is it an inviting and warm space that nurtures meaningful interactions?
Do you have an area for kids should they need distractions while their caretakers are meeting with the lawyer?
Do you have an electronic check-in method in place or a warm smiling face greeting your guests who walk in?

Creating a welcoming atmosphere can go a long way in building trust with potential clients and cultivating lasting impressions.

Think outside the box

Don’t overlook the importance of the “Director of First Impressions” role within your firm. At Vista, we love the title Director of First Impressions over more traditional titles like Receptionist or Administrative Assistant. This position holds significant value in shaping the initial perception of your firm. Get creative as a leader and frame it as one of the most crucial positions within your organization because, in many ways, it is.

The Importance of Your Director of First Impressions:

First point of contact: This individual is often the first point of contact for potential new clients, current clients, and service providers, whether via phone or in person. Their ability to create a positive and professional experience sets the stage for further interactions.
Building relationships: This person often builds relationships with people in your building. Think about when mail is delivered to the wrong location or a visitor to the building is lost and enters your office. Their interactions contribute to a positive office environment and reflect the professionalism of your firm.
Team engagement: Your team members frequently stop by their desk when entering or leaving the office, engaging in casual conversations. These interactions are more impactful than you might realize. By empowering this position, you encourage a positive work culture and strengthen team cohesion.

What can you do to ensure this person excels in their role as the Director of First Impressions?

Recognition: Provide them with a name block that sits proudly on their desk. This simple gesture ensures that everyone who enters your office knows their name, reinforcing their importance in your firm.

Continuous development: Invest in their professional growth. Encourage them to attend relevant workshops, seminars, or conferences. By expanding their skills, they can deliver an even better first impression.

Empowerment: Give them the autonomy to make decisions that positively impact the first impression of your firm. Trusting their judgment will enable them to take ownership of their role and contribute more effectively to the overall success of your firm. I had someone in this position who would bring her own flowers in to decorate the office and had holiday décor for every occasion. It was such a personal touch for the front office that made a difference for not only our visitors but also our team members.

Efficient and personal client contact

When we meet with firms and ask what their mission statement and core values are, we often hear something akin to, “we are here for you,” or, “we fight for you.” What does this look like at your firm? When you assure your clients that you are there for them and will fight for their rights, it is essential to back up those words with tangible actions. One way to achieve this is by implementing a structured communication process. Consider implementing a 30-day paralegal/case manager and 60-day attorney client contact system. This goes beyond routine check-ins and ensures the case is moving forward. It involves getting to know your clients on a personal level and understanding how their injury has impacted their lives.

Remember too, your clients want to hear from their entire legal team, so attorneys should also take the initiative to pick up the phone and talk to them personally. We understand clients can sometimes get carried away and what we intend to be a 10-minute call can easily turn into an hour. It is important prior to making these calls that you develop talking points or templates to help guide the conversation. The goal in client contact is not always just to provide a case update, rather, to be actively listening and learning about their life. By doing so, you can better advocate for them, using their unique circumstances to strengthen your legal approach.

Following up active listening with thoughtful gestures

If your firm is not already sending birthday, holiday, and anniversary cards to your current and past clients, I recommend starting there. A simple act like receiving a card from their lawyer can make a lasting impression, especially if it is the only card they received that year. Additionally, in your monthly/bi-monthly conversations, you are likely to learn of recent or upcoming milestones in your client’s life, and it is important to acknowledge these when you can. Whether it is the birth of a baby, graduating from high school or college, purchasing a house or car, or even the death of a family member, acknowledging these significant moments in their lives with a handwritten card or small gift demonstrates you care, you are listening, and you are paying attention to detail. The small stuff matters!

Send them off with swag

Most clients are the happiest they will be when they come to your office to receive their check. Maximize this by conducting in-office disbursement as often as possible. Provide swag bags with your firm logo on items that you can hand to the client with their check, and of course, ask for a review or testimonial if they are a good fit for one. When clients receive items bearing your company’s logo, it serves as a constant reminder of their positive experience with your firm. These items act as mobile advertisements, spreading awareness about your services wherever they go. Clients who proudly use or display these branded items become walking ambassadors for your firm, unintentionally marketing your business to their friends, family, and colleagues. The ripple effect of this ongoing marketing is invaluable, as it helps expand your reach and attract new clients who have been influenced by the endorsement of those who have already had a positive experience with your firm. By providing clients with logo-branded items, you create a lasting impression and harness the power of word-of-mouth marketing, ultimately leading to the growth and success of your business.

What is the impression you and your law firm are giving to your community?

Running a business of law is not just about winning cases. Your impact can reach far beyond the courtroom or the brick-and-mortar walls of your office. By actively engaging and supporting local initiatives, you demonstrate your commitment to the people you represent and attract clients who appreciate your involvement. I challenge you to take this thought process a step further. Sure, writing a check to a local organization in need and getting a 15-second spot on the local 6:00 pm news is great, but don’t you want to be known for more than that? Consider combining your charitable donations with volunteering. Instead of just writing that check, get involved in community events and causes that align with your values. This hands-on approach allows you to connect with people on a more personal level and understand the challenges they face.

Get out in your community and become a familiar face that’s not just on tv. Attend events, sponsor local sports teams, pick a new charitable initiative each quarter, and participate in things that allow you the opportunity to create authentic connections and continue building a positive reputation. When your firm is actively involved in charitable efforts and community engagement, it fosters a sense of trust and credibility. Potential clients are more likely to choose a firm they perceive as caring and compassionate. So, take a step back and assess the impression your law firm gives in the community. Ask yourself if you’re truly relatable and approachable. Evaluate how you’re giving back and ensure that your efforts are sincere and impactful. By combining charitable donations with volunteering, and actively participating in community events, you can create a lasting positive impression on both potential clients and the community as a whole.

Three steps to ensure you don’t start behind the eight ball:

Creating unforgettable first impressions starts with you and then your team. You set the stage for a positive reputation within your firm.
Following through on client contact goals and getting to know your clients on a personal level allows you opportunities to provide exceptional customer service by celebrating their wins and mourning their losses alongside them.
Be who you say you are. As you interact with the community, be true to your firm’s values and mission. Consistency in your actions and words builds trust and reinforces the lasting impression you aim to create.

Ultimately, creating a lasting impression with clients and in your community starts with you. It is important to be consistent in the message that comes from your firm’s values, mission statement, actions, and words. By following through on client contact goals while actively engaging in meaningful conversations with them, you can help foster trust between the lawyer/legal team and the client. You can leave behind a lasting impression of your law firm that transcends the expected and elevates your brand!

Creating and Nurturing Unforgettable First Impressions - Part 1 of 2

I have worked in personal injury law firms ever since I was a teenager. Each law firm provided exposure to a variety of things, but my fascination was never on the legal side, which hints at why I never went to law school. I loved learning the intricacies of running a business and managing people. The operations, processes, pipelines, and data get me so excited…I am not sure anyone who knows me is shocked I ended up with Vista. More importantly, I love getting to know and understand who firms are and why they do what they do. During a Vista Needs Assessment, we get to meet with people from each department of the law firm. From the owner(s) to the intake specialists, these encounters give us a bird’s eye view into the day-to-day challenges a team faces, in turn aiding us in drawing our road map to navigating the needs of the firm once we transition to ongoing consulting work.

Many firms grow so quickly they implement systems and processes that are band-aids rather than long-term solutions. This requires us to peel back the layers of the firm to inspect the current foundation. I have seen, over the years, how easy it is to let the chaos of running the business consume you, making you forget your original drive and passion. As we meet with firms across the country and start peeling back their layers, one of my favorite questions to ask the owner(s) and/or partner(s) during an assessment is, “Why personal injury? Why did you want to go into this area of law?” These two questions often bring a thoughtful pause, but the general consensus we’ve heard from our amazing clients tends to be focused on helping people.

You couldn’t script this any better

I have recently gotten into the series Suits on Netflix. Despite the parallels between the show and my career path, it took me 12 years to succumb to the pressure of watching, and now I am hooked. The other night my husband and I were watching an older episode in which Harvey is explaining the importance of first impressions to Michael, a lawyer who is not really a lawyer… or maybe he is? I digress – Like I said, 12 years behind on this series. Harvey tells Michael, “First impressions last; if you start behind the eight ball, you will never get in front.” I loved this quote, enough to write a blog series around it, because I have seen how first impressions go so far beyond the initial encounter. In this industry, your first impression may be made in your marketing or advertising efforts and strategies, but how do you ensure your first impression is a lasting one? An authentic one?

To get you thinking about the first impression you/your firm gives to team members, potential/current clients, and your community, let’s highlight some best practices for each. In the first of this two-part series, I’ll focus on the impressions made internally at your law firm, specifically between leaders and their team members. In next week’s blog, we’ll peek outside your team and see how well you’re doing at first impressions with clients and with the community at large.

You‘re not just setting an example; you’re setting the standard

As a leader of your law firm, you have the power to shape the first impression you make on your team. In the realm of leadership, first impressions are not just about personal charm or charisma. They form the foundation of your credibility and influence as a leader. The initial interaction you have with your team can set the tone for your entire working relationship. It’s your opportunity to establish trust, communicate your vision, and demonstrate your commitment to the team’s success. A positive first impression can ignite enthusiasm, encourage open communication, and foster a culture of respect and collaboration. Simply put: The way you show up and interact with your colleagues sets the tone for their engagement and commitment to your firm. So, strive to make your first impression a powerful beacon that guides your team toward shared goals and achievements. Let’s explore four key elements that contribute to a lasting first impression and how you can sustain them with best practices.

Be dependable:

Your team relies on you to be accessible and available when needed. They need to know they can really count on you. By showing up consistently and being there to support your team, you demonstrate your commitment to their success. Remember, how you show up for them directly impacts how they show up for you.

Be reliable:

Set clear goals and Key Performance Indicators (KPIs) for your team, and establish incentives that reward achievements. Following through on your promises when these goals are met reinforces your reliability as a leader and will serve as a continuation of that great first impression you made. This fosters trust and motivates your team to strive for excellence.

Be an active listener:

Active listening involves fully focusing, understanding, responding, and then remembering what is being said. By actively listening during initial interactions, leaders demonstrate respect for their team members’ ideas and concerns, fostering an environment of open communication and mutual respect. This can significantly enhance team members’ trust in their leader, laying the foundation for a positive and collaborative working relationship.

Be supportive:

Be generous with growth and continuing education opportunities for your team. None of us, leaders included, can grow by standing still. We must always strive for more knowledge, more experience, and more challenges. When your team feels supported in their professional growth and development, they are more likely to deliver exceptional service to your clients and remain loyal to you as a leader. It’s a win-win situation, as your clients benefit from your team’s expertise, and your team feels valued and motivated.

Making a strong first impression as a leader is about establishing credibility, communicating your vision, and fostering a collaborative work culture. It sets the stage for your leadership journey and can significantly impact your team’s dynamics and productivity. Starting relationships off on the right foot with your team members is vital for the ongoing success of your law firm.

However, the sphere of influence extends beyond your immediate team. So, how do you fare when it comes to creating first impressions with clients and the community? Stay tuned for next week’s blog, where we’ll expand our perspective and delve into the art of making impactful first impressions outside the confines of your team. You won’t want to miss it. Remember, every interaction is an opportunity to leave a lasting impression, so make each one count.

Breaking the Stigma and Driving Change: Millennials, Mental Health, and the Workplace

Known as millennials, we belong to the generation born between the early 1980s and the mid-1990s. We grew up in a time of rapid technological change and are known for being highly connected and informed. Despite our many positive attributes, we are often stereotyped as overly confident, entitled, and lazy. There is a misconception that our parents lacked authority in raising us and treated us more like friends than children. (I can assure you this particular stereotype was not based upon the household in which I was raised.) Unfortunately, the term “millennial” is frequently used in a negative connotation. As a millennial, I am eager to highlight how we are positively impacting the world we live and work in, particularly with regard to mental health.

Millennials have been instrumental in changing the workplace and the way mental health is viewed and addressed. Providing a greater awareness and de-stigmatization of mental health, increased focus on work-life balance, improved technology and better access to information and resources, social activism and the push for open, frequent communication, our generation has pushed forward the quality of life for many modern professionals. Millennials continue to drive a shift in the workplace culture towards a more inclusive, supportive, and mentally healthy environment.

Let’s break down the ways this generation has helped bring change to how mental health is viewed in the workplace:

Greater Awareness and De-stigmatization of Mental Health

While social media brings about many challenges, it has also provided us with a personal platform to express ourselves and has given us access to millions of other peoples’ stories. We’ve grown up in an era where mental health issues have been more openly discussed and accepted compared to previous generations. From celebrities to star athletes, people are opening up about their struggles. The world watched as Simone Biles, seven-time Olympic medalist, pulled out of the all-around Women’s final in the 2021 Olympics because she wanted to focus on her mental health. Public acts of bravery in sharing something so personal are annihilating the stigma that surrounds mental health. This kicks down doors, allowing others to be liberated in sharing their own struggles and devoting the time and energy necessary to promote their own well-being. By advocating for mental health awareness and support in the modern workplace, millennials are helping to create a more compassionate and empathetic workplace culture. This culture encourages all employees to prioritize their mental well-being and seek help when needed.

Increased Focus on Work-Life Balance

This is where I often hear the negative comments that millennials are lazy and do not want to work. I’m not naive; I know we were fortunate to grow up in an entirely different world than those who came before us. We didn’t have to navigate the Great Depression or World Wars. We have the luxury of being able to prioritize our mental health just as we do our physical health. In doing so, we advocate for work arrangements that can help reduce stress and burn out. Our generation and younger generations want to work for stable companies on growth trajectories that value and provide health benefits, flexible work schedules, and significant PTO. As an employer of these younger generations, you can see that as a negative, or you can think outside the box in order to attract top-talent.

It’s no secret that health insurance benefits are expensive for employers, so get creative. More companies are beginning to offer mental health benefits as a way to take care of employees. Look into ways to provide opportunities for exercise, meditation, and mindfulness practices for your team members during the work day. Give one or two days a quarter for your team to use as a mental health day, allowing them to take a break from work and recharge. From therapy sessions provided by employers and employer-sponsored health insurance benefits that cover mental health services, to discounts for yoga classes and gym memberships, we are seeing a shift in the way companies approach mental health, and we encourage wider adoption of these practices. If you don’t provide more thoughtful and out-of-box benefits than you did in years past, you could be losing out on incredible talent. Members of these younger generations aren’t afraid to change jobs when their careers do not align with their needs and values.

Improved Technology and Access to Information and Resources

The advancement of technology has drastically improved the ability to access information and resources related to mental health. Growing up, my brother and I heard stories from our grandparents and parents about bag phones. In writing this blog, I wanted to know when the first mobile phone call was made. Straight to Google I went and according to Smithsonian Magazine, “the first mobile phone service, for 80-pound telephones installed in cars, was demonstrated on June 17, 1946, 75 years ago.” EIGHTY pounds, are you kidding me? Now, we walk around with handheld computers that you can purchase as a mini or a max, eager to provide us with any information we want and need within seconds, giving us greater access to information and resources related to mental health. We have access to apps, websites, books, articles, and videos right at our fingertips. We are able to educate ourselves on the signs, symptoms, and potential treatment options available for mental health struggles and conditions. I can ask Google to find a therapist near me or help to give me tips on how to navigate feelings of anxiety. By utilizing our phones for this information, we are also given more anonymity which makes us more likely to seek out information about mental health and better equips us to identify and address mental health issues in the workplace. We can access online mental health services that provide anonymous counseling and support. Technology also allows us to connect with like-minded people from all over the world who may be experiencing similar issues or have gone through similar experiences. These connections that technology has provided make it easier for us to find resources, talk about our problems, and create a sense of community.

Advocacy, Activism, and Open Communication

Millennials are known for being socially and politically engaged, and this activism has extended to mental health issues in the workplace. We are, some would say, exceedingly vocal about the need for better mental health resources and benefits in the workplace. In fact, we demand it. The status quo has never appealed to us. Our eyes are always focused on how things can be better, not just for ourselves but for our communities, both large and small. We advocate for changes that can help support the mental well-being of ourselves and our team members. In addition to flexible work arrangements and work-life balance, we want open communication and transparency in the workplace. We want to have honest discussions about our performance and how our work plays into the bigger vision of the organization. We want clear goals and frequent check-ins with our supervisors and management. In providing clear goals, firm owners and leaders eliminate the argument surrounding flexible work arrangements. If your team members are hitting or exceeding their goals, you worry less about them being in the office. When you open the door to communication and transparency in the workplace, you help reduce stress and improve morale. This includes encouraging honest discussions about mental health, reducing the stigma around mental health conditions, and creating a culture of support and empathy.

In breaking the stigma that surrounds mental health, millennials and the generations who have followed them have helped drive major change in workplace culture and the world as a whole. As more and more companies recognize the importance of mental health in the workplace, we can expect to see changes continue to evolve and expand. We have all learned over these last few post-Covid years that talent acquisition is increasingly difficult in all industries. That’s likely not going to change any time soon. As a firm owner, take time to consider the ways your law firm views and addresses mental health. Venturing outside the box may be a critical step in setting your firm up for continued success. Meet with your leadership team to come up with ways your firm can cultivate a culture that promotes mental health benefits.

It’s clear that there is still much more work to be done when it comes to improving workplace culture with regards to mental health, but we’ve come a long way since bag phones! By taking vital steps today, you can ensure your law firm remains competitive by cultivating an environment that promotes positive employee wellness initiatives.

Batten Down the Hatches: Is your law firm prepared for a disaster?

Uneventful, seemingly steady times can lull firm leaders into a false sense of security. They can impact a firm’s ability to be prepared should a crisis or catastrophe arise. It’s critical as business leaders to put solid plans of action in place in the event of a natural disaster, pandemic, act of violence, or other unexpected event. Let’s start by asking a few key questions:

The hope is your law firm made it through Covid unscathed, but are you ready should there be another pandemic that forces lockdowns or inhibits access to the office?
Do you have cyber security measures in place in the event your firm experiences a data breach and/or a ransomware attack? Is your team undergoing cyber security training regularly?
In the event of a natural disaster, is there a plan in place that ensures you have ways to communicate with your team and your clients on the status of the operation so your firm does not face a detrimental business interruption?
What about the security of your building; do you have a way to quickly notify your team of emergency situations and feel confident they have the knowledge of what to do to stay safe in your office?

If you answered no to any of the above questions, you should feel a strong sense of urgency to act now and create plans for all possible worst-case scenarios. Often, we know firms have some measures in place, but they are not updated or frequently reviewed with their team. That’s a vital mistake. It is no question many of us walk around with the mindset that something terrible will never happen at our place of work. Sadly and too often, it’s truly not a matter of “if” these things happen, but rather “when.” No matter the size of your business, your firm should have robust disaster response and preparedness plans in place.

Cyber Security

During my tenure in law firm administration, I received countless emails that appeared to be coming from my team and attorneys. These emails consisted of requests to update payroll information and sometimes asked me to click on a fake ShareFile link to upload file information. My team received these emails on a regular basis as well. Scammers have gotten savvy with their phishing schemes, and they are much harder to detect than those of 5-10 years ago. Once you fall victim to one, it is difficult to know the full extent of the damage and stolen information. When a user’s account has been compromised, their email can then be used to send additional phishing emails to those inside and outside the organization. This can be embarrassing to your firm when other attorneys or offices call to determine the legitimacy of your emails.

How do you stay vigilant and prepare your team?

First, your IT department or company, if outsourced, should have emails that come from outside the organization flagged. Visually, this can look different based on what your company uses for email. The word EXTERNAL can be in the subject line, in the body of the email, and/or out to the side of the email in your inbox, as seen below.

External Tag example — Example of inbox with the external tag.

The [External] tag does not mean the message is a scam. It is to help the recipient remember to stop and consider if they know the sender and if they were expecting an attachment or link sent from them prior to opening/clicking on anything. If the email appears to be a scam, the recipient should notify their systems administrator, who can contact the IT department so the team is all on notice.

There are several security training platforms your IT company can investigate and implement at your firm. These platforms will proactively train your team on how to identify a phishing email or encrypted attachment by automating simulated phishing attacks for your team. Reporting is often provided to show how the team did. This helps management identify weak areas to focus on and provide additional training as needed. If you’d like to go a step further, which we recommend, many of these companies also offer compliance training software. As with any new software implementation, it is important to communicate the why behind it to your team. You want them to understand this is an additional layer of protection for the firm and clients. This is not being used to track their computer, and it is not a reflection of their work.

Crisis Communication Plan

In the event of a natural disaster, there may be mass power outages, flooding, and overall destruction. It would cause me a lot of anxiety not knowing what is going on with my job and my colleagues. Additionally, during these times, your clients may be struggling to contact you and wondering, “How does this affect the trajectory of my case?” When creating your firm’s disaster response plan, it will be important to lay the foundation of solid communication – who notifies who and how they are doing it?

Today, we are all more connected than ever with our cell phones and social media, making two-way communication that much easier. At some point in time, I am sure you have received an automated text message that reminds you of an upcoming appointment. This automation can also be set up for your company. There are several online platforms you can utilize for this.

Pro tip: You can also use the software for automated surveys or other communications to your clients. Just make sure they opt in first!

Messages can be customized to mass update your team. If your firm is smaller and cannot justify this expense, create a simple telephone tree.

The firm’s social media profiles should be utilized to post updates on the status of your office(s) and operations. If your hours change or if your office experiences damage that will prolong office services, you can quickly notify everyone with a status update, tweet, or Instagram post. While many people do have cell phones and social media access, there are some who do not. As an extra layer, it would be beneficial to record an automated voice message that notifies clients or providers when they contact your firm what the status of operations are. If this becomes prolonged, you will want to make sure you update the recording often. These measures will provide a solid foundation for communication to continue in times of chaos.

Office Security and Safety

In recent news, we learned of a tragedy in which an attorney lost his life when a client opened fire inside of one of their office locations. This unthinkable act of violence was a devastating blow to the attorney’s family, firm, and legal community at large. Our condolences go out to everyone involved. While this senseless act shook all of us and we hope these things will never happen, the reality of the situation is it could happen to any office, in any profession, by any individual, whether it is a client, a service provider, or a random stranger. Of course, not all tragedies can be avoided, but there are measures that you can take to keep your team as safe as possible.

The security of your building will look different depending on the size, location, and layout. If your office is in a larger building, you likely have a landlord that facilitates security measures for your suite through a third-party vendor. If you are in a stand-alone building where your firm is the solo occupant, you likely have security measures in place through an outside company. No matter the size of your practice, if you are utilizing a third-party vendor for security, consider asking what additional security measures they offer and choose what works best for the size of your firm.

In larger buildings, many office suites already have electronic locks on the doors that you can automate with the security company that installed them. We would recommend keeping your suite locked at all times. Your team can use a fob or code to gain access, and expected visitors can be provided with a temporary code ahead of time or have a way they can alert someone to their arrival and be let in. If it is an unexpected visitor, investigate a call box where the receptionist can speak to them to determine their needs prior to entering the office. You might even consider a panic button up front where reception sits that locks down your entire office while alerting your team members and local law enforcement that there is a threat. While we understand these measures can add an impersonal touch to your office environment, or a lot of hoops to jump through for your clients and potential clients, they are becoming necessary. Team members and clients may feel more at ease and safe with these types of measures in place.

Standing Strong

It is noted in an American Bar Association Center for Professional Responsibility publication that the Model Rules of Professional Conduct are broad enough that certain inactions of a lawyer as it pertains to preparedness for disasters could lead to an ethical violation. This is one of many reasons you want to ensure your firm has a plan and it is reviewed often by the team. If you are wondering where to start, you can check out the American Bar Association Committee on Disaster Response and Preparedness online. There you will find several resources, including guidelines on disaster planning, issues in cyberspace, and guidance on creating a Business Continuity plan.

We cannot predict the severity of bad weather, the next major cyber attack, or the varied threats that loom in the day-to-day world. As leaders of your firm, you should stay up to date on safety measures and do everything you can to prepare your offices and team members. Keeping you, your team, and your clients safe should be a paramount priority.

Investing In Your Team: Why It’s a Win, Win

It is no secret that finding, hiring, and, most importantly, keeping great team members has become harder since the pandemic. There are many factors that play into this, so how do you make yourself an appealing employer that retains new talent and keeps the great talent you already have?

The answer is simple: Invest in your teams’ growth and development!

At Vista, we believe that investing in your team members is a win, win. By doing so, you are ensuring your firm and your clients are represented by the best talent, and you are showing your team that you care about them and want to provide them with avenues of growth. Top talent hungers for growth. There are several ways to do this, but in this blog, we want to focus on providing impactful continuing education opportunities for all team members. The opportunities are plentiful, and not all of them require an extensive budget. With lunch and learn events, certified education courses, guest speakers, and the utilization of subject matter experts on your team, you can provide new knowledge, helpful reminders, and creative solutions to all employees.

Cross-Departmental Knowledge Sharing

Hosting a “lunch and learn” within your office is undoubtedly the easiest way to provide a continuing education opportunity for your team. The topics and subject matter are plentiful for a plaintiff personal injury firm. Each department plays a vital role in moving a case from intake to disbursement. Depending on the size of your firm, many team members in different departments may not know how other departments play into this process.

What better way to bridge the gap than to have department leads or managers host a lunch and learn to explain what their team does? We find these to be successful and have a high level of engagement. This is an easy way to cultivate relationships across departments, in turn strengthening your firm culture and avenues of communication.

Pro Tip: It is best to choose one topic within the process to focus on at a time.

With all lunch and learns, it is important to provide reference materials and examples for the team to follow along. This ensures understanding and gives them something they can look back to in the future for reference. Going a step further, you might consider providing a “Certificate of Completion” to team members after they have attended. While it may seem cheesy, the sheet of paper is something tangible for your team; a visual representation of what they have achieved by attending the lunch and learn. Don’t underestimate the power milestones and achievements can have on your team.

Bringing in Outside Talent

Your case managers and paralegals may benefit beyond interoffice sharing by bringing in outside sources to speak with their teams. A few examples of topics that are always good to stay up to date on are liens, estates, and subrogation. Since they tend to be heavy on subject matter, we recommend breaking them down into quarterly meetings, highlighting different areas within each topic to maximize the knowledge share.

We have also seen firms bring in doctors and nurses to help teams understand the intricacies of traumatic brain injuries resulting from a car collision. This is not only a great opportunity for your case managers but also for your attorneys. The better educated they are in these matters, the better an advocate they are for your clients.

Consider Sales-Focused Training

Intake can be one of the harder departments to train, as we know every phone call presents a new and different situation. Your intake department requires knowledge in all practice areas of your firm and sometimes beyond if you are heavy on referrals. Intake is the sales end of the legal business, so why not provide them with quarterly sales training? Although all sales are not the same, the concept is.

The goal is to provide the prospective client with confidence while making your firm the most attractive option to help with their situation. While conducting sales training for intake, it is important to ensure the tactics align with your brand, and there should be an emphasis on the development and cultivation of emotional intelligence. Intake is often repetitive and can become oppressive after listening to so many callers. Because of this, it is not uncommon to have a specialist become disingenuous, detached, or disillusioned. Retention is always the goal, but listening, understanding, and empathizing must remain at the forefront of intake. Depending on the caller, the approach the specialists take will sound different. For example, retaining a hernia mesh case will not sound the same as a catastrophic motor vehicle crash. It is important the specialist knows the difference and handles it accordingly.

Getting Certified

Finally, we often hear of Continuing Legal Education (CLE) for attorneys, but did you know there are similar opportunities for paralegals? While it is not mandatory for a paralegal to be certified, many are. Just like an attorney’s license, paralegals are required to take a set number of hours in continuing paralegal education (CPE) annually to remain certified. Continuing paralegal education requirements may look different from state to state, depending on the local State Bar.

CPE courses are a great way to remain up to date on new laws and regulations, as well as any changes in laws. If you have certified paralegals in your firm, they can access the State Bar website to learn more about the CPE courses currently offered. Covering the expense of CPE courses for your certified paralegals is a great way to continue developing them while pouring back into them as they support your clients.

Make the Investment

The possibilities of investing in your team are endless, and it can sometimes feel a bit overwhelming to come up with and organize lunch and learns or other knowledge shares. Consider creating an interoffice committee to collaborate with your team members to brainstorm on topics and speakers. Don’t be afraid to think outside the box!

While topics directly related to your firm’s work are essential, it can also be impactful to host events that provide knowledge and insight on topics like: leadership, emotional intelligence, personality types, and communication. This critical endeavor will add another level of buy-in throughout your firm. If you are putting in the effort to pour back into your team, you can’t go wrong with whatever avenue you choose to take.