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Protected: Unlocking New Horizons: Why Mastermind Groups Are Essential for Law Firm Growth
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5 min read
Sarah Waggoner
March 6, 2025
Unlocking New Horizons: Why Mastermind Groups Are Essential for Law Firm Growth By Sarah Waggoner Have you ever felt stuck in your practice, solving (or attempting to solve) the same issues over and over without making headway? Maybe the demands of running your firm keep you so entrenched in day-to-day operations that there’s no time to think strategically. Here’s a powerful truth: You cannot solve your firm’s challenges with the same thinking that created them. Albert Einstein once said, “We cannot solve our problems with the same thinking we used when we created them.” It’s a notion that resonates deeply in any leadership role and is especially poignant in the competitive world of personal injury law. To break free of plateaus and move toward meaningful, sustainable growth, you need fresh insights, bold ideas, and perspectives that challenge your defaults. This is where mastermind groups come in. Designed to bring together diverse leaders with one common goal—improvement—mastermind groups enable law firm leaders to tackle challenges, refine strategies, and ultimately unlock the full potential of their practices. At Vista, our bp&i (Best Practices & Innovation) group harnesses this potential and elevates it for plaintiff law firms across the board. What Makes a Mastermind Group Transformative? The idea of mastermind groups isn’t new—Andrew Carnegie famously attributed much of his success to his alliance of thinkers and advisors. His belief was simple but profound: “No man will make a great leader who wants to do it all himself or to get all the credit for doing it.” Mastermind groups are collaborative by nature, providing a structured environment where professionals and leaders from diverse businesses or industries can exchange ideas, offer feedback, and share experiences. For personal injury law firms, this collaboration can tackle broad areas of practice like operations, marketing, financial systems, and scaling strategies. But what makes a mastermind group truly stand out is its ability to transform how you think and operate. A Hub of Diverse Perspectives One of the most significant advantages of a mastermind group is exposure to diverse perspectives. When firm leaders from varying geographies, core practice areas, and case volumes come together, the result is an unparalleled synergy of ideas. Each participant brings something unique to the table, whether it’s campaign-tested marketing strategies, innovative, tech-driven client intake processes, or creative solutions to operational bottlenecks. These fresh viewpoints provide actionable inspiration. Safe Space for Authentic Conversations Law firm leaders often carry the weight of decision-making on their shoulders. A mastermind group offers a rare opportunity to set that burden down and discuss challenges candidly with others who truly understand the landscape. Whether it’s struggles with team accountability or questions about the right time to scale, being in a room with peers who get it fosters deep, honest conversations. I've heard many participants describe it as an essential lifeline for them and their practice. Mastermind members come together to help each other think outside the box, offering fresh perspectives and innovative ideas to tackle challenges. They often identify problems you didn’t even realize were holding you back and provide actionable solutions to issues you couldn’t solve on your own. Through collaboration, brainstorming, and shared experiences, members create a supportive environment where breakthroughs happen, goals are clarified, and growth becomes inevitable. It’s a space designed for transformation and success. Mastermind Groups as Catalysts for Growth The benefits of a mastermind group extend far beyond camaraderie. These groups fast-track growth by offering participants practical advice, strategies, and tools they can implement immediately. Here’s how mastermind groups drive impactful results: 1. Innovative Strategies, Tested by Peers When you surround yourself with innovative minds, the strategies and systems shared don’t come from guesswork. They come from real-world experience. Members bring battle-tested tactics to the table, whether that’s operational systems that boost efficiency, data-backed marketing initiatives, or approaches to scaling that have been refined through trial and error. These strategies clarify the next steps you should take in your firm, cutting through the clutter of information overload and uncertainty. 2. Accountability Breeds Results There’s something about speaking your goals out loud to a group of peers that creates powerful accountability. A worthwhile mastermind group isn’t a passive discussion forum—it’s a place where ideas meet execution. Facilitators and members push each other to follow through on commitments, turning good intentions into measurable outcomes. Need to improve intake processes? Want to upgrade your reporting system? With mastermind support, these goals no longer linger on the “someday” list. 3. Efficiencies That Scale One key topic we see time and again in mastermind groups is efficiency. Many firms seek to grow without addressing inefficiencies that bog down workflows. A mastermind group identifies and fixes these areas, enabling scalable growth instead of compounding chaos. 4. A Roadmap, Not Guesswork Mastermind groups don’t just teach you “what” to do—they teach you “how” to do it, providing a unique combination of knowledge-sharing, mentorship, and accountability. Whether it’s operational streamlining to improve efficiency, leadership coaching to enhance team dynamics, or marketing tactics to drive growth, these groups offer practical advice tailored to real-world challenges. Members leave with realistic blueprints, clear next steps, and the confidence to implement their plans effectively, eliminating guesswork and replacing it with clarity and purpose. Vista bp&i Group—Mastermind Excellence for Law Firms At Vista, we’ve spent years refining the mastermind format to best serve plaintiff law firms. We believe deeply in the power of collaboration, and have been witness to its power to create long-term, sustainable growth. That belief is the driving force behind our proprietary Best Practices & Innovation (bp&i) group. What Makes bp&i Unique? Our BP&I mastermind groups aren’t like any traditional networking event or generic coaching session—they are crafted specifically for the nuances of personal injury law firms. Here’s what sets them apart: Market Exclusivity: We design the groups with non-competing markets in mind, creating an environment of trust and openness without concerns over sharing proprietary strategies. Curated Locations: Collaboration flourishes in intentional, engaging settings. We aim for curated, distraction-free venues where focus and creativity thrive. Actionable Focus Areas: Every session is results-oriented, targeting real, impactful changes rather than surface-level niceties. Exclusive Resources: From tailored materials to expert guidance, bp&i members receive unparalleled access to Vista resources designed to scale law firms effectively. Unlike some generic coaching programs, bp&i isn’t about dictating a one-size-fits-all solution. It’s about assembling leaders unafraid of candid conversations and committed to learning from others as much as they teach. Results That Speak for Themselves Our bp&i groups have yielded exceptional results across operations, financial systems, marketing, and more. Members often report breakthroughs in areas where they’d previously struggled, crediting the collaborative environment for giving them the tools to succeed where they couldn’t before. Whether improving intake efficiency, aligning team goals with firm vision, or refining marketing campaigns to focus on high-value cases, bp&i mastermind sessions consistently deliver outcomes that matter. Is a Mastermind Group Right for You? Mastermind groups aren’t for everyone. They’re for leaders who are ready to grow—and equally ready to be challenged. If you’re stuck in the same thought loops or struggling to break past your current plateau, joining a mastermind group may be your answer. The groups you join should challenge you. They should provide diverse insights into the issues that matter most and offer actionable guidance that propels your growth. Above all, they should leave you asking, “How did I ever do this alone?” Move Beyond What’s Holding You Back Your law firm doesn’t have to face its challenges alone. Running a successful practice comes with unique hurdles, but finding the right support can make all the difference. Joining a mastermind group is about elevating your practice, growing as a leader, and gaining the clarity and strategies needed to see what’s truly possible for your firm’s future. At Vista, we believe in the power of shared insights and meaningful collaboration. That’s why we’ve carefully designed our bp&i group to bring law firm leaders together in the most impactful way. This group is a space to share experiences, tackle challenges, exchange innovative ideas, and build lasting professional relationships. Because when great minds collaborate with purpose and intention, extraordinary things happen. It’s time to join the conversation and unlock new possibilities for your firm. Are you ready for what comes next? Reach out to us today to learn more and take the first step in your transformation. Together, we’ll help you lead your law firm to new heights.
Human Resources | Leadership
The Power of a Good Morning Routine: Why It’s Worth Giving It a Try
Curious to discover the secrets behind the success of firms that have embraced this approach? In this week’s blog, Chief of Team Caroline Younger uncovers the strategies that set them apart.
5 min read
Caroline Younger
March 3, 2025
The Power of a Good Morning Routine: Why It’s Worth Giving It a Try We’ve all heard the saying, “Win the morning, win the day.” It’s a catchy phrase, but for many people, the idea of waking up early, let alone sticking to a structured morning routine, feels overwhelming. This is especially true if you don’t think of yourself as a morning person. Maybe you’re someone who naturally thrives in the quiet hours of the evening or struggles to peel yourself out of bed without hitting snooze several times (like I did today). The good news is morning routines aren’t about turning into a perfect early riser overnight—they’re about finding small, consistent habits that set the tone for the day ahead. Whether it’s taking a few minutes to stretch, planning your day over a cup of coffee, or simply carving out time to focus on yourself, a consistent morning routine can have a profound impact on your productivity, mindset, and overall well-being. Even small changes can make a big difference. In this blog, we’ll explore the power of a good morning routine and why it’s worth giving it a try. Benefits of Waking Up Early: Why You Should Start Your Day Sooner The first hurdle to building a good morning routine is simply getting up earlier. Don’t stop reading—hear me out! Trust me, I get it. The comfort of your bed is practically magnetic in the morning. But before you roll your eyes, consider this: waking up early doesn’t have to mean sacrificing your happiness (or sanity). It’s about creating a morning that works for you. Stick with me: While the thought of setting an alarm for 4:30 AM might sound extreme, waking up even 30 minutes earlier than usual can make a significant difference in your day. Here’s why: More Control Over Your Day: Waking up early gives you a head start before the world starts making demands on your time. Most people are not up yet, so no one is dinging your inbox at 5 AM. You can focus on what matters most without distractions. Increased Productivity: Studies show that early risers tend to be more proactive and organized. Who doesn't want to be more organized? You’re not rushing out the door but instead setting the tone for the rest of your day. Better Mental Health: Having quiet time in the morning to ease into your day can reduce stress and anxiety, giving you a sense of calm before the chaos begins. Improved Physical Health: Early mornings are a great time to exercise, hydrate, and fuel your body properly, setting you up for better energy and focus throughout the day. More Time for Yourself: Let’s face it: once the day starts, your time is no longer fully yours—especially if you have kids or a demanding job. For myself, getting up early allows me to prioritize myself before the day takes over. If I do not pour into me, I am no good in any other area of my life. I like to think of it as filling up my glass to the top to pour from a full glass instead of half. When it comes to work, if you take care of yourself first, you are better equipped to manage client needs, move cases more efficiently, and provide the best possible service without feeling completely drained. Best Morning Routine Ideas to Kickstart Your Day If you’re not sure what to do with this newfound time in the morning, the key is to be intentional. The first 90 minutes of the day are crucial, and while not everyone can commit to that long, even 30-60 minutes can be impactful. Some ideas for how you can fill that time include: Exercise: Whether it’s a gym workout, a yoga session, or a quick run, getting your body moving early boosts your energy and metabolism. Hydrate & Fuel Your Body: Drinking water, making a nutritious breakfast, or having a protein shake can set you up for better energy levels. Cold Plunge or Sauna: These are the latest wellness trends for reducing inflammation and increasing focus. Some swear by the shock of cold water, while others prefer the heat of a dry sauna. I prefer to do neither of these. Cold water sounds awful to me! But if that is your cup of tea, go for it! Reading or Journaling: Starting the day with a few pages of a book or jotting down thoughts and goals can help center your mind. If you are like me, this is daunting; maybe start with just a stream-of-consciousness writing session. Write whatever comes to mind. Meditation: A few minutes of mindfulness can help with clarity, stress reduction, and overall emotional balance. There are so many free apps to help guide you in this practice. Tackling Your To-Do List: Some people feel the most productive early in the morning and use this time to check off important tasks before the day truly begins and your inbox starts to fill up. Tips to Prevent Feeling Overwhelmed One of the biggest reasons people abandon their morning routines is that they try to do too much at once. The goal isn’t to cram every wellness trend into your morning but to create a sustainable habit that works for you. Here are a few tips to help you prevent feeling overwhelmed: Start Small: If you’re used to waking up at 7 AM, don’t jump straight to 5 AM. Try setting your alarm 15 minutes earlier each week until you reach your goal. Pick 2-3 Habits: Rather than trying to fit in exercise, reading, meditation, journaling, and a cold plunge all at once, start with just two or three habits that feel the most doable for you. Be Realistic: Consider your schedule and what is realistic for you. If you know you have an especially busy day ahead, maybe opt for a shorter morning routine or focus on just one habit instead of trying to squeeze everything in. Prepare the Night Before: Set out your workout clothes or plan your breakfast so you’re not scrambling when you wake up. Try Different Things: Don't get stuck on the word "routine." Your morning routine doesn’t need to be the same every day. Experiment with different activities and see what works best for you. This way, you can mix things up and keep your routine feeling fresh. Stay Flexible (Speaking to myself here!): Life happens. Kids wake up early, pets need attention, and some mornings just don’t go as planned. Don’t be discouraged—just do what you can and pivot when necessary. Most importantly, do not quit! Tips for Sticking to Your Goals I recently listened to a podcast by Gary Brecka (also known as The Ultimate Human). He talked about how the first 90 minutes of every day are his and his alone. He said he and his team plan his entire workday around those minutes. Everything else comes second. While that might not be realistic for everyone and can sound extreme—especially parents with young kids—the underlying principle is still valuable. Making time for yourself in the morning, even if it’s just 30 minutes - heck, just 5 to 10 minutes can have profound effects on your day. For me, my “ideal” morning routine looks something like this: waking up at 4:30 AM, heading to an Orange Theory class at 5 AM, getting home by 6 AM, and spending 30 minutes drinking a protein shake or coffee while reading or journaling. But, of course, with two early-rising toddlers and a needy dog, my mornings don’t always go as planned. On the days I do manage to stick to my routine, though, I feel the difference in my energy, mood, and productivity. I’ve also found that taking this time for myself makes me a better professional. When I sit down at my computer after a solid morning routine, I’m more focused, patient, and prepared to handle the challenges of the day. My team relies on me for guidance and problem-solving, and I can serve them better because I’ve taken care of myself first. Building a good morning routine doesn’t happen overnight. It takes trial and error, discipline, and the willingness to pivot when things aren’t working. But the benefits of starting your day with intention and structure are well worth it. So, if you’re not a morning person, give it a try anyway. Start small, be kind to yourself, and adjust as needed. One step at a time, you’ll build a routine that works for you—and you’ll feel the difference in every aspect of your life. I would love to hear from you all. What is your ideal morning routine, and what steps do you take to make sure you are able to stick to it?
Accounting | Case Management | Human Resources | Intake | Leadership | Marketing
Walk a Mile in My Shoes: Strengthening Teams Through Shared Understanding
You have likely heard the expression, “Walk a mile in my shoes.” This phrase carries significant meaning — it encourages us to consider and understand another person’s perspectives, experiences, and motivations before making judgments. But does this concept have a place in the law firm environment? Absolutely! Understanding your employees and co-workers on a deeper […]
7 min read
Guest Author
February 23, 2025
WALK A MILE IN MY SHOES: Strengthening Teams Through Shared Understanding By: Bill Wiggins, Jr., CLM You have likely heard the expression, “Walk a mile in my shoes.” This phrase carries significant meaning—it encourages us to consider and understand another person’s perspectives, experiences, and motivations before making judgments. But does this concept have a place in the law firm environment? Absolutely! Understanding your employees and co-workers on a deeper level allows you to utilize their strengths more effectively while fostering a culture of empathy and collaboration. The same principle applies to firm-wide initiatives and policies. When curiosity replaces judgment, you unlock the path to deeper understanding. This shift marks the beginning of truly “walking a mile in someone else’s shoes.” Discovering the Concept Several years ago, while working in Big Law, I stumbled upon this concept by accident. One Friday afternoon, our Controller called to inform me that the region I managed had more rush check requests on Fridays than any other region. I explained that our practice groups often worked on large M&A deals and real estate transactions, frequently leading to last-minute financial determinations. My explanation helped her better understand why we often submitted requests at the last minute. Curious, I asked why these rush requests posed such a challenge. After all, we were a billion-dollar firm. She explained that her team met with the treasury team every Friday at noon to determine the cash needs for the week’s close. Any last-minute rush requests in the afternoon disrupted their cash allocation process. I was surprised. I had never considered the broader impact of our late requests. She went on to describe the volume of check requests her team processed daily, the number of rush requests they received, and the overall workload their department handled. I was genuinely impressed. That conversation gave me a newfound appreciation for the finance team’s challenges and sparked an idea: the “Walk a Mile in My Shoes” program. The “Walk a Mile in My Shoes” program was an initiative designed to foster empathy and mutual understanding across departments within the organization. Its core objective is to provide employees with firsthand experience of the responsibilities, pressures, and workflows that other teams manage daily. Through education and information, team members gained a deeper understanding of the tasks, responsibilities, and challenges their colleagues in different roles and departments faced. This immersive approach built awareness of interdepartmental challenges, strengthened collaboration, and enhanced workplace relationships. By walking in each other’s shoes, team members are better equipped to work together toward shared goals, reducing friction and promoting a more cohesive work environment. Implementing the Program Over the next few months, I met with various departments to learn more about their responsibilities and the impact of inefficiencies or miscommunications between teams. Many employees had no idea how their actions—or inactions—affected other departments. The first “Walk a Mile in My Shoes” session focused on accounting and finance. I invited all team members to attend and had members of the accounting team present an overview of their roles, workloads, and the consequences of other departments not following policies. The session was eye-opening for everyone. Throughout the year, I organized similar presentations from marketing and business development, HR, billing, practice assistants, paralegals, and IT. I noticed a genuine interest in learning about other roles, and employees gained a clearer understanding of how one department’s actions could create a ripple effect across the firm. This initiative fostered a sense of accountability and teamwork, ultimately improving efficiency and office culture. Expanding the Program To deepen the impact, consider integrating interactive elements such as job shadowing or cross-training initiatives into your law firm. These programs encourage team members to step out of their regular roles and spend a few hours or even a full day working alongside another department. By doing so, they gain firsthand experience of how other teams operate, the specific tools and processes they use, and the unique challenges they face on a daily basis. This immersive approach not only fosters a more profound appreciation of each team’s responsibilities but also enhances collaboration, breaks down silos, and builds stronger interdepartmental relationships. Over time, these shared experiences can lead to a more cohesive and supportive workplace culture. To successfully implement a job shadowing or cross-training initiative within a law firm, leaders should start by clearly identifying the specific goals of the program, such as improving collaboration between practice groups or enhancing junior attorneys’ understanding of firm operations. Once the objectives are defined, create a structured plan that includes selecting appropriate departments to participate, outlining the roles to be shadowed, and setting measurable outcomes. It is also essential to communicate the value of the initiative to all team members, ensuring they understand how it benefits both individual professional growth and overall firm performance. Designating mentors or senior staff to guide participants during the process can provide valuable insights and help ensure meaningful engagement. Identifying Key Takeaways Creating a feedback loop is crucial for fostering continuous improvement, collaboration, and better alignment across your organization. By encouraging employees to share their takeaways from each session and shadowing experience openly, you create an environment where learning is valued, and insights are acknowledged. Ask team members to reflect on what they’ve learned, how it applies to their roles, and what changes they can implement moving forward to drive better results. This reflection not only strengthens individual growth but also promotes collective learning across departments. Firms can also conduct periodic surveys or hold debrief sessions to assess whether employees feel more connected to their colleagues and better equipped to navigate cross-departmental interactions. These insights will help refine the program and sustain its long-term impact. Law firm leadership should also initiate discussions on practical ways to enhance interdepartmental efficiency. This ensures that all teams are aligned in their goals and can work together more effectively. For example, teams might identify bottlenecks in processes, suggest new tools for collaboration, or propose strategies to improve communication across departments. Providing a dedicated platform for these conversations is essential. This could include an internal forum, shared communication tools like Slack or Microsoft Teams, or regularly scheduled quarterly meetings. These structured spaces allow employees to share, discuss, and document their ideas, creating a centralized hub for feedback and collaboration. By maintaining and encouraging this feedback loop, program progress is tracked over time, and valuable insights are preserved and translated into actionable outcomes. This process benefits the entire organization by driving innovation, fostering a culture of continuous improvement, and ensuring that every employee feels their contributions are recognized and impactful. Follow the Leader Another key element that will directly contribute to the success of your "Walk a Mile in My Shoes" program is leadership involvement. When managers, C-Suite leaders, and partners actively participate in the program, it reinforces the importance of collaboration and sets a precedent for open communication across all levels of the firm. Their engagement clearly demonstrates a commitment to the program's goals and motivates team members to follow suit, fostering a culture of trust and teamwork. By leading through example, leadership helps ensure the program's success and encourages everyone to contribute to a more connected and efficient workplace. Getting Started with Your Own Program Launching a “Walk a Mile in My Shoes” program doesn’t require a massive investment—just a commitment to fostering collaboration and understanding across teams. The idea is simple: give employees the chance to better understand the roles and responsibilities of their colleagues, which can lead to stronger, more cohesive teams and a more efficient work environment. Start by identifying team members eager to share insights about their roles and open to answering questions from others. Clearly communicate to the entire firm that the goal of this initiative is to break down silos, improve communication, and enhance overall operations. A great place to begin this program is with your intake team. Intake plays a fundamental role in the client journey, as it’s where everything (aside from marketing) begins. Pairing intake with marketing presentations can provide a comprehensive view of how clients first interact with the firm. For example, marketing might explain how potential clients are reached and engaged, while intake can walk through how those clients are onboarded into the system. This allows both departments to see the full picture of how the firm attracts and retains clients. That said, there is no strict order for how to roll out the program. You could also consider walking through the lifecycle of a case step by step, having each department present in the sequence of their involvement. This approach helps employees see how their work fits into the bigger picture and can uncover pain points or inefficiencies in workflows. Ultimately, the purpose of this program is to foster empathy, build stronger connections between departments, and create a more streamlined process for everyone. Learning from Every Department Every department has valuable insights to share. In addition to intake and marketing, consider presentations from: Reception Medical records team Paralegals Accounting HR Administrative team Investigation unit IT Case managers Litigation teams Each team plays a crucial role in the firm’s success, and understanding their functions enhances efficiency and strengthens workplace relationships. To enrich these sessions, consider inviting guest speakers, such as industry consultants, senior professionals, or thought leaders with extensive experience in the field. These experts can provide additional context, share real-world examples, and offer best practices tailored to your specific challenges. Their external perspective can bring fresh insights and inspire innovative solutions to interdepartmental challenges, fostering collaboration and encouraging creative problem-solving among your team members. Having guest speakers as part of your new program can spark meaningful discussions and motivate employees to think beyond their usual scope, driving growth and continuous improvement. Measuring Success To ensure the program’s effectiveness, establish key performance indicators (KPIs) to track improvements in workflow efficiency, communication, and overall employee engagement. Some specific KPIs you could focus on as you begin to develop and implement your own program may look like: Employee Engagement Levels: Track changes in engagement scores through surveys before and after participation in the program. Collaboration Metrics: Measure cross-departmental interactions or teamwork frequency to identify improvement in collaborative efforts. Employee Satisfaction: Use regular feedback forms to assess satisfaction with the program and its perceived impact. Knowledge Transfer Metrics: Evaluate the increase in understanding of different roles and responsibilities through quizzes or reflections. Reduction in Miscommunications: Monitor workplace reports or survey data to identify any decreases in miscommunication issues. Process Improvement Suggestions: Track the number and quality of new ideas or solutions proposed by employees after program participation. Retention Rates: Analyze any changes in employee retention figures following the program’s implementation. Program Participation Rates: Assess the percentage of employees actively involved in the program and their continued interest. These metrics provide valuable insights into the program's outcomes, helping organizations fine-tune and maximize its benefits. The Lasting Impact Law firms can cultivate a more collaborative, efficient, and understanding workplace by taking the time to “walk a mile” in each other’s shoes. This involves encouraging employees to gain a deeper understanding of the roles, responsibilities, and challenges faced by their colleagues across different departments. Whether it’s an associate learning about the billing process from the finance team or a litigation paralegal understanding the pressures of rapid-fire intake calls, this commitment to cross-departmental awareness fosters empathy and respect throughout the organization. The benefits are clear—better operations, a stronger office culture, and greater success for both employees and clients. Employees who feel understood and valued are more likely to collaborate effectively, leading to improved workflows and more innovative solutions for clients. As firms continue to evolve in an ever-changing legal landscape, embracing initiatives that promote teamwork, knowledge-sharing, and mutual support will be instrumental in building a thriving and resilient work environment. Programs like the “Walk a Mile in My Shoes” initiative go beyond just exercises—they represent a mindset shift that encourages continuous learning, stronger relationships, and a more unified approach to achieving success. In the end, it’s about creating a workplace where everyone feels empowered to contribute their best while understanding the bigger picture of how their roles align with the firm's goals.
Human Resources | Leadership
The Culture Check: How to Recognize and Repair Disconnection
Your culture is the heartbeat of your firm. It’s what binds teams together, fuels their motivation, encourages their collaboration, and defines how they see your future together. As a leader, it’s easy to assume that your team views your firm’s culture the same way you do. But what if your perception doesn’t align with theirs? […]
8 min read
Nina Kareliussen
February 17, 2025
The Culture Check: How to Recognize and Repair Disconnection By: Nina Kareliussen Your culture is the heartbeat of your firm. It’s what binds teams together, fuels their motivation, encourages their collaboration, and defines how they see your future together. As a leader, it’s easy to assume that your team views your firm’s culture the same way you do. But what if your perception doesn’t align with theirs? In this blog, we'll dive into the importance of recognizing cultural disconnection within your team and help you repair any divide that may exist. The Culture You Promote vs. The Culture Your Team Experiences When a potential hire asks, “What’s the culture like here?” - you may be quick to describe a supportive, team-oriented, and rewarding environment confidently. When Vista begins to work with a firm, many firm owners describe the perceived strengths of their culture as: Clearly stated company values that guide decision-making Respectful and collaborative team dynamics An open-door policy to encourage dialogue Leadership support to overcome challenges and meet goals Flexible work-life balance initiatives However, often, after hearing from other team members, the perception is disconnected from reality. This disconnect can be a major barrier to achieving your firm’s goals and can also harm team morale and overall performance. At some of those same firms where leaders have relayed a strong, cohesive culture, we hear a different story from the team with complaints like: Low morale Frequent conflicts or tension within the team High turnover rates Poor communication with management Lack of direction or support in meeting goals Inadequate work-life balance Culture Isn’t What You Intend – It’s What Your Team Experiences So here's the question and challenge for firm owners and leaders: Is your culture as strong as you believe it to be? The reality is culture isn’t defined by your own perspective as a leader or manager but by how your team experiences and interacts with these elements in their day-to-day work lives. It’s shaped by their feelings, interactions, and the support they receive, as well as the environment and values they encounter consistently. It’s not always obvious when there’s a disconnect between your perception as a leader and your team’s reality. Culture isn’t measured by intention - it is measured by lived experience. As a leader, you may see an environment of collaboration, communication, and growth, while your team may feel unsupported, unheard, or stifled. It grows gradually, hidden behind masked behaviors, often fueled by leaders who rely on surface-level feedback or their own positive experiences. Recognizing this misalignment requires intentional observation and listening, a willingness to seek unfiltered feedback, and the humility to accept ownership as the leader. Evaluate Your Leadership Impact Leadership impact is the influence a leader has on their organization’s culture, the engagement of team members, and overall success. It is shaped by decisions made, behaviors demonstrated, and the ability to inspire and align the team with a shared vision. When evaluating leadership impact, leaders must go beyond any assumptions and actively seek insight into their connection within the team’s experience. Asking yourself reflective questions is a great place to begin: Do I know what motivates my team beyond their paycheck? When was the last time I had an honest, unscripted conversation with a frontline team member? Do team members feel comfortable giving me bad news or disagreeing with me? Are people excited to contribute, or do they seem to be just going through the motions? Am I making decisions that align with our vision and mission, or do I sometimes contradict them? Do I address cultural issues proactively or only when they become a crisis? Am I setting the tone for a culture of trust and transparency? Have I assumed the culture is fine because no one is complaining? Is our turnover rate increasing, and do I understand why? Would I want to work here if I were in their shoes? Whether you are feeling optimistic about your leadership impact reflection or aren’t quite sure how you’re feeling, increasing your awareness of signs and signals from your team is essential to your continued development and growth as a leader of your organization. Recognizing Disconnect It isn’t always easy to quickly identify rifts or issues in your company culture. There are, however, warning signs that should not be ignored. Here are a few key indicators that your culture may not be as strong or cohesive as you think: Lack of Engagement: If you feel that your team is hesitant to speak up or share ideas, it may indicate that they feel unheard or uncomfortable speaking up. It may also indicate that they are feeling or have become disengaged with what’s happening around them. Frequent Misunderstandings: Persistent gaps and misunderstandings may suggest that clearly defined or more consistently applied expectations are needed. Inconsistent Application of Values: If the values you communicate are not upheld uniformly, or exceptions are made for certain team members, your team may be struggling to trust leadership. This erosion of accountability will diminish their confidence in you as well as cause animosity within your team. Reluctance to Voice Concerns: A quiet team isn’t always a happy team. If you find that critical concerns aren’t being shared with your leaders, your team may be suppressing them due to fear of judgment or punishment or a belief that no action will be taken at all based on experiences they may have had or were made aware of previously. Low Morale or High Turnover: When dissatisfaction takes root, employees become disengaged or leave. Often, this comes in waves of multiple employees leaving within a short period of time. If any of these signs feel familiar, it's a clear signal that action is needed to address the underlying issues. Now is the time to take meaningful steps to realign your organization's culture with your core values, mission, and vision. By doing so, you can foster a more cohesive and engaged team, ensure your goals are being met, and create a stronger foundation for long-term success. Beyond Assumptions: Using Cultural Surveys to Strengthen Your Team Cultural surveys provide leaders with a clear, data-driven understanding of how employees truly experience the workplace. They move beyond assumptions, offering valuable insights into engagement, communication, leadership effectiveness, and overall alignment with company values. By identifying areas of strength and uncovering disconnects, these surveys serve as a foundation for meaningful cultural improvements. Here’s what a cultural survey can reveal: Cultural Strengths and Gaps: Pinpoint what’s working well and where misalignments or challenges exist. Values Alignment: Assess whether employees understand, believe in, and feel connected to the company’s core values and mission. Adaptability to Change: Evaluate how well employees navigate change and whether they feel supported during transitions. Psychological Safety and Communication: Determine if employees feel comfortable sharing ideas, raising concerns, and trusting leadership to take action. Engagement, Morale, and Retention: Measure the overall health of your culture by understanding what motivates employees to stay and what factors may push them away. To encourage participation and gather meaningful insights, keep your survey concise—ideally under 10 questions. A simple multiple-choice format, such as a scale from Strongly Disagree to Strongly Agree, makes it easy for employees to complete while ensuring responses are measurable and comparable. When crafting survey questions for your team, consider including questions on key cultural elements such as: Employee Recognition & Appreciation: Do employees feel valued for their contributions? Growth & Development Opportunities: Are there clear paths for learning and career advancement? Job Satisfaction & Engagement: How fulfilled and motivated do employees feel in their roles? Communication & Transparency: Is information shared effectively across teams and leadership? Commitment & Retention: Are employees likely to stay with the company long-term? Collaboration & Team Dynamics: Do employees feel supported and connected to their colleagues? Work-Life Balance: Do employees feel they have adequate time and flexibility to manage both personal and professional responsibilities? Inclusivity & Diversity: Do employees feel a sense of belonging and see the organization embracing diverse perspectives and backgrounds? Leadership Effectiveness: Are leaders providing clear direction, support, and feedback to their teams? Innovation & Creativity: Do employees feel encouraged to contribute new ideas and take initiative in their roles? Focusing on these areas will provide a well-rounded view of your organization’s cultural strengths and areas for improvement, giving you the insight needed to drive positive change. Overcoming Challenges in Cultural Surveys While cultural surveys offer valuable insights, they can also come with challenges that may impact their effectiveness. Awareness of these potential pitfalls can help ensure the process is successful and leads to meaningful change. Hesitation to Be Honest: Employees may withhold their true thoughts and feelings if they don’t trust that their feedback will be used constructively. Fear of Repercussions: Without guaranteed anonymity, employees may worry about facing judgment or negative consequences for candid responses. Lack of Action on Feedback: If survey results are collected but no visible changes follow, employees may feel unheard, leading to disengagement and skepticism about future surveys. To address these challenges, leaders must clearly communicate the purpose of the survey, ensure anonymity to encourage open feedback, and—most importantly—follow through with visible action based on the results. When your team sees how their voices lead to real improvements, trust and engagement in the process will grow. Pro Tip: Effective communication is essential when gathering feedback through surveys, and a well-crafted email invitation can set the tone for engagement. Below is an example of a sample email designed to encourage employees to participate in a feedback survey, emphasizing its purpose, ensuring transparency, and fostering a sense of collaboration. This email demonstrates how to clearly articulate the importance of their input while providing reassurance about confidentiality and outlining how their feedback will be utilized. Sample Email: Subject: Your Voice Matters – Take Our Cultural Survey Dear Team, At [Company Name], fostering a positive and inclusive workplace culture is one of our highest priorities. To continue building an environment where everyone feels valued, supported, and empowered to thrive, we need your honest feedback. We are launching this cultural survey to better understand your experiences, perspectives, and ideas. Your responses will help us identify what’s working well and where we need to improve as an organization. This is an opportunity for us to listen and learn from you—because your voice truly matters in shaping our future. The survey is completely anonymous, ensuring your privacy. It will take approximately [X minutes] to complete, and we encourage you to be as candid as possible. Your input will directly influence actionable steps we take to enhance our workplace culture. After the survey closes, we will share a summary of findings and outline how we plan to address any key themes that emerge. Thank you in advance for your participation and for being an integral part of [Company Name]. Together, we can create a stronger, more inclusive, and fulfilling workplace for everyone. Please click the link below to begin the survey: [Insert Link to Survey] Turning Insights Into Action As a leader, you and all those you entrust within your firm play a critical role in shaping its culture. When reviewing survey results, take a moment to reflect on how your leadership style, communication, and decisions influence the workplace environment. Embrace constructive feedback as a powerful tool for growth—not just for your team, but for yourself as well. A cultural survey is more than just a data-gathering exercise - it’s a commitment to fostering a workplace where employees feel heard, valued, and empowered. By identifying disconnects and taking intentional steps toward improvement, you can transform your culture into one that truly aligns with your vision—one where engagement, trust, and collaboration thrive. The insights gained from the cultural survey are only as powerful as the actions taken in response. Building a Brighter Future, Together Great organizational cultures are a foundation for sustained success, fostering an environment where employees and the business can thrive. When a positive culture takes root, it impacts employee morale, productivity, and retention, creating a ripple effect throughout the organization. Engaged employees are more likely to be innovative, committed, and aligned with the company’s mission, driving higher levels of performance and customer satisfaction. Organizations with strong cultures tend to attract top talent as they become known as desirable places to work. The payoff extends beyond individual success—companies with exceptional cultures often outperform their competitors, achieving greater profitability and long-term stability. Ultimately, a thriving culture is an investment in the future, ensuring your organization remains adaptable, resilient, and poised for growth in an ever-changing business landscape. Creating a culture that inspires engagement, trust, and collaboration is a continuous and collective effort. We encourage you to take this opportunity to lead with purpose, demonstrate your commitment to your team, and help build a workplace where everyone thrives. Together, we can create stronger, more empathetic, and future-ready law firms.
Accounting | Case Management | Human Resources | Intake | Leadership | Marketing
Quality vs. Flash: The Real Formula for Sustainable Law Firm Growth
Growing a personal injury law firm isn’t easy. It takes grit, strategy, and a little willingness to look in the mirror and ask the hard questions. What many firms don’t realize, however, is that real, sustainable growth isn’t about flashy marketing campaigns or a slick office downtown. And while those things may make your firm […]
5 min read
Tim McKey
February 10, 2025
Quality vs. Flash: The Real Formula for Sustainable Law Firm Growth By Tim McKey Growing a personal injury law firm isn’t easy. It takes grit, strategy, and a little willingness to look in the mirror and ask the hard questions. What many firms don’t realize, however, is that real, sustainable growth isn’t about flashy marketing campaigns or a slick office downtown. And while those things may make your firm look larger than life, they don’t create the engine that powers long-term success. At Vista Consulting, we’ve spent years working alongside law firms of every size. We’ve seen what works and—more importantly—what doesn’t. The truth is this: Growth that lasts is about depth, not dazzle. It’s about building the bedrock of quality systems, accountability, and efficiency. In this blog, we’ll explore the critical elements of sustainable law firm growth and how focusing on quality over flash will ultimately benefit your firm in the long run. Defining Sustainable Growth When we talk about sustainable growth, we aren’t talking about chasing the latest trend or inflating your numbers for a quick win. Sustainable growth is all about consistency and scalability. It's about building a law firm that operates like a well-oiled machine—one that stands the test of time. Many firms focus on increasing the volume of cases they take on, adding more team members, or throwing cash at marketing to bring in leads. Don’t get us wrong—volume has its place. But focusing solely on surface-level metrics leads to cracks in the foundation. Without proper systems and processes in place, a firm that grows too fast can wind up bottlenecked, overwhelmed, or worse—losing cases and clients. We've seen it before. That's why we believe in a different approach. Our philosophy is built on growth that sticks. No pixie dust, no shortcuts—just proven strategies customized to the unique goals and challenges of each firm we work with. Flash vs. Quality—What’s the Difference? It’s tempting to go for the flash. Flash gets attention. Flash might even get clients in the door (sometimes). But flash is fleeting. Quality, on the other hand, sticks. Quality is what keeps cases moving smoothly, clients coming back, and team members performing at their best. Here’s the breakdown of how these two approaches differ: Flash: Focusing heavily on aesthetics or short-term wins. Prioritizing marketing over operations. Investing in volume without addressing capacity or scalability. Quality: Creating systems that streamline processes and reduce inefficiencies. Developing leadership and team accountability across all levels. Building reporting systems that provide clear visibility into goals, performance, and outcomes. At Vista, we’ve walked into firms that look exceptional from the outside but are falling apart on the inside. There’s confusion about roles, toxic cultures, inconsistencies in case workflows, and financial reports that no one understands. That’s the kind of gap no amount of flash can cover. The Blueprint for Sustainable Growth Growing a law firm is as much about discipline and strategy as it is about vision. You need to know where you want to go, but you also need a roadmap to get there. At Vista, we’ve identified four core areas that firms must master to pave the way for measurable, sustainable growth: Operational Efficiency: Tightening up the internal machine is step one. Without an efficient operation behind the curtain, no firm can grow effectively. Accountability at Every Level: Growth isn’t sustainable without commitment and buy-in from leadership, team members, and managers. Transparent Reporting Systems: Firms that lack clarity in reporting don’t have the visibility needed to move the needle. Tailored Strategy: Cookie-cutter approaches don't work in our industry. Every firm’s needs and culture are different, and solutions must reflect that. Each of these focus areas impacts the firm as a whole—from intake and case management to leadership decisions and client satisfaction. Here’s a closer look at how we tackle them: Identifying and Solving Operational Weaknesses No law firm—even the most successful one—can get through the growth stage without encountering bottlenecks. Intake might feel chaotic, case progress might drag, or team members might be unsure of their roles. Sound familiar? These are the operational inefficiencies draining your firm's time, money, and momentum. When we step into a firm, our first task is to map out the operation holistically. We analyze every aspect of the firm's workflow, from how clients are onboarded to how cases are finalized. A few of the areas we commonly improve include: The Intake Process: We refine how potential clients are handled from initial contact to case evaluation, ensuring no leads are slipping through the cracks. Case Management: Delays in case progress? We assess the workflow, identify bottlenecks, and create smoother management processes. Role Clarity: Confused team members don’t perform at their best. We work with firms to clearly outline roles and responsibilities, streamlining communication and enhancing efficiency. It’s these behind-the-scenes adjustments—far removed from the spotlight—that help firms transform into well-run operations. Sometimes, the needed adjustments are major overhauls. But many times, small, intentional adjustments can lead to better outcomes. Accountability as an Engine for Growth Inefficiency and lack of accountability are two of the biggest challenges firms face when trying to scale. Without accountability, even the best-laid plans fall flat. But accountability starts at the top—with leadership willing to drive change and foster team buy-in. How do we foster accountability? Here’s how Vista approaches it: Leadership Coaching: We work side-by-side with firm leaders to ensure they’re confident in driving change and holding team members to high standards. Systems of Accountability: This isn’t just about philosophy - it’s about real systems that measure performance and hold every role in the firm accountable. Team Buy-In: Change resistance is a reality, but we go beyond surface fixes to integrate new processes seamlessly into daily workflows. When a team sees the value and understands the “why,” they adopt changes willingly. Accountability isn’t easy to enforce—but when done correctly, it’s what gets a team rowing in the same direction toward long-term goals. The Role of Transparent Reporting Do your financial reports confuse you? Or maybe it’s your case management reports or client intake metrics that leave you scratching your head? Have you found yourself staring at month-end numbers, wondering what they really mean for your firm’s growth trajectory? You’re not alone. Too many law firms operate with messy, inconsistent, or overly complex reporting systems. And when the data doesn't make sense, it’s impossible to make informed, strategic decisions. Here’s what we focus on when creating a transparent reporting system: High-Level Insight: Firm leaders need to see the big picture. What’s working? What’s lagging? A proper reporting system holds the answers. Mid-Level Transparency: Managers need visibility into team productivity and areas where improvements can be made. Individual Accountability: Reporting tools should give team members the ability to understand and measure their contributions to the firm. With an effective reporting framework, a firm can oversee cases, finely manage its people, optimize processes, and enhance overall performance with accuracy and clarity. Clear data fuels better decision-making, whether it’s deciding how to allocate marketing dollars or identifying the cases that need more attention. The Vista Difference—Depth Over Dazzle What makes us different? We are not the least expensive option in the market—because meaningful transformation demands meaningful investment. However, the value we deliver far surpasses the cost. Our clients consistently achieve the highest ROI in the industry because we don’t stop at offering advice; we implement actionable strategies that drive real results. Our mission is to help firms achieve sustainable, scalable, and profitable development that stands the test of time. At Vista, we don’t sell you an empty promise wrapped in excitement. What we offer is real transformation powered by expertise and backed by results. Here’s what you won’t find with us: A quick fix or pre-packaged solutions. Surface-level analysis without actionable advice. “Drive-by” consulting that leaves you hanging. Instead, we spend the time to truly know your firm—your culture, your goals, your struggles. We roll up our sleeves, dig into the details, and stick with you every step of the way. Why Quality Wins Every Time Focusing on flashy fixes might win short-term clients, but for lasting success, you need substance. You need a firm foundation built on operational excellence, team accountability, and smart strategy. Sustainable growth is hard work, but it’s also incredibly rewarding. And the firms that achieve it don’t just grow—they thrive. At Vista, we’ve seen firms grow from disorganized to unstoppable. We’ve seen change-resistant teams become champions of their new systems. And we’ve seen how prioritizing quality over flash transforms how firms operate and how they win. If you’re ready to go beyond the surface, we’re here to coach you through every step. No shortcuts, no gimmicks—just depth, expertise, and real results. Sustainable growth starts with quality, and quality is what Vista delivers. Connect with me today, and let’s start shaping the future of your law firm.
Human Resources | Leadership
The C-Suite Dilemma: Do You Need a Chief Operating Officer?
Could hiring a Chief Operating Officer be the game-changer your firm needs? In our latest blog, by Operations Consultant Stephanie Demont, Esq., we break down
5 min read
Stephanie Demont, Esq.
February 3, 2025
The C-Suite Dilemma: Do You Need a Chief Operating Officer? By: Stephanie Demont Every growing law firm reaches a point where its operational needs exceed the capacity of its current leadership. For many firms, this is where a Chief Operating Officer (COO) can make all the difference. But how do you know if your firm is ready for this significant step? And what exactly should a COO be doing to drive your firm’s success? If you’ve been asking these questions, you’re not alone. Many law firms grapple with balancing growth, managing complexity, and maintaining efficiency. We’re going to break down the role of a COO, how it differs from other operational roles, and the signs that it might be time to add one to your leadership team. What Does a Chief Operating Officer Do? A COO drives the operational strategy of a firm, aligning processes and resources with its long-term goals. The responsibilities of a COO extend well beyond day-to-day administration. A COO acts as the operational architect, overseeing all aspects of the firm's functioning—from human resources to technology to financial strategy. Here are some of the key tasks a COO might undertake for your firm: Strategic Leadership: Develop and execute operational strategies that align with the firm's vision, ensuring all departments work in harmony toward shared objectives. Efficiency Oversight: Implement systems and processes that improve productivity and minimize bottlenecks. Resource Management: Lead the firm's human resources, IT, and finance departments to ensure efficient use of resources. Change Management: Drive initiatives like technology adoption, compliance upgrades, or market expansions. Collaboration: Work closely with the Managing Partner, Executive Committee, and other leaders to influence firm-wide policies and strategies. Think of a COO as the glue between your vision and the execution required to bring it to life. For law firms, this role can be pivotal in scaling operations, improving profitability, and enhancing client and team satisfaction. Office Manager, Director of Operations, or COO? Roles often evolve as a firm grows, and those tasked with "running the operations" carry various titles. But not all operational roles serve the same purpose or function at the same level. Here’s how these roles differ to help you understand when a COO might be the right next step. Office Manager An Office Manager focuses on the immediate, day-to-day needs of the office. Scope: Managing administrative operations like HR, payroll, and office logistics. Responsibilities: Overseeing receptionists and administrative team members. Ensuring smooth day-to-day workflows. Handling tasks such as onboarding and time tracking. Reporting: Typically reports to a Director of Operations, Managing Partner, or a similar role. Focus: Operational execution, not long-term strategy. Director of Operations A Director of Operations bridges the gap between daily execution and strategic goals. Scope: Overseeing systems, departmental coordination, and operations management across the firm. Responsibilities: Managing budgets, vendor negotiations, and compliance. Developing and implementing efficiency-focused strategies. Leading multi-location operations, if applicable. Reporting: Reports to the Managing Partner or another senior leader. Focus: Improving efficiency and aligning operations with the firm's vision. Chief Operating Officer (COO) The COO operates at the executive level, with authority over all administrative leadership. Scope: Broad, strategic, and firm-wide. Responsibilities: Aligning operations with the firm's growth and sustainability goals. Overseeing operational leadership, including HR, IT, and finance. Representing the firm in external vendor negotiations and partnerships. Reporting: Typically reports directly to the Managing Partner, CEO, or an Executive Committee. Focus: Strategic leadership, scalability, and leveraging opportunities for growth. While an Office Manager and Director of Operations ensure the wheels keep turning day-to-day, the COO sets the course, focusing on future excellence and long-term sustainability. Is It Time for Your Firm to Hire a COO? Bringing on a COO is a major decision, so how do you know if your firm is ready? Here are key questions to ask yourself as you assess your firm's operations and future growth. Operational Efficiency Are daily operations running smoothly, or are recurring bottlenecks slowing progress? Are managers or department heads overwhelmed by a lack of centralized oversight? Do inefficiencies, miscommunication, or redundancies cost your firm time or money? Strategic Growth Are you planning to scale your firm by opening new offices, expanding practice areas, or exploring new markets? Do you have a clear operational strategy aligned with your long-term goals? Are strategic initiatives stalling because they lack operational focus? Leadership Capacity Does your Managing Partner or CEO spend more time managing operations than focusing on legal work, marketing, or client relationships? Is there a gap in translating strategic goals into actionable initiatives? Are your leadership structures effectively empowering team members while maintaining accountability? Team & Technology Are employees feeling burnout caused by unclear processes or inefficiencies? Is your firm behind the curve in adopting operational tools or modern technologies? Would centralized oversight improve team collaboration and system optimization? Indicators You’re Ready for a COO If you’re answering “yes” to several of these questions, it’s time to consider a COO. Specifically, a COO can make a meaningful impact when: Your firm’s growth has outpaced its current leadership structure. You’re facing consistent operational inefficiencies that require strategic focus. The Managing Partner or CEO is overburdened by daily operational management. The complexity of your firm’s organizational structure demands high-level coordination. You are preparing for expansion into new markets or scaling operations, requiring a leader who can develop and execute comprehensive operational strategies to support this growth. The Transformational Impact of a COO A great COO doesn’t just manage a firm. They create the kind of seamless operations that enhance profitability, improve client service, and provide peace of mind for leadership. The COO allows other executives to focus on their core responsibilities while steering the firm toward its long-term objectives. At Vista, we’ve seen firsthand how this role can elevate a law firm’s trajectory. When implemented at the right time, with the right mandate, a COO can be the catalyst for firm-wide alignment and success. If you’re wondering whether it’s time to bring in a COO—or if your current operational structure is holding you back—our team can help you evaluate your options. A well-timed decision can be the difference between being stuck in the status quo and breaking through to the next level of growth. Achieving Operational Excellence Law firm operations are anything but linear. Roles and needs evolve as firms grow and tackle new challenges. While not every firm will need a COO immediately, understanding the role and its potential impact is a powerful first step in planning for the future. The relationship between the owner / partner(s) and COO must be one of mutual respect and trust. In our experience, we have found that firm owners almost always have entrepreneurial personality types. These personalities tend to see the big picture easily, are highly risk-tolerant, and make decisions quickly. By contrast, the typical COO personality type tends to naturally focus on closing gaps, troubleshooting potential weaknesses in the big picture, and methodically analyzing plans prior to implementation. This can cause tension or frustration between the two at times, but keep in mind it is the very balance of these tendencies that makes a firm thrive! If you’re ready to talk about what’s next for your firm or would like more insights on this topic, Vista’s team of experts is here to help. Together, we can assess your current operations and map a path to sustained success.
Marketing
Data Democratization and Marketing: Empowering Smarter Decisions at Law Firms
Learn how data democratization helps law firms optimize their marketing, boost ROI, and gain real-time insights.
6 min read
Guest Author
January 27, 2025
Data Democratization and Marketing: Empowering Smarter Decisions at Law Firms “Half my marketing works; if only I knew which half.” Sound familiar? It’s a marketing riddle most managing partners have faced at some point, especially when data often feels like it’s locked in a black box. You’re investing time, money, and trust into your campaigns, but when it’s time to make decisions, the answers to crucial questions— · Where are our leads really coming from? · Which ones turn into clients we want more of? · How do we tweak the system for better results? —seem just out of reach. The frustration is real. Too often, legal teams are handed reports filled with numbers, charts, and jargon that don’t connect the dots. And while marketing agencies might mean well, acting as gatekeepers to the data, it’s your firm that suffers when you’re stuck waiting for answers—or worse, getting answers to the wrong questions. But it doesn’t have to be this way. It’s time to flip the script. By democratizing marketing data, we can give law firms the clarity, control, and confidence they need to lead smarter, faster, and better in a competitive market. What Is Data Democratization? Data democratization is the process of removing barriers between decision-makers and the insights they need. It’s not just about making data accessible but about creating a culture where insights are actionable, understandable, and directly tied to business goals. In 2023, the Harvard Business Review outlined five pillars of data democratization: · Access to data: Do you have access to your data? This might sound simple, but it's surprising how much of your marketing data is locked in silos, limiting your ability to connect data points and share information with your entire team. · Self-service analytics tools: If only a handful of people, your marketing partner, and in-house marketing specialist, for example, can see your data in real-time, it's not democratized. Self-service tools, like our Core Insights platform, shatter siloes, giving lawyers and other stakeholders on-demand access to all their data. · Data literacy: To avoid "analysis paralysis," you need to have a fundamental understanding of data analysis. There are an array of programs and training that can upskill your team-- from AI-powered tools to formal certifications. · Data-first culture: HBR advocates for the building of "data communities" that bring people with common interests and goals together, deepening their understanding and encouraging knowledge sharing. · Data ambassadorship: When people see-- and share-- positive experiences with data insights, it creates a pro-data environment. Make sure you're celebrating wins and giving your teams a place to safely ask questions and share tips and tricks. For legal teams, the shift to data democratization can be transformative. It puts them in control, allowing them to respond to trends and evaluate the ROI of their marketing efforts in real-time. But achieving this level of accessibility and understanding requires deliberate effort and investment. Siloed Marketing Data Harms Your Firm Too often, marketing agencies act as gatekeepers, controlling their clients’ data. At first glance, this gatekeeping might seem appealing, Legal professionals don’t have time to learn complex analytics platforms, nor should they have to. But, sometimes, a power imbalance develops. Law firms might only get access to curated information that is time-limited or doesn’t provide the context and insights they need. Or they have to wait for a monthly rundown of metrics because of the lack of real-time data access. The right data tools should: · Provide user-friendly interfaces that prioritize simplicity. · Include customizable dashboards so stakeholders see what’s relevant to them. · Offer 24/7 and mobile access for on-the-go decision-making. Imagine a scenario where a managing partner reviews a marketing report. It shows website traffic is up 30%, but there’s no clear link to new clients. Without understanding conversion rates, lead quality, or ROI, the partner is left questioning the effectiveness of their marketing spend. Democratizing data changes the narrative. Understandability: The need for sense-making Raw numbers without meaning are overwhelming and often misinterpreted. To ensure data is understandable: · Provide context: Tie metrics to business goals. For example, instead of just showing a website’s monthly traffic, put it in context by also assessing conversion rates, search intent, and where the traffic is coming from. · Simplify visuals: Use clean, intuitive charts and graphs that highlight trends and patterns without unnecessary complexity. · Eliminate jargon: Replace technical terms with plain language. Legal professionals need actionable insights, not a crash course in data science. Even better, embed AI agents into the tools, so law firm stakeholders can ask plain language questions. By focusing on understandability, your team can better connect the dots between data and outcomes, fostering informed and confident decision-making. Actionability: Tracking the metrics that matter Actionable data bridges the gap between insights and decisions. To make your data actionable: · Focus on what matters: Identify the metrics that align with your firm’s goals. For instance, instead of obsessing over website traffic, prioritize metrics like lead-to-client conversion rates and case acquisition costs. · Create a clear plan: When your data analytics find a trend or issue, develop a structured response. For example, if intake conversion rates are low, set specific steps to streamline the process and track improvements over time. · Empower decision-makers: Ensure that partners, practice managers, and other stakeholders have the authority and tools to act on insights promptly. This reduces delays and maximizes the value of real-time data. Actionable data ensures that insights lead directly to improvements, closing the loop between analysis and execution. How Your Law Firm Can Benefit From Democratized Data When legal teams gain direct access to marketing data, they can: · Evaluate campaign effectiveness: See which campaigns drive leads and which don’t. · Understand client behavior: Identify drop-off points in the client journey and make quick adjustments. · Control budget allocation: Shift resources toward what works, ensuring every dollar delivers value. · Hold their partners accountable: Ask better questions to your marketing partners and ensure their work is delivering results. If you’re reading Vista Consulting’s blog, you’re probably a firm believer in the power of data and operationalization. But you might not think about it in terms of your marketing—especially if you don’t have real-time access to all the information that matters. Imagine a law firm COO logs into their marketing analytics dashboard and sees a recent drop-off in website conversions and form fills. The COO asks the dashboard’s AI-powered assistant some questions and identifies a decrease in usage of a specific form. They send a quick email to their marketing agency, and a quick redesign leads to a 20% boost in conversions. Imagine this: You notice that your Google Ads campaign is driving a ton of traffic but few leads. Instead of waiting for a monthly report, you ask your marketing analytics dashboard’s AI-powered assistant some targeted questions. The AI agent notes that much of your PPC traffic is coming from tangential keywords. You stop bidding on those keywords and reallocate that budget to other terms. Or you spot a trend showing that referrals from a specific source tend to turn into high-value cases, so you double down on partnerships with that source. This kind of agility gives you a competitive edge. You didn’t have to slog through layers upon layers of marketing data. You also didn’t have to pry the information from your marketing team. Instead, the lawyers and marketers partnered together—quickly identifying opportunities and resolving problems. The Path to Data Democratization Democratizing your firm’s marketing data requires effort but delivers transformative results. · Invest in the right tools: Look for platforms, like LaFleur Core Insights, that offer high-level KPIs with drill-down insights, integrate seamlessly with your CRM, and create a unified source of truth. · Standardize reporting: Automate live dashboards that highlight key metrics—like lead volume and cost per acquisition—ensuring consistency. · Train your team: Host workshops and provide ongoing support to build confidence in using data tools. · Foster a data-driven culture: Encourage questions, celebrate data-driven wins, and make data a central part of strategic discussions. Revisiting the Question: Which Half Works? With democratized data, you’ll finally have the answer. No more guesswork. No more waiting. Just actionable insights that let you focus your energy—and budget—where it matters most. The legal industry is evolving, and firms that embrace data democratization will be the ones leading the way. By investing in the right tools, building a data-first culture, and empowering your team, you’re not just improving your marketing—you’re future-proofing your firm. Have questions or want to learn more? Let’s talk. Together, we can unlock the power of your data and take your marketing strategy to the next level.
Human Resources | Leadership
Finding the Support You Need: The Difference Between a Coach and a Consultant
This week’s blog, by Operations Consultant Terri Houchin, breaks down the key differences between coaching and consulting, helping you determine which option best supports your goals.
4 min read
Terri Houchin
January 20, 2025
Finding the Support You Need: The Difference Between a Coach and a Consultant By: Terri Houchin In the legal industry, where every decision can significantly impact your bottom line and shape the future of your organization, having the right support is absolutely crucial. This is where the roles of coaches and consultants come into play—two professions that are often confused but are fundamentally different in their approaches and objectives. Coaches typically focus on personal development and growth, helping individuals enhance their skills, overcome challenges, and achieve their personal and professional goals. They work closely with clients to build confidence, improve performance, and foster a mindset geared toward success. On the other hand, consultants are experts who provide specialized knowledge and strategic advice to organizations. They analyze business operations, identify areas for improvement, and recommend solutions that can drive efficiency and profitability. If you’re a business owner, law firm owner, CEO, COO, or partner, understanding these distinctions is vital. It can guide you in choosing the right professional who aligns with your needs—whether you seek to cultivate your leadership skills through coaching or require expert guidance to navigate complex business challenges. By making an informed choice, you can ensure that you have the right support system in place to steer your organization toward sustained success and growth in a competitive landscape. Understanding the Core Differences At its core, coaching is all about unlocking potential. Coaches help individuals or teams enhance their skills, improve performance, and achieve personal and professional goals. They guide, motivate, and support their clients, focusing more on the personal development aspects. Consulting, on the other hand, is problem-solving at its finest. Consultants analyze business problems, offer expert advice, and provide practical strategies to drive measurable results. Their role is more about providing specific expertise and insights to address particular challenges within an organization. Objectives Coaching aims to develop people from the inside out, enhancing their capabilities and confidence. Consulting focuses on delivering expert solutions and strategies for specific business challenges. Methodologies Coaching involves active listening, asking the right questions, and facilitating self-discovery for growth. Consulting uses analysis, research, and data-driven insights to identify problems and propose effective solutions. Outcomes Coaching leads to personal growth, skill enhancement, and increased motivation. It’s a long-term investment in human potential. Consulting results in strategic improvements, increased efficiency, and measurable business growth. When to Choose a Coach Consider hiring a coach when your goal is personal or team development. Coaches can be invaluable resources in various areas, including leadership skills, communication improvement, and enhancing team dynamics. For instance, if you're aiming to boost your leadership skills, a coach can help you identify your strengths and areas for improvement, offering tailored strategies to elevate your performance. Imagine a law firm partner striving to become a more effective leader; this individual may face unique challenges, such as navigating complex interpersonal relationships or managing high-stakes decision-making. Partnering with a coach could provide the insights and support needed to tackle these challenges head-on. Through personalized feedback and constructive guidance, a coach can empower leaders to unlock their full potential, fostering a more cohesive and motivated team. Investing in coaching is not just about individual growth; it can lead to a ripple effect that enhances the entire organization’s performance and culture. When to Choose a Consultant Consultants are your go-to professionals for tackling specific business challenges and driving organizational success. These experts possess a wealth of knowledge and experience in various fields, making them invaluable partners in navigating complex issues. Whether you’re looking to optimize operations for greater efficiency, implement cutting-edge technology to streamline processes, or reshape your marketing strategy to better connect with your target audience, consultants bring the expertise required to diagnose issues thoroughly and recommend actionable solutions tailored to your unique circumstances. Imagine a CEO grappling with high employee turnover and low morale, which is impacting productivity and organizational performance. A skilled consultant could conduct an in-depth analysis of company culture, identify weaknesses such as inadequate leadership training or poor onboarding practices, and recommend tailored strategies to improve employee engagement and retention. By leveraging their insights and best practices, consultants empower businesses to adapt and thrive in a rapidly changing environment, ensuring long-term growth and sustainability. Overlapping Functions While coaches and consultants have distinct roles, there are significant areas where their functions intersect and complement each other. Both professions can play a vital role in key aspects such as strategic planning, organizational change, and performance improvement. By adopting an integrated approach that leverages the strengths of both coaching and consulting, businesses can receive comprehensive support tailored to their unique needs. For instance, a consultant might develop a new strategy to guide a company’s direction, while a coach could work directly with the team to ensure the successful implementation and adoption of that strategy. This collaboration can lead to a more cohesive effort in achieving organizational goals. Some common overlapping functions between coaches and consultants include: Strategic Planning: Collaborating to outline business objectives and map out actionable steps. Performance Improvement: Identifying areas for enhancement and implementing solutions to boost productivity. Team Development: Facilitating workshops and training sessions to build team dynamics and skills. Change Management: Guiding organizations through transitions and helping teams adapt to new processes. Goal Setting: Assisting individuals or teams in defining clear, achievable objectives. Feedback and Assessment: Providing constructive feedback and assessing progress regularly to ensure alignment with goals. By recognizing and embracing these overlapping functions, organizations can create a more synergistic environment that drives success and fosters growth. Who Do You Need? The choice between a coach and a consultant ultimately depends on your specific needs and goals. If you’re focused on personal growth and developing leadership skills, a coach can guide you on that path. On the other hand, if your goal is to solve a particular business issue or improve operational efficiency, a consultant is the right choice. At Vista, we understand the nuances of both roles and are committed to providing tailored solutions that align with your goals. Our team of experienced consultants is ready to partner with you, offering the expertise and support needed to drive meaningful change. Ready to take your business to the next level? Contact us today to explore how our consulting services can help you achieve your vision and objectives.
Accounting | Case Management | Human Resources | Leadership
New Year, New Goals: Your 2025 Dose of Honesty
You’ve likely set some ambitious goals for this year—both personally and professionally. You’re motivated to improve both yourself and your business. The vision? Crystal clear. The path to achieve it? Maybe not so much. That’s where the real challenge begins. At Vista Consulting, we’ve seen countless firms grapple with this exact dilemma. January ushers in […]
5 min read
Kendall Abbott
January 13, 2025
The Power of Asking for What You Want: Lessons From A 30-Year-Old Millennial Woman 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 dynamic plays out 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 | Leadership
The Power of Being Coachable: A Game-Changer for 2025
In this week’s blog, Chief Relationship Officer Sarah Waggoner dives into what it really means to be coachable, sharing lessons from her son’s first year of tackle football and her own career.
6 min read
Sarah Waggoner
January 6, 2025
The Power of Being Coachable: A Game-Changer for 2025 By: Sarah Waggoner Let’s start out 2025 with a BANG—and let’s do it by changing our mindset as team members! Whether you're an athlete striving for excellence on the field or a professional navigating workplace dynamics, one truth remains universal: your growth depends on your ability to be coachable. Have you ever left a performance review upset—or even angry? Maybe you felt attacked, misunderstood, or completely defeated. Some of those emotions may stem from how the feedback was delivered (and let’s face it, not all managers are master communicators). But here’s the thing: while you can’t control how others present feedback, you can control how you process and act on it. And that’s where being coachable comes in. In fact, I believe being deemed a coachable team member is one of the most flattering—and empowering—compliments you can receive. Why? Because it means you’re open to growth, willing to learn, and prepared to transform challenges into opportunities. In this blog, we’ll take a deep dive into what it really means to be coachable. Drawing on lessons from my son’s first year of tackle football and my own professional performance reviews, we’ll explore how embracing feedback with the right mindset could be the key to unlocking your next level of success—both personally and professionally. Ready to step into the New Year with an unbeatable growth mindset? Let’s take the field! What Is Coachability? Being coachable is about more than simply following directions—it's a mindset rooted in growth. It means having the willingness to learn, embracing feedback, and applying those lessons to achieve both personal and team goals. A coachable person understands that feedback isn’t a critique of their abilities but an opportunity to grow and improve. This mindset requires humility and open-mindedness, as well as the recognition that there’s always room to get better. A coachable individual consistently demonstrates qualities that enable them to grow, adapt, and succeed. These traits include: Openness to Feedback: They actively seek and listen to constructive criticism without becoming defensive, understanding that it is intended to support their improvement. Self-Awareness: Coachable people are reflective, recognizing their strengths and areas for development, and view feedback as a resource for personal growth. Willingness to Adapt: They are flexible and ready to adjust their strategies or behaviors based on new insights and guidance. Humility: A coachable person acknowledges that they don’t have all the answers and values learning from others’ experiences and perspectives. Proactive Learning: They take initiative in applying feedback, implementing changes, and looking for opportunities to develop their skills further. Resilience: They maintain a positive attitude toward setbacks, seeing challenges as opportunities to learn rather than obstacles to success. The impact of coachability is profound: it enhances teamwork, sharpens self-awareness, and increases the value you bring to any organization. More than just a skill, coachability is a superpower for unlocking personal and professional success. Coachability’s Effect On Personal Growth Sports offer some of the best training grounds for learning how to be coachable, and this fall, my 8-year-old son gave me a front-row seat to that lesson. When he first expressed interest in playing tackle football, my reaction was an immediate, “Heck no!” My mind raced with concerns: You’re too young! You’re too small! The risk of injury is too high! Football was not something I grew up around—other than cheering on teams from the comfort of the couch. My husband, however, grew up playing football and felt strongly that we should let him try. Begrudgingly, I agreed. In Texas, football is a BIG DEAL. Coaches held a draft (yes, a draft for 8-year-olds!), my son was picked, and just like that, I became a football mom. His team’s head coach? A former NFL, AFL, and collegiate athlete who now runs a fitness training and mentorship company for elite athletes. Talk about starting at the top. While intimidated by the experience, I couldn’t deny how lucky we were for Timothy to learn from someone so skilled. At the first few practices, something surprised me—no one even touched a football. The focus was on running, drills, and talking. The coach instilled a set of keywords for the team to remember, and one stuck out to me above all others: Coachable. “You must be coachable to succeed,” the coach emphasized. As I sat there listening, I couldn’t help but get fired up—and I wasn’t even playing! Timothy was learning football, yes, but he was also learning something far bigger: life lessons about perseverance, listening, and growth. The coach had a unique way of reinforcing these lessons. If a kid missed a block once and then again a second time, he never berated them for messing up. Instead, he’d say, “Hey, be coachable. Remember, I’ve already shown you how to do this. You’ve got to be willing to take instructions to get it right.” That approach didn’t just teach football fundamentals—it instilled self-awareness, showing each player that their actions directly impacted the team’s successes and failures. As the season progressed, Timothy NEVER came off the field. My husband and I were blown away. He played on both sides of the ball, kicked, recovered fumbles, caught passes as a wide receiver, and made tackles as a linebacker. His coach clearly saw something in him. Was it raw talent? Maybe a little. But we believe his playing time boiled down to one thing: Timothy was a coachable kid. This was all brand new for him. He had never hit anyone before (having two older sisters didn’t prepare him for tackles!) There were definitely moments of frustration—tears before practices, questions about whether this was too much for an 8-year-old—but we never questioned the lessons he was learning. Being coachable earned him a spot on the team. And not just on the field—his team went undefeated, 10-0, because they came together in a way only coachable players can. Proving you’re coachable doesn’t just make you better at what you do—it makes you more valuable to any team or organization you’re a part of. And when you embrace that mindset, the results can be incredible. Coachability’s Effect On Professional Growth Sports isn’t the only area where coachability can take you places or get you recognized—it's a power skill in the workplace as well. During my most recent 2:1, Vista’s version of a performance review, I received some feedback about myself that wasn’t exactly glowing. It would have been easy to let my feelings get hurt or to pout about the critique, but I chose a different perspective. Because of my self-awareness and trust in my team leaders, I recognized the feedback for what it was: an opportunity to grow. The feedback? I’m passionate—sometimes too passionate. I get so excited about ideas that I can’t always contain myself and end up interrupting or interjecting when a team member is sharing their thoughts. Hearing that wasn’t easy. No one wants to be known as “the interrupter,” and that was never my intention. But instead of taking it personally, I told myself, I can work on this. I saw it as simply an observation from my team shared with me with the intention of making me better. I took the advice to heart. Instead of letting my passion override my focus, I practiced taking a deep breath and really listening when others were talking. I became much more intentional about how I was responding in conversations. And you know what? It worked. Recently, a friend texted me after a difficult conversation to say how much they appreciated my listening—they really felt heard. That simple text made my day because it affirmed the effort I had been putting into this exact skill. This experience reminded me of a critical truth: constructive feedback is a sign of your leader’s investment in your potential. If they didn’t care about you or your performance, why would they bother sharing areas to improve? Showing that you can receive coaching well doesn’t just make you better—it sets the tone for the rest of your team, especially if you’re in a leadership role. It encourages your manager to continue offering guidance because they know you’ll take it in stride and use it to improve—not just for yourself but for the betterment of the entire organization. How to Cultivate a Coachable Mindset Being a coachable team member is a lifelong journey of learning and personal growth. It’s not a skill you develop overnight but one that requires consistent effort, openness, and a willingness to improve. Coachability means being receptive to feedback, ready to adapt, and committed to bettering yourself for the benefit of both your personal development and the team. As you work toward embracing coachability, keep these tips in mind to help you strengthen this essential skill and foster a collaborative mindset. Practice self-awareness: Know your strengths and, just as importantly, your areas for improvement. Separate feedback from emotion: Don’t take feedback personally—focus on its potential to help you grow. Ask for clarification: Engage in discussions to fully understand the feedback and how to apply it effectively. Be grateful: Show genuine appreciation for feedback—it’s a sign that others believe in your potential. Take action on feedback: Implement the suggestions you receive and demonstrate a proactive attitude toward growth. Actions speak louder than words when it comes to showing your commitment to improvement. Maintain a growth mindset: View challenges and setbacks as opportunities to learn and develop. Cultivating a belief that skills and abilities can be improved through effort will make you more open to constructive criticism and change. Remember, feedback is an investment in your future. Being coachable gets you off the bench and into the game, making you a standout team member. And here’s the best part—anyone can develop this skill. There are no prerequisites, just a willingness to try. Put Me in Coach Becoming coachable is about actively seeking growth and improvement in every aspect of your personal and professional life. By adopting the strategies discussed, you’ll enhance your own potential and build stronger relationships with those around you. The most successful people I know never stop learning and evolving. The time is now. Kickoff 2025 with the goal of becoming more coachable, and you might be surprised how quickly you see results—both for yourself and your team.
Leadership
Sticks and Stones: What Breaking My Foot Taught Me About Business
Curious to discover the secrets behind the success of firms that have embraced this approach? In this week’s blog, Chief of Team Caroline Younger uncovers the strategies that set them apart.
6 min read
Caroline Younger
December 16, 2024
Sticks and Stones: What Breaking My Foot Taught Me About Business By Caroline Younger, Chief of Team at Vista A few weeks ago, I found myself in a situation I never saw coming—sitting on the floor with my foot bent in ways it definitely shouldn't be. I was going down just two stairs to a lower-level room when my ankle folded, and I came crashing down on top of it. The pain was overwhelming and intense, the tears started flowing immediately, and, there I laid still trying to convince myself it was just a sprain. Spoiler alert—it wasn’t. Now, I’m juggling life as a full-time working mom of two energetic little ones, all while hobbling around in a clunky boot that’s apparently trying to rob me of my dignity (they actually make me sleep in it!) I am two weeks into a six week long recovery period that includes crutches, a ridiculous knee scooter, and absolutely no weight bearing. But despite the chaos (and the very real pain of a broken foot), this experience has taught me some profound lessons I couldn’t ignore. And, as I reflected, I realized these lessons stretch far beyond personal life and straight into the world of business. While I don’t wish a broken bone on anyone, I do hope you can take advantage of what I have learned from being sidelined. When we’re forced to slow down, it can reveal inefficiencies and spark necessary changes, ultimately leading to better outcomes, whether in personal life or at your law firm. Here are the key takeaways I’ve limped away with—and trust me, they apply just as much to running a business as they do to nursing a fractured limb back to health. 1. Slow Down You know what happens when you rush down stairs without paying attention? You break your foot. You know what happens when you rush through decisions in business? Mistakes. Big ones. Our society has glorified "busy" to the point where it’s almost a requirement of the modern working world. But when you're running on autopilot, you're bound to miss crucial details. In the same way I misjudged that step, legal professionals and business leaders often misjudge situations because they’re trying to tackle too much at once. Had I slowed down—just for a second—I'd likely be walking fine today. Similarly, leaders who slow down and take the time to think critically, analyze data, and assess risks often find themselves building stronger, more resilient businesses. 2. Patience Pays Off Healing a broken bone isn’t something you can just speed through (believe me, I’ve tried). It takes time, consistency, and patience. The same is true in business. If you’re working to restructure your law firm’s intake team or implement a new case management system, you won’t see results overnight. But when you commit to the process and give it the time it deserves, you’ll notice the results are richer and more impactful. Patience isn’t passive—it’s an active choice to trust the process and stay the course, even when the results aren’t immediate. If there’s one thing I’ve learned through both my injury and my role at Vista, it’s that patience isn't just a virtue—it’s a strategy for navigating challenges. Whether it’s recovering step by step or working towards long-term goals with a team, patience teaches us resilience, focus, and the importance of showing up every day, even when progress feels slow. 3. Give Yourself (and Others) Grace Breaking your foot is humbling. Suddenly, tasks as simple as making coffee or driving to the office become monumental, or in some cases, insurmountable challenges. And yet, the world doesn’t stop for me to heal. This reminded me of a powerful lesson I often see in the legal field—you have to extend grace. This might look like understanding when a team member is balancing a heavy caseload or giving yourself permission to take five minutes to breathe when things feel overwhelming. We all have moments where we fall short—literally and figuratively. Maybe it's a missed deadline, an awkward conversation, or a personal goal that feels just out of reach. These moments can weigh on us, but grace allows us to keep moving forward without the crushing burden of perfectionism. It's a reminder that progress, not perfection, is what truly matters and that every step, no matter how small, is worth celebrating. 4. Dedicate Time to Get It Right With my foot in a cast, the temptation to push through and "get back to normal" has been overwhelming. But I’ve also learned that skimping on the recovery process is a recipe for disaster. Without proper rest and physical therapy, I’d risk long-term damage. The same holds true for big business decisions or projects. Rushing through solving a problem—whether it’s building a comprehensive report set or onboarding new hires—often results in half-baked solutions that fall apart later. Taking the time to do things right ensures long-term success. It’s not always the “faster” route, but it’s the route that’s worth it. 5. Listen—Really Listen If you're determined (read: stubborn), you don’t like hearing phrases like "take care of yourself" or "rest up." These are hard words to internalize when you have two kids running circles around you and a job you love. However, when I actually stopped to listen to my doctor’s advice, the real progress began. How often do we, as professionals, hear feedback without truly listening to it? Whether it’s a team member suggesting a new process, a client voicing their needs, or a colleague offering constructive criticism, active listening is crucial to addressing challenges effectively. It’s not just about hearing the words—it’s about understanding the message, the intent, and the context behind them. When we stop, fully engage, and absorb what’s being shared, we create space for collaboration, innovation, and meaningful action. Only then can we respond thoughtfully and take steps that lead to real progress. 6. Small Hurdles Can Be Big Challenges Two stairs. That’s all it took to upend my life. It was a reminder that small hurdles—a tech glitch, a miscommunication, a slight delay—can sometimes create monumental challenges. This is especially true for personal injury attorneys managing large caseloads or COOs trying to balance shifting team dynamics in a constantly evolving workplace. Those small hurdles—whether it's a missed deadline, communication breakdown, or a sudden staffing issue—can escalate quickly if not addressed in time. Taking the time to identify and solve these challenges early is one of the most effective ways to ensure your practice or business runs smoothly, avoiding unnecessary stress and maintaining productivity. By proactively addressing potential pain points, you can foster a more efficient, resilient, and adaptable environment for your team. 7. Your Team is Everything When you’re sidelined with a broken foot, you quickly learn how important it is to rely on others. My partner has stepped up in incredible ways, taking on more than his fair share of parenting duties. My own Vista team has shown up with kindness and encouragement, allowing me to thrive professionally despite a temporary setback. This rings true for businesses, too. A strong, cohesive team isn't just a nice-to-have—it’s essential to survival and success. When each team member is engaged, empowered, and aligned, there’s no hurdle too big to overcome. And just like how I couldn’t heal my broken foot on my own, no business can thrive without the contributions and support of its team members. By valuing and investing in your team, you’re creating a foundation for long-term growth and sustainability. Don’t focus solely on individual successes—think about the collective journey towards achieving both personal and professional goals. 8. Turn a setback into success Breaking my foot felt like a major inconvenience at first, throwing my daily routine into chaos. As a parent of two toddlers, my mornings were already hectic, and slowing down has felt frustrating and unproductive. But as I adjust to my new pace, I realize it is exactly what I needed. This has given me time to reflect on how wild our mornings had become, and it has inspired me to make a change. I created a simple morning checklist that hangs on the refrigerator to keep us on track, reducing the stress of getting everyone out the door. When a task is completed, it gets a check mark. I don’t know about you, but that little check mark is super motivating for me! This experience has reminded me of a metaphor that our CEO, Tim always uses when explaining “the dip” to law firms. He tells the firm that you can’t keep driving with a flat tire without causing serious damage—you have to pull over, fix the problem, and then continue your journey. The same is true for a plaintiff law firms. When firms become overwhelmed by caseloads or inefficiencies, taking time to evaluate workflows and processes can reveal opportunities for improvement, benefiting both the team and the clients. Sometimes, slowing down really is the fastest way to move forward. Breaking Barriers - Not Bones While I wouldn’t recommend breaking a bone as part of your personal growth strategy (seriously, 0/10 experience), I do recommend reflecting on the moments in your life that force you to slow down, adapt, and reframe your perspective. As I sit here with my cast propped up and the hum of my laptop in the background, I realize just how much this experience has reinforced lessons we apply every day at Vista. From patience to teamwork to facing challenges head-on, these principles resonate far beyond personal injury law firms—they’re universal truths for any leader or business professional. If you're ready to tackle your business challenges with a fresh perspective and a dedicated team, Vista is here to help. Because whether it’s a broken foot or a broken workflow, there’s always a way forward. Here’s to walking steadily—cast-free or otherwise.
Accounting
Short-Term Pain, Long-Term Gain: Fitness in Financial Processes and Reporting
You know the feeling. You start a new diet or exercise routine, and initially, it’s all discomfort, sore muscles, and second-guessing your choices. But once you push past that initial phase and build strong, consistent habits, the results speak for themselves. You get stronger, the pain fades, and you start to see progress that makes […]
6 min read
Rebekah Stevens
December 9, 2024
Short-Term Pain, Long-Term Gain: Fitness in Financial Processes and Reporting You know the feeling. You start a new diet or exercise routine, and initially, it’s all discomfort, sore muscles, and second-guessing your choices. But once you push past that initial phase and build strong, consistent habits, the results speak for themselves. You get stronger, the pain fades, and you start to see progress that makes it all worthwhile. Financial fitness in your law firm’s accounting functions is no different. The process may feel challenging at first, but the long-term gains for your firm make every effort along the way more than worth it. When you engage Vista for Fractional CFO Services, we know what the ultimate goal looks like—a lean, efficient financial process that equips your leadership team with accurate, actionable data. But getting there? It takes commitment, time, and sometimes a little grit. This isn’t a quick fix - it involves developing sustainable habits that transform your financial reporting and help build a better-run, more successful law firm. The Challenge with Day-to-Day Accounting in Law Firms More often than not, the person managing your firm’s day-to-day accounting isn’t a trained accountant. Chances are, it’s a team member who “fell into” the role because they’ve proven themselves to be trustworthy, reliable, and capable in other areas. While these attributes are invaluable, accounting for a personal injury law firm comes with unique complexities that can overwhelm even the most diligent bookkeepers. To complicate matters further, many CPAs—even those with years of experience—aren’t up to speed on the nuances of personal injury law firm accounting. The unique challenges of operating in this space require specialized expertise, which is exactly where Vista steps in. Common Issues in Law Firm Accounting Why does law firm accounting feel so different from traditional accounting areas? Here are some specific hurdles that firms face when it comes to financial processes: Complex Trust Accounting: Mishandling client funds can lead to regulatory trouble. Understanding the mechanics of trust accounting is critical to staying compliant. Tracking Advanced Case Costs: Are you recording these as expenses or correctly treating them as investments? Misclassification can distort your financial picture. Revenue Timing Issues: Law firms often experience a mismatch between when work is done and when revenue is received. This complicates cash flow and profitability tracking. Lack of Automated Reporting Tools: Many firms still rely on manual processes or basic accounting systems that fail to provide actionable insights for decision-making. These challenges highlight the importance of having not just accurate bookkeeping but a system tailored to the needs of a law firm—and a team that knows how to use it. The Vista Approach to Financial Fitness Think of Vista as your personal trainer—except instead of pushups and crunches, we focus on the systems and processes driving your firm’s financial health. Vista’s Fractional CFO Services start by identifying areas for improvement in your accounting department. From there, we train your team on best practices for capturing financial activity, implementing processes that streamline day-to-day bookkeeping, and providing reports that are as actionable as they are clear. The Road to Financial Fitness The path to better financial systems is not always smooth. Implementing change often comes with growing pains, but Vista believes in full transparency about what to expect along the way. Here’s a glimpse of the typical process: Cleaning Up Accounting Processes: Many firms start with a chart of accounts that’s a mess—redundant categories, unclear classifications, and inconsistent entries. We begin by streamlining and standardizing this foundation. Expect us to dig into past records to correct errors and inconsistencies. While this step can be labor-intensive, it’s necessary to set the stage for accurate reporting. Developing Consistency: We emphasize developing and sticking to new habits for how financial activity is recorded. Your team will learn the “why” behind these processes, which fosters commitment to doing things right every time. Building Useful Reports: Once your accounting system is running efficiently, we implement reporting structures that provide deep insights into cash flow, profitability, budgeting, and more. These reports empower your leadership team to make smart, data-driven decisions. Creating a Supportive Team Culture: Change is never easy, but we understand the value of collaboration. Most bookkeepers we work with are relieved to have guidance and excited to learn better methods. They see firsthand how improved processes save them time and effort in the long run. Real-World Results We’ve worked with countless law firms where team members resisted change at first, only to later share how grateful they were for the transformation. When new processes are finally in place, we're hear feedback like: “I didn’t even know these reports were possible!” “I finally understand what these statements are telling me.” “I save so much time in my daily work now.” The best feedback, however, comes in the form of results. Clean accounting books and actionable insights translate directly into better decision-making, healthier cash flow, and happier firm partners who feel in control of their business. Why Financial Fitness Is Worth It Is the process of transforming your firm’s financial processes fun? Not always. But is it worth it? Absolutely. Here’s why: The Benefits of Financial Fitness Better Decision-Making: With accurate, timely reports, firm leadership can make informed decisions based on real data, not guesswork. Improved Transparency: Clean books allow for a clear understanding of your firm’s financial position, eliminating the mystery in profitability tracking. Smoother Audits: An efficient accounting system reduces the stress of audits and ensures compliance with trust accounting standards. Stronger Cash Flow Management: By understanding and managing revenue timing and advanced case costs correctly, your firm avoids cash flow blind spots. Attractive to Buyers: Clean, accurate financials are essential if you’re planning for growth, partnership transitions, or eventual sale. Streamlined Workflow: Implementing Vista's solutions streamlines your firm's workflow, improving efficiency and productivity by automating processes and reducing manual errors. Enhanced Client Satisfaction: A well-organized and efficient accounting system enables you to provide accurate and timely financial information to your clients, fostering trust and satisfaction in your services. Overcoming the Growing Pains Vista's Fractional CFO is more than just a consultant—we’re a coach. We work alongside your team every step of the way, offering support and guidance as they adjust to new processes. We’ll help you focus on the long game by keeping the end goal in sight. That transformation phase might be hard and messy at times, but it’s nothing we haven’t guided firms through before. Here are some ways to manage the growing pains: Celebrate Small Wins: Acknowledge every improvement, no matter how small—it motivates your team to keep going and reinforces positive behaviors. By recognizing their efforts, you show appreciation for their hard work and progress, creating an environment where growth and dedication are valued. Small wins often lead to big successes over time! Create Open Communication Channels: Encourage open communication by allowing your team to ask questions and address concerns as they arise. This approach fosters transparency, builds trust, and ensures that potential issues are resolved quickly, helping everyone stay aligned and focused on their goals. Focus on the Big Picture: Remind everyone of the long-term goals, emphasizing how these objectives align with the company's vision for growth and success. Highlight how the upcoming changes are not just immediate improvements but strategic steps toward building a stronger, more resilient firm that can adapt and thrive in the future. Embrace Continuous Learning: Encourage your team to stay updated with industry trends and best practices through training programs, conferences, and workshops. This commitment to ongoing learning ensures that your firm remains agile and adaptable in an ever-evolving landscape. Leverage Technology Solutions: Explore innovative financial software and tools that can streamline processes, improve efficiency, and provide real-time insights. Embracing technology empowers your team to work smarter and make data-driven decisions that drive growth and profitability. Start Your Fitness Journey Today Improving your financial processes and reporting is like getting into shape—it requires dedication, patience, and a willingness to focus on long-term results. Just like building physical fitness, the journey can be challenging but incredibly rewarding. The benefits, from greater financial clarity to smoother operations, will make all the effort worthwhile. At Vista, we bring years of experience, cutting-edge tools, and a hands-on, collaborative approach to help guide your firm toward financial fitness every step of the way. Our Fractional CFO Services are designed to address the unique needs of law firms, offering a comprehensive roadmap to clean up outdated practices, streamline processes, and ensure consistency across the board. Whether it’s improving cash flow management, implementing better reporting systems, or identifying areas to maximize growth, we work closely with your team to build solutions that create a lasting transformation. This isn’t a quick fix or a one-size-fits-all approach—it’s a carefully tailored process that focuses on both immediate priorities and long-term sustainability. The process might not be quick or painless, but we’re here to ensure the journey is effective, purposeful, and truly impactful. With Vista by your side, you’ll gain not just a partner but a coach who is committed to your success. Together, we can turn today’s challenges into tomorrow’s wins. Are you ready to take the next step in your law firm’s financial fitness? Reach out to Vista today, and let’s start building a stronger financial future for your firm.
Leadership
The Greatest Gift of All: Leading with Gratitude
n this week’s blog, Operations Consultant Dr. Heather Carroll will help you discover how channeling genuine emotion reinforces leadership and builds an inspiring and productive community.
5 min read
Dr. Heather Carroll
December 2, 2024
The Greatest Gift of All: Leading with Gratitude By Dr. Heather Carroll Dear Vista Friends, Family, and Team Members, As the holiday season draws near, I have found myself reflecting on the past year and the relationships I have cultivated with so many of you. I am looking at my beautifully decorated tree and feel the holiday spirit swelling inside me. I am truly inspired to express my heartfelt gratitude for your trust, friendship, collaboration, and partnership. To anyone reading this, I am thankful. I am thankful to you for reading my thoughts and thankful for the opportunities that I have had this year to work, learn, and, yes, even have fun and play alongside you! This is the time of year to remember the importance of connections and community… and the world of plaintiff law is most certainly a community. It’s a chance to pause and appreciate the connections we have made, the moments we have shared, the challenges we have overcome, the successes we have celebrated, and the knowledge we all collectively gained along the way. This type of reflection is what brings the REAL holiday magic. As you gather this season with your family and friends, my wish for you is that you take some time to enjoy the little things. A good meal, a warm fire, a perfectly formed snowflake… or perhaps even a few too many cookies…. Because calories don’t count in December, right?? Looking ahead, I am so excited about the opportunities 2025 will bring for us all. I know I speak for everyone at Vista when I say we remain dedicated and enthusiastic about helping you all learn, set and meet goals, and grow your firms to a higher level. I also look forward to meeting and getting to know even more of you, and I am confident that we will join together and have plenty of fun along the way. Like we are famous for saying at Vista: we take what we do very seriously but do not take ourselves too seriously. That's what it's all about. Personally, I am hoping for a beautiful white Christmas here in Colorado. I am a true sap during the holidays. I endeavor to be surrounded by friends, family, and yummy foods (never too much cheese or chocolate, am I right?) during the entire month of December. As you all fall amongst the ranks of friends, I’d love it if you’d share some of your holiday plans with me. Email me (hcarroll@vistact.com) or reply via social media. Feed my holiday spirit and share what makes this season great for you! Thank you again for being such an important part of my year and journey. I truly wish you, your team, and your loved ones a joyous holiday season filled with cheer and laughter. Here’s to a prosperous New Year that’s filled with health and prosperity. Merriest wishes! Heather That's the letter I sent to my clients this year, but this year, I wanted to share it with our entire Vista crew. Some might read this letter and dismiss it as cheesy or fluffy. They might argue true leadership involves decisive actions and focused strategies rather than heartfelt messages or sentimentality. I disagree with that perspective. Leadership, in its truest form, goes beyond mere decision-making or authority—it's about connection, empathy, and inspiration. Demonstrating gratitude and emotional openness fosters a sense of belonging and trust within a team. It encourages collaboration, motivates individuals to strive for greatness, and cultivates a positive work environment. By sharing our genuine feelings and valuing our relationships, we build a community where each member feels appreciated and integral to the shared vision. This approach doesn’t detract from leadership. Rather, it strengthens it by reminding us of the values that matter most. The Gift of Gratitude The holiday season is a time for gratitude, reflection, and connection. As leaders, it is important for us to lead with gratitude, not just during the holidays but throughout the entire year. Gratitude is more than just saying "thank you." It's about acknowledging and appreciating the people in your life and the impact they have on your journey. It's about recognizing the small moments of joy and growth that may often be overlooked. As leaders, expressing gratitude can strengthen relationships, boost morale, and create a positive work culture. But leading with gratitude also means taking action. It means showing appreciation through words and deeds, whether it's thanking an employee for their hard work or giving back to the community. It means fostering a culture of gratitude within your team and encouraging others to express their appreciation. You can help bind your team together through actions like a well-thought-out holiday message. Taking time to reflect and send a warm message of togetherness can show your team members that you appreciate and value them. It can help unify your team. Of course, organizational unity leads to success! Expressing Gratitude Some of the most powerful ways a leader can give back to their team during the holidays is by giving the gift of time and recognition. Here are a few best practices for creating a message to your team that’s sure to hit the mark: Be the messenger: I cannot say this enough… give this task the time it deserves. Don’t delegate this. It defeats the point. The message should come from you and sound like it comes from you! Being sincere is a top priority, and your team will know the difference. Start with gratitude: There's so much to be thankful for. Your team, your clients, your community. Acknowledge those that lend to your success. Show appreciation for their hard work, commitment to your firm, and all their contributions, big and small, throughout the year. Look back and reflect: Remember the highs and the lows. Celebrate the wins and ponder the lessons learned from the lows. You achieved the wins together and laughed, learned, and survived the lows together! This is an excellent way to foster pride and unity within your TEAM. Look ahead. What’s next? Do you have any big plans for next year? What a great time to get the team excited about the upcoming year. If the last year felt a lot of change, the next year might as well. Set the tone of positivity around upcoming changes. You are setting goals and empowering your team to help you meet them. This is exciting! Share a personal touch. This is where you can shine. This is your opportunity to bond with your team and highlight transparency. What are your holiday plans? Share as much as you are comfortable with. Did you have a big win? Share that. Did you learn a funny lesson from a mistake? Get real and find the humor in that with your team. Pictures can be a great touch, too. Give good advice. Encourage your team to remember what is important throughout this season. That may look like encouraging them to take some time off to rest, reconnect, and rejuvenate. You should all have the chance to feel a little holiday magic. Show your team that you want that for them! Remember to be inclusive. Your team is full of diverse backgrounds and traditions, all of which are important. They need to know that their diversity is celebrated and encouraged by you. Diverse teams are the most innovative teams! So, the holidays are a great time to remember and recognize that diversity. The Added Stocking Stuffer Leading with gratitude can also have a powerful impact on our own well-being. Studies have shown that practicing gratitude can improve mental health by fostering positive emotions and reducing the risk of depression. It can also lower stress levels by helping individuals focus on the good aspects of life, thus fostering resilience. Gratitude has been linked to increased overall happiness, as it encourages a positive outlook and appreciation for life’s everyday moments. So not only does it benefit our relationships and work culture by promoting empathy and connection, but it also has significant personal benefits, enhancing our emotional health and life satisfaction. Holiday Magic As we enter a new year filled with opportunities and challenges, let us remember the importance of leading with gratitude. Leading with gratitude means taking action. It means showing appreciation through words, actions, and deeds. Let's take the time to appreciate those around us, express our thanks, and spread joy and positivity wherever we go. Let's take the time to acknowledge and thank our team members, clients, and community for their contributions and support. Because in the end, the greatest gift of all is the gift of gratitude. Happy holidays to all! As we bid farewell to this year, we raise a toast to a wonderful year ahead. May it be filled with personal and professional growth, remarkable success, and an abundance of reasons to be grateful every day. Thank you for being an integral part of our Vista family. Your support and dedication have been invaluable, and we cherish the moments we've shared together. We eagerly anticipate continuing this incredible journey with you in the new year, filled with exciting opportunities and new milestones.
Accounting
Understanding Law Firm Valuation: Key Considerations for Mergers and Acquisitions
Navigating mergers and acquisitions (M&A) can be daunting, particularly when valuing a plaintiff/contingency fee law firm. The process involves assessing a range of factors such as client base, revenue streams, market position, and intangible assets like brand reputation and expertise. As someone who has been closely involved in this field and advised on many M&A […]
7 min read
Tim McKey
November 25, 2024
Understanding Law Firm Valuation: Key Considerations for Mergers and Acquisitions By Tim McKey Navigating mergers and acquisitions (M&A) can be daunting, particularly when valuing a plaintiff/contingency fee law firm. The process involves assessing a range of factors such as client base, revenue streams, market position, and intangible assets like brand reputation and expertise. As someone who has been closely involved in this field and advised on many M&A transactions, I want to share some insights that may help you understand the essential elements of law firm valuation. This knowledge empowers firms aiming for growth by allowing them to position themselves strategically in the market and provides crucial clarity for those considering selling, ensuring they receive a fair and comprehensive evaluation of their firm’s worth. Understanding these dynamics can make the complex M&A landscape more navigable and less intimidating. However, each potential transaction will have unique circumstances that must be addressed individually. The Core Elements of Law Firm Valuation Several critical components of law firm valuations require thorough attention to ensure a comprehensive understanding and accurate assessment. Valuing a contingency fee law firm differs from other business valuations due to its specialized nature and the unique factors influencing its potential worth. These factors include the firm's financial health, client relationships, and attorney expertise. Having a robust approach to evaluating these elements allows decision-makers to conduct more informed negotiations and strategic planning during the diligence phase and negotiations of price and terms. As we delve into these core elements, it's crucial to approach them with careful analysis and insight, setting a strong foundation for any merger or acquisition endeavor when either buying or selling. When it comes to evaluating a law firm's worth, there are four critical criteria to consider: Historic Profitability: A firm's past financial performance is a significant indicator of its value. While historical profitability is essential, more recent financial results tend to carry more weight. Potential buyers are often interested in how consistently a firm has generated revenue and maintained profitability over time. Also, when evaluating profitability, the buyer should be keenly aware of the role played by the “major” players at the firm. Can the firm continue profitability (potentially) without those players there? Operational Efficiency and Effectiveness: This criterion examines how smoothly a firm operates. Is the firm able to deliver its services efficiently, or does it rely heavily on brute force? The more streamlined the operations, the more attractive the firm is to potential buyers. And, remember, the firm should be able to function effectively without the seller, especially if the seller has been the primary driver of business. Current Case Inventory: The status of cases currently under the firm's roof plays a crucial role in valuation. A robust and high-quality case inventory is a positive indicator of a healthy operation. Additionally, the firm’s ability to replenish this inventory through effective marketing strategies is vital for maintaining value. Marketing Machine Quality: The effectiveness of a law firm's marketing efforts can significantly impact its valuation. Firms with strong marketing systems (or transferable referral sources) are better positioned to continuously attract new cases, which enhances overall enterprise value. The Importance of Accurate Bookkeeping Accurate bookkeeping by the target firm is a fundamental aspect of evaluating a law firm's financial health and plays a pivotal role in the valuation process during mergers and acquisitions. Maintaining precise financial records ensures that all financial transactions, including revenue generation and expenses, are recorded and assessed correctly. This transparency not only instills confidence in potential buyers but also facilitates informed decision-making by providing a clear understanding of the firm's fiscal standing. Accurate bookkeeping helps identify trends and anomalies that may affect a firm's valuation, allowing for timely corrective actions when necessary. For any law firm contemplating entering the M&A arena, robust bookkeeping is not just a practice but a necessity that underpins the reliability of its financial narratives. Too, if any expenses are being paid by the firm that could be considered an “owner perk” and do not further enhance the firm’s service delivery, they should be readily identified as these expenditures. They “should” not be present post transaction and should be accounted for appropriately in the valuation process. Advanced case costs are a crucial component in the financial structure of a law firm, playing a significant role in the valuation process during mergers and acquisitions. These costs, often incurred upfront to support a client's case, represent a considerable investment on the firm's part and reflect its commitment to achieving favorable outcomes. The management of these costs is a testament to the firm's financial strategy and discipline. Prospective buyers must pay close attention to how such costs are tracked and recovered, as efficient management practices can greatly influence the perceived value of the firm. Properly documented and consistently monitored case costs demonstrate fiscal responsibility and ensure that the firm retains the potential for profitability upon successful case resolution. Understanding and overseeing these costs with diligence is imperative for any law firm seeking to maintain an attractive financial profile. Case Costs as Investments: When case costs are deducted as expenses, it can distort a firm’s profitability. Ideally, these should be recorded as investments on the firm’s balance sheet. This accounting method presents a clearer picture of the firm's true profitability and financial health. Impact on Net Income: If a firm is growing, it’s likely investing more in cases than it’s currently bringing in in the short run. Ultimately these costs and reimbursements will level out. However, deducting these costs currently can lead to a depressed net income, which may mislead potential buyers about the firm's value and not yield a favorable price for the seller. Ensuring that case costs are handled as firm assets can provide a more accurate picture of firm profitability and, ultimately, firm valuation. Understanding Asset Value and Liabilities Understanding “hard” asset value and true firm liabilities is essential for accurately assessing a law firm's financial health during M&A activities. In addition to goodwill and operational metrics, tangible assets and liabilities also contribute to a firm’s value: Tangible Assets: While desks, tables, and chairs may not seem significant, these hard assets do add to the overall value of the firm. As well, advanced case costs usually represent the lion’s share of tangible assets. Debt Impact: Any outstanding debt within the firm will naturally reduce its value. It's essential to account for these liabilities when determining a baseline valuation. By examining both tangible and intangible assets, such as office properties, intellectual property, and client relationships, alongside liabilities like debts and pending legal liabilities, stakeholders can gain a comprehensive view of the firm's fiscal position. Recognizing the balance and interplay between these components will foster informed decision-making and negotiation strategies, ultimately ensuring a fair and representative valuation in the complex landscape of mergers and acquisitions. Setting a Baseline for Negotiations In any M&A transaction, setting a baseline for negotiations is a strategic process that lays the groundwork for productive discussions. This baseline serves as the foundation upon which all parties evaluate their positions and establish reasonable expectations. An accurate and well-substantiated baseline helps to mitigate misunderstandings and discrepancies during the negotiation phase by clearly defining the initial value propositions and financial benchmarks. By thoroughly understanding the key financial indicators, operational efficiencies, and strategic objectives, stakeholders can craft a negotiation strategy that aligns with their goals while ensuring that all parties recognize the true value of the deal. Once a firm’s foundational value is established, the negotiation process with potential buyers can begin. Buyers will need to consider several factors: Desired Rate of Return: Buyers typically have a target annual return on their investment. This desired return influences their perception of the firm’s value. While my rule of thumb is a 25-35% return, different buyers might have varying expectations based on their strategic goals. Seller Motivation: The seller’s reason for selling can also impact negotiations. Whether motivated by personal reasons or seeking top dollar, understanding the seller's perspective can guide the buyer in crafting a fair offer. Market Conditions: The broader economic environment and legal industry trends can significantly influence the valuation and negotiation process. Understanding whether a particular market is experiencing growth, stagnation, or decline will impact both the buyer's and seller's expectations and strategies, potentially affecting the terms of the transaction. The Role of Terms in M&A Transactions The terms of a deal play a pivotal role in shaping the final outcome and success of a transaction. These terms meticulously outline the rights, obligations, and expectations of all parties involved, providing a structured framework for the entire M&A process. It is crucial for both buyers and sellers to carefully consider and negotiate these terms to prevent potential disputes, ensure equitable agreements, and protect their respective interests. These terms encompass a wide range of components, including purchase price adjustments, representations and warranties, indemnities, and closing conditions. Each has the potential to significantly impact the financial implications and operational synergies of the deal. A misstep in negotiating a seemingly minor detail can lead to significant ramifications post-closing. Therefore, it's essential for firms to engage experienced legal and financial advisors to navigate these complexities and establish terms that align with their strategic goals while mitigating potential risks. Here are some specific terms of a transaction to consider: Payment Structure: The agreement could involve a full cash payment upfront, or it might include a down payment followed by an earn-out. Buyers and sellers must agree on terms that reflect the firm’s valuation while meeting both parties' needs. Security and Financing: Whether bank lending is involved or not, other forms of security are important in post-closing payment arrangements. These elements can complicate the transaction. The negotiation process often involves balancing these factors to reach a mutually agreeable deal. Non-Compete Agreements: These clauses prevent the seller from starting a competing business or engaging in competitive activities within a specified time frame and geographical area, safeguarding the buyer’s investment and market position. Due Diligence Period: The timeframe allotted for conducting thorough investigations into the legal, financial, and operational aspects of the firm, ensuring all representations are accurate and there are no undisclosed liabilities or risks. Vista is Your Trusted Partner Understanding the nuances of law firm valuation is essential for any firm considering a merger, acquisition, or sale. By focusing on profitability, operational efficiency, case inventory, and marketing strength, alongside accurate bookkeeping, firms can present a clear value proposition to potential buyers. As the landscape of M&A continues to evolve, staying informed and prepared is the key to success. Some have said that “If you are not at the table, you may be on the menu!” Though I do not believe the environment is quite this harsh, there may be some truth in this quip. Are you currently involved in the M&A market or considering diving in? Navigating the complexities of mergers and acquisitions requires meticulous preparation and strategic insight. Whether you're a buyer seeking to expand your portfolio or a seller aiming to maximize your firm's valuation, it's imperative to conduct a thorough market analysis, assess financial health, and strategize effectively. Attaining a fair agreement, understandable transaction value, and reasonable terms are always our goal. Utilizing expert guidance can significantly enhance your approach, ensuring that all critical factors are considered, and opportunities are optimized. As an experienced M&A advisor, I am here to assist you every step of the way. Feel free to reach out to explore potential strategies and ensure you achieve your M&A goals with confidence and precision. Our experience spans both small and large deals, ensuring that we can provide valuable insights and guidance throughout the valuation and negotiation process.
Human Resources | Leadership | Marketing
The Gift of Engagement: Unwrap the Secrets of Successful Internal Holiday Marketing
At Vista, we visit quite a few law firms for Needs Assessments. During our days on site, we meet with individual team members to dig deep into workflow, processes, culture, and areas ripe for improvement. We see firms of all shapes, sizes, geographic locations, and team makeup.
5 min read
Mary Ellen Murrah
November 18, 2024
The Gift of Engagement: Unwrap the Secrets of Successful Holiday Internal Marketing by Mary Ellen Murrah Not to stress you out, but the holidays are just around the corner! We are officially in double digits until the end of the year. As the stores fill with shoppers and festive lights start twinkling, plaintiff firms should focus on a crucial aspect that can bring joy all year round—internal marketing. Client referrals can and often do account for a significant portion of new business. In fact, we at Vista have seen this play out at firm after firm. This makes internal marketing not only relevant but absolutely essential. The Role of Internal Marketing in Law Firms Internal marketing refers to strategies aimed at leveraging your firm’s existing relationships—be it with clients or employees—to build brand loyalty and drive referrals. Unlike traditional marketing, which targets external audiences, internal marketing focuses on those already familiar with your services. For plaintiff law firms, this approach is invaluable. Why? Because in a saturated market, standing out requires a dedicated client base willing to advocate for your brand. Think of the absolute gold mine of information living in your case management system right now…hundreds or thousands of contacts who, if you did good work and treated them well, could be selling your services! Your current clients and employees can be your strongest brand ambassadors. By nurturing these relationships, you can enhance your firm's reputation and increase the likelihood of referrals. Understanding the Cost-Effectiveness of Internal Marketing Firms invest heavily in traditional marketing tactics like billboards, TV ads, internet marketing, events, and other media. While those traditional marketing efforts certainly have a place and are important in your overall mix, they can be cost prohibitive and attributing the cases to the individual spend can be tricky. Too, the industry is exceedingly competitive. You not only compete with the firm down the street who may have deeper pockets for an aggressive tv campaign, but you also compete with firms investing heavily in internet marketing designed to drum up leads that can be referred out to partner firms. It can be difficult for a newer firm or one with a smaller budget to differentiate itself on traditional marketing efforts alone. In contrast, internal marketing taps into existing networks, making it a cost-effective strategy. By focusing on individuals who already trust your firm, you mitigate the need for costly external campaigns. Enhancing Client Relationships Any solid internal marketing campaign starts first and foremost with client service. In order to convert your clients into raving fans, you have to provide them with world class service at every step of their journey with your firm. Take a hard look at how your clients experience your firm. Does it begin with an empathetic intake process and seamlessly move into a case management experience where expectations are set and met? Does the client receive regular, meaningful communication? Has your team been trained on how to greet and speak with clients? You cannot expect referral magic to happen if you’re not treating clients with care, compassion, and service. That’s the table stake for internal marketing. Holiday Marketing Opportunities for Law Firms Now back to the end of year holidays – obviously, this time of year presents a perfect opportunity to strengthen client relationships. Think about those personal gestures that clients may appreciate: a personalized greeting card, a nice piece of firm-branded SWAG, a tin of cookies or other holiday gifts. These can be thoughtful ways to stay top of mind for your current and past client base. Your firm may opt to host a holiday event or charity drive to engage clients and get involved in your local community. Emailing your clients with an offer of a free Uber ride home on New Year’s Eve can be a way to stay in front of them with a valuable service. Employee Engagement Don’t forget your most important marketers – your team! At Vista, we say that marketing is everyone’s business. Your employees play a critical role in your internal marketing strategy. Ensure that you are loading them up with firm SWAG so they become walking advertisements for your brand. Treat them so well that they become rainmakers for you. One of my clients had a team member in the intake department who ended up with her own line on their marketing reports because she brought in so many cases! One of the questions we at Vista ask firm team members during an assessment is, “Would you send one of your family members to this firm if they had a need?” The answers are very telling. Consider polling your team. If the answers are not a resounding yes, take a look at why. What systems and processes need improvement? Engaging your team with recognition programs or holiday-themed events can boost end of year morale and encourage them to become advocates for your firm. Don’t forget to highlight your team in any client newsletters. Tout employee achievements, birthdays, and anniversaries. Holiday get-togethers, coat and toy drives, canned food initiatives, adopt-a-family, and other events foster camaraderie among your team and aid your local community at the same time. Leveraging Social Media and Digital Platforms Incorporating holiday-themed content on social media platforms can enhance visibility. Create engaging campaigns or email newsletters that resonate with both clients and employees. Sharing client testimonials or success stories as part of your holiday campaign can further strengthen your firm's credibility and attract potential referrals. Don’t forget to include recipes and other non-legal items in your email newsletters! Share what you do in the community, always staying authentic to your brand and your team. Again, your team can be some of your best marketers. If you share content about them or involve them in your social campaigns, they are more likely to share that content with their own network, enhancing your reach. Timing Your Internal Marketing Efforts The holidays are of course an opportune time for marketing, but competition for attention is fierce. You are not alone in sending cards and gifts this time of year, so standing out among the sea of noise can be tough. You might consider timing your efforts differently or picking different holidays where your efforts might really stand out. For example, at Vista, we send king cakes to our clients around Mardi Gras. Because we are based in Louisiana, it evokes Vista’s roots, and we have found that fewer people receive gifts around that time of year, so the impact is greater. We have worked with a firm that sent out amazing St. Patrick’s Day boxes, we have seen a cool Leap Day swag box, and there are cute ideas for “love” themed items around Valentine’s Day. Think outside the box about what you send and when to ensure that your message doesn't get lost in the holiday shuffle. It’s great to maintain engagement during less crowded periods. Too, engagement and brand building doesn't have to be limited to the holiday season. Explore some non-holiday efforts that align with your firm's goals and client needs. Ask for What you Want – not just from Santa! You’ve done an excellent job for your clients. You’ve provided world class service, reached out regularly, stayed top of mind with thoughtful marketing messages, newsletters, SWAG, events, and social content. They have come to trust you, and now that they have healed, you’ve successfully resolved their case. Don’t forget that last, important step! ASK your clients for reviews, referrals, and engagement. Make it as easy as possible for them to leave you a review. Remind them, often, that referrals are welcome and encouraged. You may even feature them on your social channels if they agree. Snap a picture of them with their attorney and share it on social. Remember, your reach is greater when others share with their networks! From building stronger client relationships to enhancing employee engagement, internal marketing strategies can set your firm apart in a competitive landscape. Take the time to evaluate your current efforts and consider how you build a successful internal marketing campaign. Let's make this holiday season a time of growth and success for your firm!
Human Resources | Leadership
Bringing Harmony to the Unharmonious: Being an Enneagram 9 in the Workplace
My Vista colleague and friend, Kendall Abbott, recently wrote a blog about Enneagram 8s in the workplace. (Check out that great read here!) Enneagram 8s fascinate me…. I’m even married to one. Kendall’s blog was outstanding and got me thinking about what I know best – Enneagram 9s… because I am one.   The Enneagram is […]
6 min read
Rebekah Stevens
November 11, 2024
Bringing Harmony to the Unharmonious: Being an Enneagram 9 in the Workplace. BY: Rebekah Stevens My Vista colleague and friend, Kendall Abbott, recently wrote a blog about Enneagram 8s in the workplace. (Check out that great read here!) Enneagram 8s fascinate me…. I’m even married to one. Kendall’s blog was outstanding and got me thinking about what I know best – Enneagram 9s… because I am one. The Enneagram is a comprehensive personality framework used to understand the unique motivations underlying human behavior. It categorizes individuals into nine distinct types, each with core emotions, fears, and desires that influence how they interact with the world. This model serves as a powerful tool for personal growth and interpersonal understanding, providing insights into one’s deep-seated patterns of thinking and acting. By identifying their Enneagram type, individuals can gain greater self-awareness, leading to improved relationships both personally and professionally. In this blog, we'll examine the distinct qualities of Enneagram 9s and explore how their natural inclination towards harmony can be leveraged to create a more cohesive and productive work atmosphere. By examining the strengths and challenges faced by Enneagram 9s, we can discover valuable insights into maximizing their potential in professional settings. Characteristics of an Enneagram 9 People who know the Enneagram know that the 9s, or “Peacemakers,” are often recognized by their carefree and easy-going nature. They are defined by their desire for internal and external peace. I think 9s are very easy to identify in your workplace—they are typically laid-back, peaceful, and agreeable folks. They are not boat-rockers, disruptors, or difficult-to-manage people. They have an inherent ability to empathize with others, making them compassionate listeners who can understand diverse perspectives without judgment. And while those qualities are great, 9s also have their challenges. This type prioritizes harmony above all else, seeking to avoid conflict and tension wherever possible. Though they can sometimes be seen as indecisive or complacent due to their desire to keep the peace, 9s are also steadfast and supportive team members, ensuring that all voices are heard and considered in collaborative situations. Their core fear of loss and separation drives them to maintain peaceful relationships, often at the expense of their own needs and desires. By recognizing these characteristics, colleagues can better appreciate the value a 9 brings to a cohesive, harmonious work environment. Enneagram 9s in Leadership Roles Being in a leadership position and being an Enneagram 9 can be challenging for sure, even though 9s are noted for being wise leaders. Abraham Lincoln, Ronald Reagan, and Queen Elizabeth II are well-known 9s. Enneagram 9s are inherently equipped to be effective leaders due to their deep-seated desire for harmony and inclusivity within their teams. These individuals naturally excel in fostering a collaborative and supportive environment where all team members feel valued and heard. Their empathetic nature allows them to approach conflicts with a calm demeanor, defusing tension while encouraging open communication and understanding. Their ability to view situations from multiple perspectives enables them to make balanced and thoughtful decisions that account for the needs of all stakeholders. This inclusive leadership style strengthens team cohesion and boosts morale and engagement, which helps to drive the collective success of the organization. 9s are adept at navigating complex dynamics with poise, guiding their teams toward unified goals and harmonious outcomes. While 9s bring peace and are skilled at resolving conflict, it’s emotionally draining for a conflict avoider to deal with unpleasant situations, especially when they know confrontation is involved. Just because 9s appear smiling, happy, and agreeable most of the time doesn’t mean they feel relaxed and comfortable in uncomfortable situations. I know when I see conflict coming, I see a flashing sign in my head that says “ABORT! ABORT! ABORT! RUN!!!!” I admire people who are able to confront things head-on, confidently, and comfortably. Maximizing the Potential of Enneagram 9s in the Workplace So, how do you successfully work with 9’s and bring out their best in your firm? Clearly, you can’t isolate all of the peacemakers from conflict and uncomfortable situations. (If you can, please contact me immediately and let me know how you did that because I am all in!) Here are some ways you, as a leader, can utilize your Enneagram 9 team members: They are natural mediators because they possess the unique ability to see every side of an argument. While type 9s tend to avoid conflict, their knack for keeping the peace is unparalleled. This quality can be a tremendous asset to your firm! When your team is faced with making a decision about a company policy or implementing a new process, make it a point to consult with your 9s. They have an innate talent for viewing situations from multiple perspectives, which allows them to instinctively consider the effects of decisions on various groups of people. Their empathetic nature enables them to connect with others' feelings and viewpoints, making them invaluable in navigating discussions. Moreover, they can facilitate understanding among different decision-makers, helping to mediate differences and foster collaboration. In essence, leveraging the strengths of your type 9s can lead to more thoughtful and inclusive decision-making processes within your organization. They don't want the final word. It's important not to place the burden of a final decision on a Type 9 individual. These individuals tend to struggle in this area because they desire to bring insight and perspective to discussions, yet they often find themselves indecisive when it comes to making the ultimate choice. This indecision stems from their desire to consider everyone's feelings and viewpoints, which can sometimes lead to a reluctance to take a definitive stand. However, a commendable attribute of Type 9s is that once a decision is reached, they demonstrate unwavering loyalty to it. They not only support the decision but also provide reassurance to others involved, creating a sense of stability and trust. Their natural ability to foster harmony in group settings is one of their greatest strengths. Type 9s are known for being peaceful and grounded, often serving as calming influences who help facilitate collaboration and understanding among their peers. This ability to bring people together and maintain a balanced atmosphere makes them invaluable in both personal and professional relationships. They tend to repress their feelings and minimize their experiences. Remember that meme with the dog drinking coffee while surrounded by flames and the dog saying, “It's fine. Everything is fine.”? That dog is definitely a 9. Nine’s can be tricky that way – they don’t want to be the cause of conflict, so often they will avoid telling you how they truly feel to preserve the peace. They will adapt to a situation at extreme emotional cost to them in order to minimize the conflict and anything potentially upsetting. Nines can go on emotional strikes… instead of speaking up and saying how they feel, they will simply shut down, but they feel very deeply at the same time and have a hard time shaking things off. I know that shutting down and internalizing is my personal default when I am hurt or unhappy. So when a 9 tells you, “That’s fine” or “ok, sure,” you can’t really know for sure they mean that… so ask them again. Let them know you want to know exactly how they feel and that “I’m fine” is not the answer you always want to hear. Let them know you want them to speak up, otherwise you might miss out on something that is valuable and important. Creating an environment that nurtures the growth and development of Enneagram 9s within the workplace is essential for leveraging their full potential. Leaders should implement practices that encourage these individuals to voice their opinions and express their needs openly. Providing regular feedback and creating safe spaces for constructive discussions can help 9s build confidence in articulating their perspectives. It's also beneficial to engage them in project leadership opportunities, allowing them to practice decision-making in a supportive context. Encouraging cross-departmental collaboration can highlight their skills in mediation and diplomacy, further enhancing their strengths. By promoting a balanced environment that acknowledges both their contributions and their personal needs, organizations can empower Enneagram 9s to flourish as influential figures and valuable team members. A Deeper Level of Understanding I can tell you this from personal experience: When Enneagram 9s feel secure in the workplace, they are energized to accomplish tasks and goals—and they do this with enthusiasm… all while supporting your firm's mission. These are your team players. Way better than an emotional shut-down, right? Personality assessments such as the Enneagram offer profound insights that empower individuals to achieve a deeper understanding of themselves. By exploring these unique personality types, one can uncover intrinsic motivations and potential areas for personal growth. This understanding is invaluable for leaders in managing a diverse and dynamic team. It provides the framework to tailor leadership approaches that maximize each team member’s potential, fostering an inclusive environment that cherishes diversity. The ultimate goal of these assessments is not merely classification but rather enhancing empathetic relationships and guiding individuals toward becoming the best versions of themselves. When leaders harness these insights, they enrich their organizational culture and inspire their teams to excel collectively and individually.
Case Management
Optimizing Law Firm Efficiency: Exploring Case Management Workflow Models
This week’s blog by Operations Consultant Stephanie Demont will provide actionable insights on how law firms can utilize these drivers to optimize their practice outcomes.
5 min read
Stephanie Demont, Esq.
November 4, 2024
Understanding Value Drivers: How to Maximize the Value of Every Case In every high-volume personal injury practice, it is essential to strike a balance between working efficiently to keep cases moving toward resolution while using care not to overlook significant facts that add to the value of each and every case. These facts can pertain to liability or damages as well as other factors such as a client’s witness potential and total available insurance coverage. These are the primary things that impact the settlement or resolution value of cases, and within them are what we refer to as “Value Drivers.” For lawyers and paralegals who handle high caseloads, significant facts can sometimes get lost in the voluminous notes recorded on each file. We’d like to share a tried-and-true method of ensuring that what’s really important never gets lost or buried within the notes but rather is quickly and easily identifiable in every case through the proper use of your case management system. Understanding value drivers As personal injury lawyers, our goal is to ensure our clients receive fair compensation for their losses and damages. Maximizing the value of each case is not only beneficial for our clients but also essential for maintaining a successful and profitable practice. By identifying and properly utilizing value drivers, we can effectively argue for higher settlements or verdict amounts. Value Drivers are the facts, qualities, events, or triggers that drive up the value of a case to the next level. They are the key pieces of information that make a case stand out and justify a higher settlement or verdict amount. These could be anything from clear liability to high medical bills, severe injuries, or even a sympathetic client story. Identifying these value drivers is crucial for maximizing the value of every case. Value drivers can be liability-related factors such as gross negligence or aggravating circumstances like DUI, texting while driving, or damages-related things such as specific injury symptoms, brain injuries, sensory loss, radiating pain, as well as the diagnostic test results that confirm these findings. As we know, soft tissue neck or back injuries often resolve with a brief course of conservative treatment such as physical therapy, but this is not always the case. Sometimes, our clients' injuries develop into significant and even permanent problems, and when they do, we must have a system in place for recognizing them immediately. Some examples of soft tissue value drivers are positive MRIs, epidural injections, and surgeries. In serious injury, non-soft tissue cases, fractures, severe scarring, loss of use of an organ or limb, etc., may also be considered value drivers. These, too, can be tracked in discrete data fields in a case management system. However, we have found that the risk of failing to maximize case value is much more likely in soft tissue injury cases. Therefore, we recommend beginning your data-tracking journey with soft-tissue value drivers. How to Effectively Track Value Drivers We recommend using a method to systematically isolate value drivers on all auto and personal injury cases in your case management system. By singling out this data, separate and apart from freeform text or notes in the system, value drivers become easily identifiable and reportable. Most case management systems either provide these data fields or allow users to add user-defined custom fields. Once a custom field is added, management should make users aware that the new field now exists and what the specific expectation for populating each field is. Use Reporting to Efficiently Manage the Data Once you’ve isolated each value driver in a discrete data field, the task of reporting on this critical information becomes much easier. Many leading case management systems offer advanced reporting and dashboard functionality within their platforms. Make sure you create reports that include any user-defined fields you've created to track value drivers. Firm managers, attorneys, and paralegals should all be given access to run their own reports so that they can easily spot cases with value drivers and give them the attention they may need. Firms that have not yet implemented a case management system may opt for a lower-tech approach like an Excel sheet. While this option isn't ideal, it still provides a means by which to capture, track, and report on critical case data. Value driver reports can provide a wealth of information to you. They can help you identify patterns and trends in your cases, such as which types of injuries or liability factors tend to garner higher settlements. With this information, you can better assess potential settlements and negotiate with insurance companies more effectively. Some important things value driver reports can show are: How many and which symptomatic or qualifying clients in your open case inventory have not had an MRI within 90 days of the case open date? How many and which have had a positive MRI? Of those, how many and who may need an injection? Of those, how many have had more than one injection, and of those, how many and who may need or have had surgery? These are the soft tissue cases that have the potential to develop into significant, high-value cases and should be flagged as such in each lawyer’s case inventory. These cases may require more attention from the attorney and may need to be prepared for litigation early rather than likely to settle before litigation. Imagine being able to instantly produce a list of all clients who have had a positive MRI but no injections. Or a list of clients who have had injections but no surgery. Or a list of clients who have had surgery and where policy limits are $500,000 or more? All of this is readily available at the click of a button when you take the time to isolate and track value drivers in your system. “ABCD” – Always Be Considering the Demand Once our clients have concluded their course of treatment and all records are received, it’s time to draft the demand. In a high-volume, fast-moving practice, it is too easy for meaningful information that should be emphasized in a demand brochure to get buried deep within the file notes and sometimes be missed. By building out your system to capture the most important value drivers, and developing reporting to easily retrieve it, you can greatly reduce the risk of missing anything! Attorneys and paralegals should be encouraged to run their value driver reports on a regular basis while their clients are treating to ensure the potential for treatment gaps are eliminated and that clients are receiving the treatment they need from the right providers. When done properly, this system increases the likelihood that every client receives the right treatment at the right time until they reach maximum medical improvement. In addition to isolating value drivers to track damages, you may also want to track liability factors and coverage information the same way. By doing so, you are isolating your case’s strengths, which can be easily summarized and retrieved at the click of a button when it’s time to prepare the demand, enter settlement negotiations, or begin trial prep. Success. Maximized. Overall, understanding and effectively using value drivers is an essential skill for any personal injury lawyer, and incorporating this practice into your case management system can greatly benefit both your clients and your firm's success. Keep track of those value drivers and watch as they drive up the settlement or resolution values in your cases! Keep on striving towards maximizing case value, one value driver at a time. At Vista, we are dedicated to helping your plaintiff’s personal injury firm achieve similar success. Our goal is to empower you with the tools and insights necessary to enhance your practice. By assisting you in tracking key value drivers and building comprehensive reports, we enable you to retrieve crucial data that can inform your decision-making process. This approach not only streamlines your operations but also strengthens your case strategies. For more information on how to get started with this valuable initiative, please don’t hesitate to contact us! We’re here to support you every step of the way.
Human Resources | Leadership
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 […]
7 min read
Kendall Abbott
October 28, 2024
The Power of Asking for What You Want: Lessons From A 30-Year-Old Millennial Woman 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 dynamic plays out 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 | Leadership
The Foundation of Trust: How Honor and Civility Codes Shape Our Offices
At Vista, we visit quite a few law firms for Needs Assessments. During our days on site, we meet with individual team members to dig deep into workflow, processes, culture, and areas ripe for improvement. We see firms of all shapes, sizes, geographic locations, and team makeup.
7 min read
Mary Ellen Murrah
October 21, 2024
With only a few months to go before a presidential election, the political climate right now is, to put it very mildly, charged. A cursory glance at any social media platform tells me that divisiveness and sometimes downright ugliness are rampant. Navigating discussions online is tough (my personal mantra: Mary Ellen, for the love of all that is holy, DO NOT VISIT THE COMMENTS SECTION. It’s a guaranteed soul-crushing dumpster fire you don’t have the time, energy, or grammar guide to navigate). Having the dexterity, patience, and wherewithal to navigate similar conversations in person is even tougher. Regardless of November’s outcome, Thanksgiving dinners this year will require us all to have practiced meditation and be able to close our eyes and take a breath before dealing, or not dealing, with Uncle Chuck and his outspoken views. Considering each of us is likely experiencing similar inundation, passion, or frustration regarding politics in our personal lives, it can be hard to completely put it aside or ignore it when we are at work. But should politics have a place in our professional environment? The Current Political Climate Politics today is highly polarizing. Every headline seems to ignite a new debate, a fresh set of memes, and outrage on both sides. It's nearly impossible to avoid political conversations or comments altogether. This reality seeps into our workplaces, where diverse teams bring a wide spectrum of beliefs and perspectives. Defining a Positive Organizational Culture We at Vista talk about and coach on culture quite a bit. I’ll spare you a lecture on culture being an intentional process that involves a daily commitment from leadership (or maybe I won’t!) At its most basic level, a positive organizational culture is one where employees feel respected, valued, and comfortable expressing themselves. Law firms that promote psychological safety allow their team members to speak freely, question decisions respectfully, and bring their full and authentic (and beautifully flawed) selves to work. Great cultures foster open communication, collaboration, and mutual respect. Again, this kind of environment doesn't happen by accident; it requires deliberate effort, clear guidelines, and intentional focus. If you’ve cultivated a culture of psychological safety and set an example for how to navigate difficult and candid conversations maturely, you’ll likely find a team that regularly has discourse, seeks to understand and respect each other, and has the ability to “go to their second” thought rather than reacting immediately with blind emotion. This is, of course, an ideal state, and it takes the right team, the right leadership, and time and trust to develop this. In fact, even those of us who put in the work to seek first to understand sometimes get it wrong or can be pushed to anger or reactivity under the right circumstances. The fact is, we’re all human, and that’s nothing if not complex. Even firms whose cultures are well cultivated and whose teams respect and enjoy working together may experience difficult conversations around politics. But those conversations simply cannot happen productively if you haven’t developed a culture of respect and inclusivity. That’s the table stakes for respectful conversations about politics or really anything of substance. Deciding the Role of Politics in Your Firm First and foremost, you need to decide what role, if any, politics will play in your firm. This decision isn't a one-size-fits-all one. Some businesses choose to keep political discussions at bay completely and even outline that expectation in their employee handbooks, while others might see value in encouraging them or at least not discouraging them. As a side note, law firms are often in a unique position where owners run for office or where the politics of one side may be more favorable to the business in general. Concerns about tort reform, pro-business politics, etc., often mean that discussions around politics become a natural part of doing business in a law firm. Be Intentional Think about how political discussions align with your firm's values and goals. Are these conversations contributing to a more inclusive, informed, and empathetic workplace? Or are they creating divisions and distractions? Be clear about the boundaries and ensure everyone understands them. People often ask, “But what about free speech?” Interestingly, free speech does not mean I can say whatever I want at work or be ugly to coworkers. In fact, there are some guidelines from the National Labor Relations board about this. Under the National Labor Relations Act, employees have a right to engage in speech and expression related to working conditions. This could include conversations about compensation, benefits, work hours, and supporting political causes related to work. However, abusive or inappropriate comments are NOT protected, and employers may be disciplined for those comments. Encourage Respectful Conversations If you decide to allow political discussions, set ground rules to ensure they remain respectful and productive. Encourage employees to listen actively, seek understanding, and avoid personal attacks. Promote an environment where people feel safe to express differing viewpoints without fear of retribution. A good rule of thumb is that because politics is so deeply tied to an individual’s belief system, each of us is unlikely to change anyone’s beliefs during a work conversation. If that is the goal, those conversations can very quickly and easily devolve into heated arguments. Heated arguments are not a far jump to a “hostile work environment” or abusive language claims. Ensure your employee handbook covers respectful communication, has language about bullying, and that you have a disciplinary process outlined. Equal Standards for All Ensure that the same standards of behavior apply to everyone in the firm, regardless of their role or position. It can't be okay for your lawyers to talk openly about politics but not your administrative staff. Consistency in this regard fosters trust and fairness. Tips for Encouraging Healthy Political Discussions If you opt to include political discussions in your workplace, here are some tips to do it right: Set Clear Guidelines: Establish what is acceptable and what is not. Make it clear that while respectful debate and conversation are welcome, offensive or discriminatory comments will NOT be tolerated. Focus on Listening: Encourage employees to listen more than they speak. Understanding different perspectives can lead to more informed opinions and better relationships. Educate on Impact: Provide resources or training on how political decisions can impact various aspects of life and business. This can help employees see beyond their own experiences and consider broader implications. Consider the Feelings of Minority Groups One critical aspect of political discussions in the workplace is considering the impact on minority groups. Political decisions often affect these groups more deeply and directly. Be thoughtful and considerate about the potential implications of these discussions, and ensure that your workplace remains a supportive and inclusive environment for all. There are many critical issues that go hand-in-hand with political discussions. Minority groups may fear legislation that affects them much more greatly than it impacts you. Remember that debating or arguing with someone about something that potentially has a major impact on their rights, their family, or their safety takes an emotional toll on them. For you, it may be an interesting debate, a chance to flex your knowledge or opinion, or an academic endeavor. For them, it can feel like an open wound being poked or their very humanity being questioned. It can be hard to take a step back and acknowledge privilege, but try to put yourself in that position. Your ability to stay calm or smug in those discussions can sometimes result from being in a place of privilege. Recognize that certain political topics may hold more meaning and power for minority groups. As such, approach these conversations with empathy and a willingness to learn. Your Client Base Personal injury law firms serve the public at large. It’s likely that the political views of your clients vary wildly. People on both sides of the aisle get injured and need your help. People injured by someone else’s negligence are ALL people. Keep in mind that allowing your team to respectfully discuss politics among each other is likely not a practice you extend to client conversations. Train your team to remain agnostic with clients and not react to political commentary. Again, this can be tough and emotionally exhausting, so acknowledge that with your team. Have open discussions with them about your duty to seek justice, even if it’s for an individual whose politics you disagree with. Social Media Policies and Client Interactions In today's digital age, social media has become an integral part of our personal and professional lives. However, when team members connect with clients on social media, it places them in a tricky position. While these platforms are personal spaces, team members are still representatives of your firm. This dual role can lead to potential conflicts and misunderstandings if not managed properly. Law firms need to consider several factors when crafting social media policies that impact client interactions: Professional Boundaries: Establish clear guidelines on maintaining professional boundaries online. Team members should be aware of the potential risks of blurring personal and professional lines. Content Sharing: Advise your team on the types of content that are appropriate to share or comment on when connected with clients. Personal opinions, especially on sensitive topics like politics, should be carefully managed to avoid alienating or offending clients. Privacy and Confidentiality: Emphasize the importance of protecting client confidentiality. Team members should avoid discussing any case details or client information on social media, even in private messages. Brand Representation: Remind your team that their online behavior reflects on the firm. Encourage them to uphold the firm's values and professionalism in all their social media interactions. Training and Support: Provide regular training on social media best practices and offer support for team members who may find it challenging to navigate these waters. Open discussions about the impact of social media on client relationships can help reinforce the importance of these policies. By thoughtfully considering and implementing these social media policies, your firm can ensure that team members represent the firm positively and maintain strong, respectful relationships with clients both online and offline. Cast Your Ballot Politics in the workplace can either be a source of enrichment or division, impacting the overall dynamics within the organization. The key lies not only in recognizing the potential consequences but also in being intentional about how these discussions are approached and managed. If you decide to integrate political discussions into your firm, it is crucial to do so thoughtfully and with clear guidelines in place. Encouraging respectful conversations that value diverse perspectives, setting equal standards for all employees regardless of their viewpoints, and always considering the feelings and experiences of minority groups can contribute to a more inclusive and harmonious workplace environment where everyone feels heard and respected. By fostering an environment of respect, openness, and equality, you can transform what might be seen as potentially polarizing conversations into valuable opportunities for growth, empathy, and deeper understanding among colleagues.
Intake | Marketing
Elevating Client Experience: The Ultimate Guide to Tracking and Enhancing Client Satisfaction
In this week’s blog by Operations Consultant Terri Houchin, we examine the critical challenges that firm leaders face in this complex process. With a clear understanding of these obstacles and actionable strategies to navigate them, you can position your business for sustainable growth and success.
6 min read
Terri Houchin
October 14, 2024
Elevating Client Experience: The Ultimate Guide to Tracking and Enhancing Client Satisfaction Law firms invest an abundance of time and resources into providing legendary, memorable client service. This endeavor is absolutely vital. Why? Because happy clients are essential to the continued growth and success of the firm. Creating memorable and positive experiences is key, as these moments can transform satisfied clients into loyal advocates. These advocates not only return for future services but also become enthusiastic referrers, spreading the word about the quality and care they received. Delivering exceptional client service goes beyond just handling cases efficiently. It encompasses a holistic approach that prioritizes every interaction with clients. It's about fostering meaningful connections and truly understanding each client's unique needs and preferences on an individual basis. Think about the client journey at your firm. What measures do you have in place to ensure that your team is meeting (and hopefully exceeding) the clients’ expectations of services throughout the life of their case? Every team member is responsible for their role in delivering exceptional client service. The best firms in the business have systems and standards in place by design. It is those systems and standards that become the measuring stick by which success is achieved. In this blog, we will delve into a variety of strategies that help law firms track and enhance client experiences. We will discuss the importance of regular feedback, personalized communication, and proactive problem-solving, all of which are crucial for building trust and ensuring client satisfaction. By focusing on these elements, law firms can cultivate strong relationships with their clients, paving the way for long-term success and growth in an increasingly competitive landscape. Why Client Experience Matters Investing time and resources into providing legendary client service is absolutely crucial for any law firm aiming for long-term success. When clients feel valued and well cared for, they are significantly more likely to leave positive reviews, offer enthusiastic testimonials, and refer their friends and colleagues. This organic word-of-mouth growth can create a powerful ripple effect, expanding your client base without the need for extensive marketing expenditures. Satisfied clients are not just beneficial for immediate business! No -these are long-term investments. They will become ambassadors for your brand, sharing their positive experiences within their networks. As the cornerstone of your firm’s growth, happy clients directly influence your reputation and success. They foster trust and credibility, which are essential in a competitive marketplace. By prioritizing exceptional client service, you're investing in the future of your business. A strong reputation built on happy clients can lead to increased loyalty, repeat business, and ultimately, sustainable growth. Mapping the Client Journey Understanding the client journey is essential for exceeding their expectations and fostering long-term loyalty. By mapping out each stage of their experience, businesses can identify key touchpoints that significantly impact client satisfaction. Implementing robust systems and clear standards ensures that every team member knows their role in delivering exceptional service. This collective effort enhances the overall experience and empowers your team to take ownership of their contributions, which creates more cohesion and motivation. Here’s how to create a client journey map: Identify Touchpoints: Determine every interaction your firm has with clients, from initial contact to case resolution. Set Expectations: Clearly define what clients can expect at each stage of their journey. Monitor Progress: Regularly review and adjust your strategies to ensure they align with client needs and expectations. Powerhouse firms encourage clients to provide feedback at various points along their journey. This next-level element can help your firm optimize the client experience. Utilize surveys, follow-up emails, or informal check-ins to gather insights into their experiences. This information is invaluable for identifying areas for improvement and recognizing successes. Analyzing feedback allows your firm to make data-driven decisions that enhance the client journey. By addressing issues promptly and capitalizing on what works well, you demonstrate a commitment to continuous improvement and client-centric service, strengthening client trust and loyalty in the process. The Power of Communication Effective communication is the foundation of a positive client experience. Regular, proactive communication is a Vista non-negotiable, ensuring clients feel valued and informed. Here’s how to enhance communication: Schedule Regular Updates: These may occur every 14-30 days at your firm, but at a minimum, you should be speaking with your client at least once a month. Utilize Multiple Channels: Supplement communication with texts and emails, but prioritize verbal dialogue. Too much can be lost in translation when communication doesn’t happen via a verbal dialog…especially when it comes to how the client is doing. Prompt Responses: Return all calls, emails, or messages by the end of the next business day to reinforce your commitment. Not doing so sends the message to the client that they are not important to us or that we are not working on their case. Neither of those is true, so don’t let perception cloud reality. Personalizing Client Interactions Personalizing interactions can significantly enhance the client experience. Your firm should be tracking the personal information your clients share with you. When you’re talking with your client, be sure to make note of any “golden nuggets” they mention. A “golden nugget” is simply a fun fact about the client that can be used by a team member as an “ice breaker” when speaking with them. Track Client Preferences: Use a dedicated tab (we like to call it the Secret Service tab) in your case management system to record client interests, such as favorite sports, pets, major life events, or hobbies. Create Meaningful Connections: Use this information as conversation starters to deepen client relationships. This system really WOWS the client and makes them feel important and understood. It also leaves the impression that they are more than just a case to your firm. Gathering and Utilizing Client Feedback Regularly surveying clients provides invaluable insights into their experiences and areas for improvement. Surveys should be conducted during and after case resolution. Key aspects include: Survey Timing: Conduct surveys at 90 days, six months, and post-disbursement. Survey Length: Keep surveys concise (about five questions) and targeted to ensure high response rates. Question Format: Keep surveys concise with a 1-5 rating scale for questions like: How would you rate our communication? Is our team caring and concerned about you? Do you know your case manager’s name? How would you rate your overall experience? Would you refer us to family and friends? Analyze Results: Share positive feedback publicly and address negative feedback privately to convert any dissatisfied clients into advocates. Notice that all of the questions can be answered with a yes or no. Positive surveys should be shared with the team publicly and less than delighted surveys with the assigned paralegal/attorney and/or management team privately. If a client is less than 100% delighted during their case, you want to remedy the issue immediately and turn them into a raving fan by the time of disbursement. You should design a plan of action with the client to resolve the problem and let them know when you intend to follow up with them. To track client survey results, Vista suggests a Client Survey tab in your case management system. Also, consider providing your leadership team with survey summary scores in a report grouped by paralegal and by attorney. Turning Case Closures into Marketing Opportunities Even after a case concludes, the opportunity to impress clients continues. You must ensure your team knows the firm’s work isn’t done! They should use all disbursement meetings as a marketing event. Happy clients want to do something to thank you for all you have done for them. Use disbursement meetings as marketing events by: Requesting Referrals: Encourage clients to refer friends and family. Asking for Reviews: Drive online presence by soliciting reviews on Google and Facebook. Setting Review Goals: Establish monthly targets for reviews and regularly track progress. Once you start getting those raving reviews, the job isn’t done! Set a specific goal for the number of Google and Facebook reviews you want to achieve each month. This target will give you a clear direction and help you focus your efforts on enhancing your law firm's online reputation. Once you've established this goal, make sure to regularly measure and analyze the reviews you receive. This will allow you to identify trends, understand client feedback, and make informed decisions to improve your services. Engaging with reviewers and responding to their feedback can further enhance your relationship with customers and encourage more positive reviews in the future. Communicating Expectations Within Your Team It’s of the utmost importance that we communicate to our team the firm’s expectations when it comes to communication and the impact it has on the client experience. Set the stage! Clearly outline expectations and KPIs related to client interactions. Strategies include: Scorecards and Reviews: Integrate expectations into team member scorecards and discuss them during performance reviews. Ongoing Training: Regularly reinforce the importance of client experience in all team meetings and communications. Regular Feedback Sessions: Schedule periodic feedback sessions to ensure team members are aware of their performance in relation to client expectations and recognize their progress towards firm goals. Expectations and KPIs should be discussed and memorialized in team member scorecards, reviewed during one-on-one meetings, and reviewed at annual performance reviews. Continue to emphasize the importance of client experience at your firm at every opportunity. Making Every Interaction Count Every interaction with a client is a valuable opportunity to create a lasting impression that can significantly influence their perception of your law firm. By focusing on effective communication, personalized service, and continuous feedback, your firm can consistently deliver a client experience that truly stands out in today’s competitive landscape. Ensure that each encounter leaves a positive mark, fostering loyalty and trust for years to come, ultimately turning clients into advocates for your brand.
Human Resources | Leadership
Supercharge your Team: Understanding the Kolbe System
If you’re a law firm owner overseeing a diverse team of attorneys, paralegals, and support staff, I would venture to say that enhancing team communication and boosting bottom-line productivity is almost always at the top of your wish list as a leader! Effective communication among team members not only fosters a collaborative work environment but […]
5 min read
Guest Author
October 7, 2024
Supercharge your Team: Understanding the Kolbe System By: Erica Caviness, Founder and Lead Consultant of Thrive Concepts If you’re a law firm owner overseeing a diverse team of attorneys, paralegals, and support staff, I would venture to say that enhancing team communication and boosting bottom-line productivity is almost always at the top of your wish list as a leader! Effective communication among team members not only fosters a collaborative work environment but also ensures that everyone is aligned with the firm's goals and objectives. When productivity is optimized, it leads to better client service, increased efficiency, and, ultimately, greater success for the firm. Investing time and resources into strategies that improve these areas can transform your practice and create a more cohesive and motivated team. In this blog, we will delve into the Kolbe System, a powerful tool designed to enhance team dynamics and drive success within your organization. By understanding and implementing the Kolbe System, you can identify the instinctive strengths of your team members, allowing you to leverage these strengths to maximize efficiency and collaboration. This approach aligns team efforts with strategic objectives and fosters a more harmonious work environment. Utilizing the Kolbe System can lead to improved performance, greater job satisfaction, and a substantial impact on your firm's success. The Reality of Communication Breakdowns and Struggles Even the best and most well-intentioned teams, no matter how skilled or dedicated, experience periodic breakdowns in communication. These lapses can stem from various factors, such as differing work styles, remote work challenges, or simply the fast pace of the business environment. Teams frequently struggle to maintain that elusive “glide factor” when it comes to communicating effectively and staying aligned with the daily demands of the firm. This glide factor refers to the seamless flow of information and collaboration that allows team members to work harmoniously. Without it, misunderstandings can arise, and productivity may suffer, making it vital for teams to actively foster open lines of communication and regularly assess their collaborative processes. But what if I told you that an invaluable solution exists that can help you and your team significantly reduce the stressors of both miscommunication and lackluster productivity? A New Way of Thinking: The Kolbe System The Kolbe System, a unique wisdom and set of individual and team performance assessments, does exactly that by helping us fully understand and strategically leverage our natural, instinctive strengths and our unique methods of operation. As a matter of fact, founder Kathy Kolbe personally defines success as the “freedom to be yourself.” As a longtime certified Kolbe consultant and team trainer, I have certainly seen these words ring true 100% of the time. When I first had the opportunity to work with Kolbe over 12 years ago, I had no idea how transformational it would be—not only in my own life but also in the lives of my current and future clients. The Kolbe System is a robust set of tools that help us understand Conation, specifically, the Conative part of our minds. Simply put, Conation dictates HOW we take purposeful action daily and how we actually get things done when we’re free to follow our own operational instincts. It analyzes and measures our performance-driven instinctive behaviors. Note: Kolbe is the only tool available that evaluates the conative aspect of our minds. While there are many excellent assessments for cognitive (intelligence, skills) and affective (intrinsic motivators, personality) components, I highly recommend incorporating a variety of assessments within your team for a comprehensive understanding! One important distinction about Kolbe to always keep in mind is that it has nothing to do with our intelligence, personality, or motivators (i.e., nothing related to our Cognitive and Affective components, as mentioned above). Because Kolbe shows us how we perform most naturally when striving and following our “gut” instincts, it provides tremendous value for teams committed to leveling up in terms of effective communication and results-driving productivity. Getting Started with the Kolbe System The first step in leveraging the invaluable benefits of the Kolbe System starts with taking the Kolbe A Index, the primary assessment tool. The Kolbe A Index categorizes our natural operational instincts into four action modes. This approach differs from other assessments in that it attaches to our natural talents and strengths rather than our learned skills or more subjective traits. There are NO weaknesses in Kolbe…only strengths! The four modes are as follows: Fact Finder: How and to what extent we gather and share information Follow Thru: How and to what extent we organize, design, and utilize processes QuickStart: How and to what extent we deal with risk, uncertainty, and innovation Implementor: How and to what extent we utilize space and tangibles; demonstrating versus telling The Kolbe System Payoffs Law firms that strategically incorporate the Kolbe System within their teams can expect to experience a range of significant benefits. This innovative approach focuses on aligning individual strengths and instincts with specific roles and responsibilities, leading to improved collaboration and productivity. By fostering a deeper understanding of each team member's unique working style, firms can enhance communication, reduce conflicts, and ultimately create a more harmonious and efficient work environment. This critical alignment can contribute to: Improved team synergy: even simply understanding the Kolbe profiles of team members will help firm owners and their leaders better align tasks with their team members’ individual strengths, which always contributes to better productivity and greater bottom-line results. Better Conflict Reduction: Recognizing different operational strengths amongst your team will significantly reduce misunderstandings, increase opportunities for project collaboration, and create better outcomes from those same collaborations. Personal and Professional Development: Team members who really understand their instinctive strengths and leverage them accordingly will always be better equipped to contribute the most long term value in their individual roles and will experience greater fulfillment in their career overall. Enhanced Decision-Making: Leaders can better structure their teams with diverse instinctive operational strengths, a key factor in consistently overcoming looming challenges and being able to consistently achieve your firm’s targets and goals. Strategic Hiring: Incorporating The Kolbe System in your hiring process helps identify candidates whose instincts best align with the specific needs and requirements of particular roles, enhancing both short and long-term job performance and overall team cohesion. It can dramatically reduce costly turnover as well. Knowing Your Strengths After working with several hundred different law firms, I can share from firsthand experience that truly understanding our own operational strengths—along with those of the colleagues and partners we collaborate with closely—can absolutely make or break our communication, productivity, and overall sense of fulfillment in our daily roles and routines. This keen awareness helps in identifying areas where we excel and highlights potential gaps in our processes. By fostering open dialogue and collaboration, we can leverage each other's strengths, leading to more effective teamwork and a more satisfying work environment. In an industry where efficiency and clarity are paramount, this understanding can transform how we approach our tasks and support our clients. Watching law firm owners and their team members reach new levels of understanding about themselves and experiencing breakthroughs with their colleagues has been one of the greatest joys in my life. What I personally love about Kolbe is that it provides immediately actionable insights that will positively impact every aspect of a team’s relationship with one another. And truthfully, the only regret I’ve ever heard my clients share is that they wish they’d gotten started with the Kolbe System sooner! Ready to take the next step and learn more about how Kolbe can supercharge your team? Reach out to Thrive Concepts today for your custom plan of attack.
Human Resources | Leadership
Leadership Lessons from Parenting: Tailoring Your Approach for Individual Growth
This week’s blog is a chronicle of Sarah Waggoner’s unconventional career path. As Vista’s Director of Talent Acquisition, she’s learned this type of trajectory can mold a well-rounded and dynamic professional.
6 min read
Sarah Waggoner
September 30, 2024
Leadership Lessons from Parenting: Tailoring Your Approach for Individual Growth Becoming a leader is something many of us stumble into. Sure, some people are natural-born leaders, while others study and prepare for leadership roles. But what if your leadership journey starts with zero experience and no formal training? That’s exactly where I found myself almost 14 years ago. I took on one of the most important roles of my life with enthusiasm but no real idea what I was doing. There was no manual, no instruction book—just trial and error, day in and day out. What leadership role am I talking about? Parenting! For nearly 14 years, I’ve been leading my little ones, learning more leadership skills than I ever imagined. And if I’m being honest, there have been moments where I wondered if I truly signed up for this kind of challenge. But, as with most leadership roles, on-the-job training has shaped me, and I’ve picked up valuable insights along the way. In this blog, I’m excited to share some of those insights—because whether you’re managing a family or a team, many of the lessons learned as a parent can help you become a better leader in all areas of life. No Two Children are Alike - No Two Team Members are Either I have two daughters. They are 22 months apart in age, and while they are full-blooded siblings, they could not be more different. One marches to the beat of her own drum and thrives in the spotlight, while the other tends to hold her emotions close and would prefer to fly way, way, way under the radar—or maybe never even get picked up on the radar at all. They have different styles, personalities, and perspectives on the world. All good things, right? Yes! BUT… their differences make a parenting strategy that much more interesting. My girls are both strong, motivated individuals. What motivates them, though, is very different. I distinctly remember an instance where I was disciplining my oldest daughter. I didn’t raise my voice at all. I made eye contact with her and, using an even tone of voice, made the correction and went on with whatever I was doing. She immediately got the hint, tears welled up in her eyes, and she quickly apologized. It worked! Surely that would work with my younger daughter as well? Boy, was I wrong! I could use a megaphone and stand on my head to discipline my other daughter, only to be met with talking back and defiance. She refused to accept the correction and believed she played no part in the disobedience. Clearly, I was going to have to change my approach if I wanted to reach daughter number two! Even after 14 years with daughter No. 1 and 12 years with daughter No. 2, I am still learning what works and what doesn’t when it comes to disciplining and connecting with them. There is not a one-size-fits-all method to which every child will respond. If I had to guess, your firm, too, like my daughters, is made up of uniquely different team members. These team members have roles and responsibilities that contribute to the overall success of your firm, but they also have distinct personalities and interests apart from those responsibilities. Just like with my daughters, a cookie-cutter approach to leadership won’t work. Some team members may respond to clear directives and a gentle nudge, while others may need a completely different approach to feel motivated or aligned with your firm vision. While we collectively function as a family unit, it’s important to remember that we are all different. Similarly, in the workplace, recognizing these differences is key. By adapting our approach and embracing individuality, we can foster a sense of community and unity that allows everyone to thrive—whether at home or in the office. Understanding the Individual Fosters Trust & Genuine Connection It might not be the most popular opinion, but I believe that to be a truly effective leader, you need to genuinely like the people you are leading. That doesn’t mean you always like their behavior or work product. I love my children deeply, but there are certainly moments when I don’t like their behavior—and that’s normal. Just as there’s no one-size-fits-all approach to parenting, the same goes for leadership. Each person is unique, with different motivations and interests, and understanding these differences is crucial. In my experience, the more I try to truly "get to know" my children, the easier parenting them individually becomes. And how do you get to know someone? It boils down to three simple things: talking, listening, and spending time with them. These basic actions foster genuine connection. In my home, we prioritize asking questions to encourage meaningful conversations, and I’ve watched my children become better communicators as a result. While I don’t struggle with talking, listening is more of a challenge for me, though my husband excels in this area. Together, we do our best to take a genuine interest in what our children share, whether it’s something they enjoy or dislike. This intentional effort builds trust and creates a safe space where they feel comfortable sharing their fears, concerns, and emotions. When my oldest daughter was my only child, we read ALOT of books with and to her. I believe because we were intentional about reading with her, she grew to really love books. It’s been so fun to watch her get into the books she reads and then share her thoughts with us about what she is reading. She recently had to read an autobiography for school, and she chose one written by a popular country music artist’s wife. She loved every second of reading the book and expressed an interest in going to see the artist in concert. We obliged, and my evening with her will go down as one of my favorite memories simply because we were able to connect over something she truly had an interest in! As a leader, are you making that same effort to get to know your team members? Not just for what they contribute to the organization but because you’re genuinely interested in them as individuals. When you take the time to understand what motivates them, you build trust and foster a deeper connection. This, in turn, leads to better performance, increased team morale, and a more authentic workplace culture. Simple tools like a “getting to know you” document can serve as a great starting point for meaningful conversations. FREE BONUS CONTENT Curious to learn more? We've crafted a helpful resource to complement this blog aimed at enhancing your understanding of your team's dynamics. The "Learn All About Me" questionnaire is designed to help employers gather insights into new team members' interests and preferences, fostering a supportive and personalized work environment. Share your name and email, and we'll send you the questionnaire today! We have also seen firms set aside time for department socials or team-building outings to further deepen authentic connections outside an office setting. Trust and connection are at the heart of leadership, and they begin with taking a genuine interest in the people around you. It’s important to remember that building these genuine connections DOES NOT HAPPEN overnight. It takes time and intentional effort to invest in your team. Patience IS A VIRTUE We don’t need statistics to prove that all children grow and mature at different rates—it’s something we can see just by watching them. They learn and develop at their own pace, and as parents, we must practice patience to guide them effectively. My middle child, who loves the spotlight, is a perfect example of this. She challenges me daily with her spirited nature, which is so different (in a good way) from my oldest. One day in second grade, she brought home a worksheet to practice telling time on an analog clock—the kind with hands! The sheet had nine clocks, and she was supposed to write the time shown. After just three minutes, she excitedly announced she was done. I thought, “Wow, she’s either a speed queen or a genius.” When I checked her work, she had correctly answered the first three clocks but left the other six blank. I called her back and said, “Hey, you need to finish the rest of these before you go play.” Her response floored me: “Nah, I don’t need to do more clocks. I already know how to tell time.” My first instinct was to raise my voice and demand she finish the worksheet, but instead, I chose patience. I took a moment to understand her perspective—she was confident in her ability and felt further practice wasn’t necessary. She wasn’t wrong, but neither was I in wanting her to complete the assignment. In the end, I let her turn in the incomplete worksheet and discuss her reasoning with the teacher. It became a lesson for both of us. Patience allowed me to guide her with compassion, and we both walked away with a deeper understanding of ourselves and each other. In the workplace, patience is just as crucial. Each team member brings different skills, experiences, and learning styles. Some thrive in one-on-one meetings, while others learn best in groups or through visual aids. By practicing patience, leaders create an environment where everyone feels valued and supported, leading to better collaboration, problem-solving, and long-term success. Patience might mean taking a breath before reacting, sending an email to ask for time to think, or exploring all sides of an issue before proposing a solution. Whatever form it takes, patience is an essential tool in leadership that must be exercised often. Lead by Example In both parenting and leadership, adaptability and leading by example are essential. Our children, like our team members, learn more from our actions than our words. As parents, we constantly adjust to our children’s unique needs and personalities, and we should do the same for our teams in the workplace. The lessons I’ve gleaned from parenting—understanding that no two children are alike, recognizing individuality, and practicing patience—are invaluable in leadership. I challenge you to reflect on how well you truly know your team, both at work and at home. Are you taking the time to understand them as individuals beyond their contributions to your organization? Are you leading by example, demonstrating patience, empathy, and resilience? The most effective leaders understand growth starts within, and by leading with intention and adaptability, you inspire those around you to do the same. What leadership lessons can you share with your team from your own personal life experiences? I bet you have some of your own! Sharing them might set off that genuine connection you need to lead more effectively.
Intake | Leadership
Understanding Value Drivers: How to Maximize the Value of Every Case
This week’s blog by Operations Consultant Stephanie Demont will provide actionable insights on how law firms can utilize these drivers to optimize their practice outcomes.
5 min read
Stephanie Demont, Esq.
September 23, 2024
Understanding Value Drivers: How to Maximize the Value of Every Case In every high-volume personal injury practice, it is essential to strike a balance between working efficiently to keep cases moving toward resolution while using care not to overlook significant facts that add to the value of each and every case. These facts can pertain to liability or damages as well as other factors such as a client’s witness potential and total available insurance coverage. These are the primary things that impact the settlement or resolution value of cases, and within them are what we refer to as “Value Drivers.” For lawyers and paralegals who handle high caseloads, significant facts can sometimes get lost in the voluminous notes recorded on each file. We’d like to share a tried-and-true method of ensuring that what’s really important never gets lost or buried within the notes but rather is quickly and easily identifiable in every case through the proper use of your case management system. Understanding value drivers As personal injury lawyers, our goal is to ensure our clients receive fair compensation for their losses and damages. Maximizing the value of each case is not only beneficial for our clients but also essential for maintaining a successful and profitable practice. By identifying and properly utilizing value drivers, we can effectively argue for higher settlements or verdict amounts. Value Drivers are the facts, qualities, events, or triggers that drive up the value of a case to the next level. They are the key pieces of information that make a case stand out and justify a higher settlement or verdict amount. These could be anything from clear liability to high medical bills, severe injuries, or even a sympathetic client story. Identifying these value drivers is crucial for maximizing the value of every case. Value drivers can be liability-related factors such as gross negligence or aggravating circumstances like DUI, texting while driving, or damages-related things such as specific injury symptoms, brain injuries, sensory loss, radiating pain, as well as the diagnostic test results that confirm these findings. As we know, soft tissue neck or back injuries often resolve with a brief course of conservative treatment such as physical therapy, but this is not always the case. Sometimes, our clients' injuries develop into significant and even permanent problems, and when they do, we must have a system in place for recognizing them immediately. Some examples of soft tissue value drivers are positive MRIs, epidural injections, and surgeries. In serious injury, non-soft tissue cases, fractures, severe scarring, loss of use of an organ or limb, etc., may also be considered value drivers. These, too, can be tracked in discrete data fields in a case management system. However, we have found that the risk of failing to maximize case value is much more likely in soft tissue injury cases. Therefore, we recommend beginning your data-tracking journey with soft-tissue value drivers. How to Effectively Track Value Drivers We recommend using a method to systematically isolate value drivers on all auto and personal injury cases in your case management system. By singling out this data, separate and apart from freeform text or notes in the system, value drivers become easily identifiable and reportable. Most case management systems either provide these data fields or allow users to add user-defined custom fields. Once a custom field is added, management should make users aware that the new field now exists and what the specific expectation for populating each field is. Use Reporting to Efficiently Manage the Data Once you’ve isolated each value driver in a discrete data field, the task of reporting on this critical information becomes much easier. Many leading case management systems offer advanced reporting and dashboard functionality within their platforms. Make sure you create reports that include any user-defined fields you've created to track value drivers. Firm managers, attorneys, and paralegals should all be given access to run their own reports so that they can easily spot cases with value drivers and give them the attention they may need. Firms that have not yet implemented a case management system may opt for a lower-tech approach like an Excel sheet. While this option isn't ideal, it still provides a means by which to capture, track, and report on critical case data. Value driver reports can provide a wealth of information to you. They can help you identify patterns and trends in your cases, such as which types of injuries or liability factors tend to garner higher settlements. With this information, you can better assess potential settlements and negotiate with insurance companies more effectively. Some important things value driver reports can show are: How many and which symptomatic or qualifying clients in your open case inventory have not had an MRI within 90 days of the case open date? How many and which have had a positive MRI? Of those, how many and who may need an injection? Of those, how many have had more than one injection, and of those, how many and who may need or have had surgery? These are the soft tissue cases that have the potential to develop into significant, high-value cases and should be flagged as such in each lawyer’s case inventory. These cases may require more attention from the attorney and may need to be prepared for litigation early rather than likely to settle before litigation. Imagine being able to instantly produce a list of all clients who have had a positive MRI but no injections. Or a list of clients who have had injections but no surgery. Or a list of clients who have had surgery and where policy limits are $500,000 or more? All of this is readily available at the click of a button when you take the time to isolate and track value drivers in your system. “ABCD” – Always Be Considering the Demand Once our clients have concluded their course of treatment and all records are received, it’s time to draft the demand. In a high-volume, fast-moving practice, it is too easy for meaningful information that should be emphasized in a demand brochure to get buried deep within the file notes and sometimes be missed. By building out your system to capture the most important value drivers, and developing reporting to easily retrieve it, you can greatly reduce the risk of missing anything! Attorneys and paralegals should be encouraged to run their value driver reports on a regular basis while their clients are treating to ensure the potential for treatment gaps are eliminated and that clients are receiving the treatment they need from the right providers. When done properly, this system increases the likelihood that every client receives the right treatment at the right time until they reach maximum medical improvement. In addition to isolating value drivers to track damages, you may also want to track liability factors and coverage information the same way. By doing so, you are isolating your case’s strengths, which can be easily summarized and retrieved at the click of a button when it’s time to prepare the demand, enter settlement negotiations, or begin trial prep. Success. Maximized. Overall, understanding and effectively using value drivers is an essential skill for any personal injury lawyer, and incorporating this practice into your case management system can greatly benefit both your clients and your firm's success. Keep track of those value drivers and watch as they drive up the settlement or resolution values in your cases! Keep on striving towards maximizing case value, one value driver at a time. At Vista, we are dedicated to helping your plaintiff’s personal injury firm achieve similar success. Our goal is to empower you with the tools and insights necessary to enhance your practice. By assisting you in tracking key value drivers and building comprehensive reports, we enable you to retrieve crucial data that can inform your decision-making process. This approach not only streamlines your operations but also strengthens your case strategies. For more information on how to get started with this valuable initiative, please don’t hesitate to contact us! We’re here to support you every step of the way.
Accounting | Human Resources | Leadership
The Delta Between Vision and Reality: Why Scaling Up is So Hard and How to Get it Right
In this week’s blog by Operations Consultant Terri Houchin, we examine the critical challenges that firm leaders face in this complex process. With a clear understanding of these obstacles and actionable strategies to navigate them, you can position your business for sustainable growth and success.
4 min read
Terri Houchin
September 16, 2024
The Delta Between Vision and Reality: Why Scaling Up is So Hard and How to Get it Right You’ve poured your heart and soul into your business, dedicating countless hours and resources to nurture its growth, and now it’s finally time to scale up. Exciting, right? The prospect of expanding your operations and reaching new heights can be incredibly invigorating. But hold your horses—while the idea of scaling up is thrilling, it’s also one of the most challenging phases for any business. CEOs, CFOs, COOs, and law firm partners who have navigated these waters understand that it’s a tricky dance, requiring careful planning and execution. Scaling involves refining your processes, managing a growing team, and maintaining the quality of your service. The vision of who you want to be and how you want your business to evolve should deeply influence your present-day decisions, guiding your strategies and actions every step of the way. Establishing a clear direction and aligning your goals with your core values will help ensure that as you grow, you remain true to the mission that inspired you in the first place. Here's why this alignment is crucial: it fosters a cohesive culture, enhances customer loyalty, and sets the foundation for sustainable growth. In this blog, we will examine some of the biggest challenges faced during the scaling process and provide you with practical strategies to overcome them. By identifying the common pitfalls and outlining effective solutions, our goal is to empower you with the knowledge and tools necessary to navigate this complex journey successfully. Understanding these challenges will enable you to scale your business with confidence and agility, whether you are a seasoned executive or a burgeoning entrepreneur. The Challenges of Scaling Up The journey of growth for a company is often portrayed as a linear ascent filled with opportunities and successes. The reality is considerably more complex. As businesses expand, they encounter various obstacles that can not only stymie progress but also create significant discomfort. This growth phase, while necessary for long-term success, can feel overwhelming and painful. Internal structures must evolve, processes may need to be reimagined, and team dynamics can shift drastically. Recognizing that growth is not merely a linear path but rather a series of peaks and valleys is crucial for understanding the challenges that lie ahead. As we delve into the specific hurdles businesses face during this critical phase, it becomes clear that navigating these challenges requires resilience, strategic foresight, and an unwavering commitment to the company's overarching vision. Increased Operational Complexity When your firm grows, so does its complexity. Managing larger teams and an expanded reach can stretch your existing processes and systems thin. Think of it like juggling; adding more balls might mean dropping some if you're not prepared. Solution: Develop scalable systems and processes. Establishing Standard Operating Procedures (SOPs) is crucial for optimizing operations and maintaining quality. Invest in technology that can grow with you, such as scalable software solutions for reducing operational complexity. Technological investments can provide the scalability needed for reduced operational complexity. Resource Management Scaling up demands substantial human and technological resources. As your business takes on more significant projects, you will require more talent and tools to get the job done. Solution: Prioritize investments that provide long-term value. Careful analysis is essential when allocating resources during the scaling process. Consider outsourcing non-essential tasks or utilizing freelancers for specialized skills to avoid overloading your internal team. Financial Management Scaling up demands solid financial management and an understanding that resource management often means more investment is needed. Securing resources without disrupting cash flow or overextending the company is a tightrope walk. Solution: Strengthen financial management. Robust financial planning and cash flow management are essential. Consider external financing options or reinvesting profits to support your growth initiatives without causing financial strain. Maintaining Quality and Consistency With growth comes the challenge of maintaining the same level of quality and customer service you’re known for. Rapid scaling can lead to a drop in service quality or customer satisfaction. Solution: Keep your focus. Prioritize 2-3 major initiatives per quarter. This approach ensures a manageable pace of sustainable change and minimizes the risk of change fatigue. Regularly review and refine your processes to maintain high standards. Cultural Shifts Growing your team means integrating new members who may not fully align with your existing culture. Preserving your original values while accommodating new influences is a delicate balance. Solution: Preserve and adapt company culture. Communicate your core values clearly to all employees and integrate them into hiring and onboarding processes. Actively work to maintain your culture while being open to necessary changes. Market Dynamics Bigger companies face stronger competition and more scrutiny. The business model that worked for you as a smaller firm might need adjustments to compete at a larger scale. Solution: Monitor and adapt to market changes. Stay agile and responsive to evolving market conditions. Regularly review your business strategy to ensure it remains competitive as you grow. Leadership and Decision-Making What worked for your leadership and decision-making processes in a small organization may not be effective in a larger one. Scaling requires adaptable and forward-thinking leadership. Solution: Build a strong leadership team. Develop a leadership team capable of handling the complexities of a larger organization. This might involve hiring experienced leaders or investing in leadership development for existing team members. Talent Acquisition and Retention Scaling requires skilled and motivated team members. Attracting and retaining top talent is crucial for ongoing success. Solution: Invest in your team. Offer competitive compensation and benefits to attract and retain top talent. Provide opportunities for growth and development within the company to keep employees engaged and motivated. Maintaining Communication As your business grows, communication becomes more critical than ever. Without effective communication channels, silos can form, leading to inefficiencies and conflicts. Solution: Establish clear communication systems. Foster a culture of open communication and establish regular check-ins with all teams to maintain transparency. Utilize technology such as your case management software, project management software, or chat platforms to facilitate efficient communication. Client-Centric Approach As your business grows, it becomes easier to lose sight of the needs and preferences of your clients. If you take one thing away from this blog, it should be this: Keep the focus on your clients. Solution: Prioritize client satisfaction. Continuously gather feedback from clients and use it to improve processes and services. Keep a customer-centric mindset in all aspects of the business to ensure long-term success. Ensure that customer service, feedback loops, and product quality are maintained or enhanced as you scale. Upward Trajectory Scaling up is challenging, but it’s also an opportunity to redefine your business and achieve new heights. By understanding the unique challenges and proactively addressing them, you can set your organization on a path to sustainable growth. The vision of who you want to be should deeply affect your present-day decisions. With resilience, strategic foresight, and an unwavering commitment to their vision, companies can emerge from this stage stronger, more adaptable, and poised for continued success in the future. So don’t fear growth - embrace it. Ready to take the next step? Vista can help you refine your strategy, overcome barriers, and scale your business successfully.
Human Resources | Leadership
Protect Your Peace: The Power of Setting Boundaries
Over the last few years, we have heard so much about the phenomenon of quiet quitting. Quiet quitting is such an important concept to be aware of with your team, so I am glad we are all giving it attention.
6 min read
Dr. Heather Carroll
September 9, 2024
Protect Your Peace: The Power of Setting Boundaries by Dr. Heather Carroll Setting boundaries in the workplace is increasingly recognized as a vital component of professional well-being; however, it remains relatively uncommon. Many employees hesitate to establish limits due to concerns about peer perception, fear of conflict, or a belief that it may jeopardize their career advancement. Research indicates that while about 80% of workers acknowledge the importance of boundaries for maintaining a healthy work-life balance, only a fraction actively enforce them. This discrepancy highlights a significant opportunity for organizations to foster a culture that values boundary-setting, ultimately leading to improved mental health, increased productivity, and enhanced job satisfaction among staff. Encouraging open discussions about boundaries can significantly shift workplace dynamics, empowering individuals to assert their needs confidently. It can be far easier to set boundaries in our personal realm than in our professional one. So, what are professional boundaries? They are the limits we set to establish and protect our personal space and emotional well-being within our professional setting. These limits can actually help us foster positive working relationships with our colleagues, so they should not be seen as negative but rather as a positive method of making us all better team players. Professional boundaries can encompass emotional, physical, or time-related boundaries. They are any boundaries you need to set to make you more secure and effective at work, and in reality, they are an essential element of effective communication. Why? Because we already have these boundaries in our minds. We know our needs and often get upset when others infringe upon them even though they don’t mean to. By establishing clear boundaries and properly communicating them to our colleagues, we lessen the chance of conflict. Setting boundaries at work goes beyond just saying no—certainly beyond saying no to things you don’t like or want to do. But when we all set reasonable boundaries, it helps others understand how their actions or words can affect us and our time. It decreases the chances of emotional entanglements and unnecessary stress. Why should we set professional boundaries? Setting boundaries can help us prevent burnout. If you are constantly overloaded or working in a manner that isn’t healthy for you, you will eventually burn out. Setting a few reasonable boundaries at work can help you manage your time and workload, protect your mental health, and, in turn, sustain higher performance over a longer period. Setting boundaries can actually help enhance communication in significant ways. When you establish clear limits, it allows others to understand your needs and expectations better, which reduces the likelihood of misunderstandings and conflict. This clarity creates a safer space for dialogue, encouraging individuals to express their thoughts openly without fear of overstepping. As a result, it fosters a culture of collaboration where everyone feels valued and heard, ultimately leading to stronger relationships and more effective teamwork. Embracing this practice not only benefits personal interactions but also enhances professional environments by promoting transparency and mutual respect. What types of boundaries are reasonable to set at work? The most popular type of professional boundaries are time boundaries. Simply put, these are the limits of time you are willing and able to devote to work-related tasks, especially outside your regular work hours. Everyone may have a different tolerance for this. Regardless, it is best to communicate those limits with your employer and colleagues to ensure that everyone is on the same page regarding expectations. Some time limits are necessary to create as much work-life balance as possible. There are a few other types of professional boundaries that might be helpful as well, though. Physical boundaries are often helpful. Physical boundaries refer to the personal space individuals require to feel comfortable and safe in their work environment. These boundaries can involve the physical distance maintained between colleagues, the arrangement of workstations, and the appropriate use of shared spaces. In the workplace, establishing clear physical boundaries is essential to promoting a respectful atmosphere, as it helps each team member maintain their comfort levels and personal autonomy. For instance, individuals may have varying preferences regarding proximity during conversations or collaborations; respecting these differences can enhance interpersonal relationships and foster a collaborative spirit. This recognition is vital in helping staff feel valued and empowered, ultimately leading to a more harmonious workplace culture. Emotional boundaries can also help to make a workspace safer and more productive. Emotional boundaries refer to the limits we establish to protect our emotional well-being in a professional environment. These boundaries dictate how we respond to the emotions and actions of others, ensuring that workplace interactions do not compromise our mental health or personal values. For instance, maintaining emotional boundaries involves recognizing and managing the impact of coworkers' stress, negativity, or personal problems on our own emotional state. It allows individuals to engage in professional relationships without becoming overly entangled in others' emotional challenges. Does creating and maintaining emotional connections with your colleagues drain you? Or do you have a hard time separating professional relationships from personal ones? By clearly defining these boundaries, employees can foster a healthier work atmosphere, whereby they feel empowered to express themselves while also prioritizing their emotional needs. Ultimately, effective emotional boundaries contribute to a culture of respect and understanding, enabling teams to collaborate productively while safeguarding their individual well-being. Does setting boundaries make you less of a team player? This question is one that I have often heard posed by leaders and team members alike. The concern stems from a common misunderstanding that setting boundaries may be perceived as a refusal to collaborate or an unwillingness to contribute to the team's success. Many fear that establishing limits will lead colleagues to view them as uncooperative or disengaged, fostering a negative perception that could hinder their professional relationships. This misconception can create a reluctance to communicate one's needs and preferences, ultimately resulting in workplace stress and diminished morale. The negative perceptions surrounding boundaries often arise from a traditional mindset that equates being overly accommodating with being a good team player. Individuals may internalize the idea that their worth is linked to their availability and willingness to take on additional responsibilities, even at the expense of their well-being. However, it is essential to recognize that setting professional boundaries is not about closing oneself off but rather about fostering a healthier, more effective work environment. By clearly communicating limits, team members can enhance their productivity and contribute more meaningfully, creating a dynamic that benefits everyone. Establishing professional boundaries not only enhances individual well-being but also fosters stronger, more cohesive teams. When team members articulate their limits, it leads to an environment grounded in mutual respect and understanding. This clear communication encourages colleagues to recognize and adapt to each other's needs, ultimately promoting collaboration rather than competition. As team members learn to honor one another's boundaries, trust builds, leading to more open dialogues and innovative problem-solving. In essence, boundaries facilitate a healthier team dynamic where everyone feels valued, contributing to a more engaged and productive workforce. How do you set professional boundaries? So, how do you effectively set boundaries at work without being or feeling ridiculed, especially if you are the only one setting these boundaries? That’s hard! Everyone needs boundaries, but perhaps no one has had the courage to do it yet. Leaders- set the trend here! Your team is setting boundaries anyway in their heads. It's better to lay out the expectations clearly. You can set the tone on what is appropriate. Instead of letting this happen organically and even negatively in your firm, take the helm and set the tone. To effectively establish professional boundaries within the workplace, it's crucial to implement practical strategies that promote clarity and respect. These tips will guide leaders and team members alike in setting boundaries that enhance your well-being and foster a supportive team environment. Set limits early. Upon hire is the best place to start. It's far harder to go backward, but if need be, it can be done. This applies to projects as well. Anytime something changes, assess and set boundaries early. Be clear. Don’t beat around the bush with statements like “I’ll try” or “It will be hard.” Be assertive. It's far better to go at it clearly. “In order to meet this deadline, I will need…” or even “this deadline is unrealistic because…” But make sure you can back up your statements. Boundaries are necessary, but they have to be realistic. Be consistent. If you do not uphold your boundaries, then you cannot expect others to. If you set a boundary that you cannot work on Saturdays, but you work several Saturdays, it will be harder to ask others to respect that boundary. So, then, what? If you find yourself not respecting your own boundaries, then you need to stop and reevaluate. Is that boundary necessary? Either reestablish it or modify it to meet the current need. That being said, it is possible to be flexible while being firm. Being flexible on occasion can confirm your commitment to teamwork. However, communicate and be clear on the expectations. This is a one-time deviance, not a norm. Prepare for some pushback. Not everyone will understand your boundaries. If setting boundaries in your workplace isn’t common, then prepare yourself for a little pushback. As long as your boundaries are realistic and are truly aimed at making you more successful, then be prepared to advocate for them. Keep in mind your time and efforts do ultimately have to fit the needs of the business, so staying realistic is key. Embracing Professional Boundaries for a Healthier Workplace Establishing professional boundaries is beneficial for individual well-being and crucial for creating a thriving team environment. By setting and communicating clear limits, team members can foster mutual respect and enhance collaboration, allowing for a more engaged and productive workforce. Embracing these boundaries helps to dismantle the misconceptions surrounding teamwork, leading to healthier professional relationships and a more positive workplace culture. As more forward-thinking organizations move towards recognizing the importance of emotional well-being, encouraging team members to set and respect boundaries will pave the way for sustainable success and overall job satisfaction. Hopefully, by utilizing some of these tips and strategies, you can set your own professional boundaries that will help you be more successful and happy. I promise you will remain a supportive and collaborative team member. Cut yourself a break - boundaries can be truly necessary. Just remember to maintain open communication, demonstrate flexibility when needed, and do your part to create a culture of respect and mutual understanding within your firm.
Human Resources
Sustainable Resilience: Five Ways to Set Well-Being Goals You’ll Actually Achieve
Well-being has always been important to me, but I didn't realize how important until the day I was driving to work two and half years ago, thinking, “I hope I don't die in a car accident today because I don't want to go out being this miserable.” But how did I get to that point? […]
5 min read
Guest Author
September 2, 2024
Sustainable Resilience: Five Ways to Set Well-Being Goals You’ll Actually Achieve by Kim Fabian, Chief Experience Officer of Elevatr Well-being has always been important to me, but I didn't realize how important until the day I was driving to work two and half years ago, thinking, “I hope I don't die in a car accident today because I don't want to go out being this miserable.” But how did I get to that point? I was like the poster child for well-being. About 25 years ago, I wrote a book on stress management for busy women and have since shared the message of well-being and peak performance with more than 100 audiences nationwide. For 15 years, as a side gig, I was also a certified personal trainer and group exercise instructor. For decades, I have worked for and with service-driven organizations and currently have my own consulting practice that helps leaders reduce overwhelm and, at the same time, elevate the impact of their work. With this experience and knowledge, you'd think I would know better than to get burnt out. Driving Toward Burnout For me, like many, a crisis of well-being really hit home during the pandemic. Just five weeks before the U.S. shutdown, I had moved 500 miles from Baltimore, MD, to Greenville, SC, to assume the role of Executive Director at a nonprofit organization. What I walked into in that new role was a level of dysfunction and mismanagement that I had not imagined. Add the pandemic to the mix, and it became a literal struggle for survival—for myself and my organization. For the next two years, I led a complete 180° turnaround that put the organization back on solid financial footing, expanded its reach in the community, and gave it new life. But the experience drained the life out of me. That day I was driving to work trying to “stay alive” was the day I knew something had to change. I had been the right person at the right time for that role, and that time had run its course for me. So I gave several months’ notice, helped recruit and onboard my successor, and left her and my team with a strategic plan and enough cash in the bank to last a year. I felt good about the way I left. But the problem is, I never intended to leave my job after just two years. And, as you know, I’m not the only one who saw resigning as the best way out of the burnout. It’s amazing to me that so many are now considering quitting as one of their most coveted aspirations. Making Well-Being Accessible and Achievable It’s a sad state of affairs, especially considering the reality for most—that you can’t just quit and make all of the stresses of work go away. We must find a new way of looking at our lives and work that brings a different lens to what well-being means for all of us. After reflecting on my experience, I realized that I had allowed my well-being to take a back seat to the achievements I wanted to make in my role. It’s a mistake that’s easy to make and often subconscious—yet it is the very thing that often leads us even further down the path to burnout and can ultimately make us less effective in our jobs. To strengthen our resilience, the first step is to recognize that well-being is essential for our performance and long-term success. The second step is to believe that we can foster well-being regardless of our job title, schedule, or daily demands. With those beliefs as our foundation, we can start by setting one well-being goal and committing to it. Ask yourself these questions as you consider your own physical, emotional, mental, or spiritual well-being: Where is my energy and satisfaction lowest? What really stands out to me as an area I WANT to change? Improving in which area will make the biggest difference in my well-being? What is one thing I need right now to take care of my well-being? Use your answers to these questions to identify one well-being area or goal on which to focus. Framing Your Goals for Success Most people stop there—I have an idea or a goal, so let’s get on with it. But that can be a critical mistake. The way we set our goals is important. In fact, it can make or break our ability to achieve them. Here are five ways to set goals that are motivating, doable, and sustainable. To promote clarity, set SMART goals. SMART is an acronym for Specific, Measurable, Action-Oriented, Realistic, and Time-Bound. There are few things more frustrating than an unclear goal. How will you know what’s really expected or if you succeed if you haven’t set a clear expectation? The SMART formula creates clarity and a certain level of motivation and accountability. To put this framework into action, you can change a statement like, “I want to exercise more,” to a SMART goal like, “I want to walk for 15 minutes three days a week.” To promote consistency, build small habits. Think to yourself—what is the minimally acceptable target I can create around this goal to keep me moving forward? You may have heard of James Clear, who is the author of Atomic Habits. He says for the best results, you should build small habits that you will be able to achieve even on your worst days. Those little things will lead to the big things because you can sustain them. To put this framework into action, you can change a statement like, “I am going to eliminate sugar from my diet,” to a small habit like, “I will skip dessert one day per week.” To promote perspective, set a rule or boundary. Shane Parrish, an author and entrepreneur who studies mental models, as he calls them, says, “Eventually, everyone loses the battle with willpower. The only question is when.” He suggests instead to create clear rules or boundaries that align with your goals. These can serve as a personal litmus test for decision-making and how you spend your energy. To put this framework into action, you can change a statement like, “I want to get better sleep,” to a rule like, “I will not check email within an hour of going to bed.” To promote prioritization, use the power of subtraction. Think about the difference between a painter and a sculptor. The painter adds color, texture, and strokes to her work, where a sculptor chips things away to create a masterpiece. When you think like a sculptor, you are more easily able to prioritize and focus on the things that are truly important. Instead of adding more to your to-do list, you are taking something away to create more of what you want. To put this framework into action, you can change a statement like, “I need to find time to read the books for book club,” to a subtraction like, “I am going to stop going to book club because I can never actively participate.” To promote positivity, make your goals meaningful. New research on New Year’s resolutions found the best success with “approach goals” vs “avoidance goals.” Approach goals are the things we want to achieve versus avoidance goals, or the things we want to avoid. To put this framework into action, you can change a statement like, “I want to avoid people who drain my energy,” to an approach goal like, “I want to surround myself with people who lift me up.” Gone are the days of all-or-nothing thinking. That’s what gets us into trouble in the first place. This means that your goal does not have to fit into all of these frameworks. Pick one goal and one framework to start you on your way. When you embrace and commit to your own well-being, you’ll build the foundation for your long-term success and set an example for those around you. We could all use more of that in the workplace.
Illustration of a busy office worker
Human Resources | Leadership
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 […]
7 min read
Kendall Abbott
August 26, 2024
Human Resources vs. Operations – Who Does What and How Do We Implement? By: Kendall Abbott 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 not only protects your firm from potential legal issues but also 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. 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. 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.
Human Resources | Leadership
Navigating Politics in the Workplace: Does It Belong?
At Vista, we visit quite a few law firms for Needs Assessments. During our days on site, we meet with individual team members to dig deep into workflow, processes, culture, and areas ripe for improvement. We see firms of all shapes, sizes, geographic locations, and team makeup.
7 min read
Mary Ellen Murrah
August 19, 2024
With only a few months to go before a presidential election, the political climate right now is, to put it very mildly, charged. A cursory glance at any social media platform tells me that divisiveness and sometimes downright ugliness are rampant. Navigating discussions online is tough (my personal mantra: Mary Ellen, for the love of all that is holy, DO NOT VISIT THE COMMENTS SECTION. It’s a guaranteed soul-crushing dumpster fire you don’t have the time, energy, or grammar guide to navigate). Having the dexterity, patience, and wherewithal to navigate similar conversations in person is even tougher. Regardless of November’s outcome, Thanksgiving dinners this year will require us all to have practiced meditation and be able to close our eyes and take a breath before dealing, or not dealing, with Uncle Chuck and his outspoken views. Considering each of us is likely experiencing similar inundation, passion, or frustration regarding politics in our personal lives, it can be hard to completely put it aside or ignore it when we are at work. But should politics have a place in our professional environment? The Current Political Climate Politics today is highly polarizing. Every headline seems to ignite a new debate, a fresh set of memes, and outrage on both sides. It's nearly impossible to avoid political conversations or comments altogether. This reality seeps into our workplaces, where diverse teams bring a wide spectrum of beliefs and perspectives. Defining a Positive Organizational Culture We at Vista talk about and coach on culture quite a bit. I’ll spare you a lecture on culture being an intentional process that involves a daily commitment from leadership (or maybe I won’t!) At its most basic level, a positive organizational culture is one where employees feel respected, valued, and comfortable expressing themselves. Law firms that promote psychological safety allow their team members to speak freely, question decisions respectfully, and bring their full and authentic (and beautifully flawed) selves to work. Great cultures foster open communication, collaboration, and mutual respect. Again, this kind of environment doesn't happen by accident; it requires deliberate effort, clear guidelines, and intentional focus. If you’ve cultivated a culture of psychological safety and set an example for how to navigate difficult and candid conversations maturely, you’ll likely find a team that regularly has discourse, seeks to understand and respect each other, and has the ability to “go to their second” thought rather than reacting immediately with blind emotion. This is, of course, an ideal state, and it takes the right team, the right leadership, and time and trust to develop this. In fact, even those of us who put in the work to seek first to understand sometimes get it wrong or can be pushed to anger or reactivity under the right circumstances. The fact is, we’re all human, and that’s nothing if not complex. Even firms whose cultures are well cultivated and whose teams respect and enjoy working together may experience difficult conversations around politics. But those conversations simply cannot happen productively if you haven’t developed a culture of respect and inclusivity. That’s the table stakes for respectful conversations about politics or really anything of substance. Deciding the Role of Politics in Your Firm First and foremost, you need to decide what role, if any, politics will play in your firm. This decision isn't a one-size-fits-all one. Some businesses choose to keep political discussions at bay completely and even outline that expectation in their employee handbooks, while others might see value in encouraging them or at least not discouraging them. As a side note, law firms are often in a unique position where owners run for office or where the politics of one side may be more favorable to the business in general. Concerns about tort reform, pro-business politics, etc., often mean that discussions around politics become a natural part of doing business in a law firm. Be Intentional Think about how political discussions align with your firm's values and goals. Are these conversations contributing to a more inclusive, informed, and empathetic workplace? Or are they creating divisions and distractions? Be clear about the boundaries and ensure everyone understands them. People often ask, “But what about free speech?” Interestingly, free speech does not mean I can say whatever I want at work or be ugly to coworkers. In fact, there are some guidelines from the National Labor Relations board about this. Under the National Labor Relations Act, employees have a right to engage in speech and expression related to working conditions. This could include conversations about compensation, benefits, work hours, and supporting political causes related to work. However, abusive or inappropriate comments are NOT protected, and employers may be disciplined for those comments. Encourage Respectful Conversations If you decide to allow political discussions, set ground rules to ensure they remain respectful and productive. Encourage employees to listen actively, seek understanding, and avoid personal attacks. Promote an environment where people feel safe to express differing viewpoints without fear of retribution. A good rule of thumb is that because politics is so deeply tied to an individual’s belief system, each of us is unlikely to change anyone’s beliefs during a work conversation. If that is the goal, those conversations can very quickly and easily devolve into heated arguments. Heated arguments are not a far jump to a “hostile work environment” or abusive language claims. Ensure your employee handbook covers respectful communication, has language about bullying, and that you have a disciplinary process outlined. Equal Standards for All Ensure that the same standards of behavior apply to everyone in the firm, regardless of their role or position. It can't be okay for your lawyers to talk openly about politics but not your administrative staff. Consistency in this regard fosters trust and fairness. Tips for Encouraging Healthy Political Discussions If you opt to include political discussions in your workplace, here are some tips to do it right: Set Clear Guidelines: Establish what is acceptable and what is not. Make it clear that while respectful debate and conversation are welcome, offensive or discriminatory comments will NOT be tolerated. Focus on Listening: Encourage employees to listen more than they speak. Understanding different perspectives can lead to more informed opinions and better relationships. Educate on Impact: Provide resources or training on how political decisions can impact various aspects of life and business. This can help employees see beyond their own experiences and consider broader implications. Consider the Feelings of Minority Groups One critical aspect of political discussions in the workplace is considering the impact on minority groups. Political decisions often affect these groups more deeply and directly. Be thoughtful and considerate about the potential implications of these discussions, and ensure that your workplace remains a supportive and inclusive environment for all. There are many critical issues that go hand-in-hand with political discussions. Minority groups may fear legislation that affects them much more greatly than it impacts you. Remember that debating or arguing with someone about something that potentially has a major impact on their rights, their family, or their safety takes an emotional toll on them. For you, it may be an interesting debate, a chance to flex your knowledge or opinion, or an academic endeavor. For them, it can feel like an open wound being poked or their very humanity being questioned. It can be hard to take a step back and acknowledge privilege, but try to put yourself in that position. Your ability to stay calm or smug in those discussions can sometimes result from being in a place of privilege. Recognize that certain political topics may hold more meaning and power for minority groups. As such, approach these conversations with empathy and a willingness to learn. Your Client Base Personal injury law firms serve the public at large. It’s likely that the political views of your clients vary wildly. People on both sides of the aisle get injured and need your help. People injured by someone else’s negligence are ALL people. Keep in mind that allowing your team to respectfully discuss politics among each other is likely not a practice you extend to client conversations. Train your team to remain agnostic with clients and not react to political commentary. Again, this can be tough and emotionally exhausting, so acknowledge that with your team. Have open discussions with them about your duty to seek justice, even if it’s for an individual whose politics you disagree with. Social Media Policies and Client Interactions In today's digital age, social media has become an integral part of our personal and professional lives. However, when team members connect with clients on social media, it places them in a tricky position. While these platforms are personal spaces, team members are still representatives of your firm. This dual role can lead to potential conflicts and misunderstandings if not managed properly. Law firms need to consider several factors when crafting social media policies that impact client interactions: Professional Boundaries: Establish clear guidelines on maintaining professional boundaries online. Team members should be aware of the potential risks of blurring personal and professional lines. Content Sharing: Advise your team on the types of content that are appropriate to share or comment on when connected with clients. Personal opinions, especially on sensitive topics like politics, should be carefully managed to avoid alienating or offending clients. Privacy and Confidentiality: Emphasize the importance of protecting client confidentiality. Team members should avoid discussing any case details or client information on social media, even in private messages. Brand Representation: Remind your team that their online behavior reflects on the firm. Encourage them to uphold the firm's values and professionalism in all their social media interactions. Training and Support: Provide regular training on social media best practices and offer support for team members who may find it challenging to navigate these waters. Open discussions about the impact of social media on client relationships can help reinforce the importance of these policies. By thoughtfully considering and implementing these social media policies, your firm can ensure that team members represent the firm positively and maintain strong, respectful relationships with clients both online and offline. Cast Your Ballot Politics in the workplace can either be a source of enrichment or division, impacting the overall dynamics within the organization. The key lies not only in recognizing the potential consequences but also in being intentional about how these discussions are approached and managed. If you decide to integrate political discussions into your firm, it is crucial to do so thoughtfully and with clear guidelines in place. Encouraging respectful conversations that value diverse perspectives, setting equal standards for all employees regardless of their viewpoints, and always considering the feelings and experiences of minority groups can contribute to a more inclusive and harmonious workplace environment where everyone feels heard and respected. By fostering an environment of respect, openness, and equality, you can transform what might be seen as potentially polarizing conversations into valuable opportunities for growth, empathy, and deeper understanding among colleagues.
Human Resources | Leadership
The Unsung Heroes: Executive Assistants in Plaintiff Law Firms
Curious to discover the secrets behind the success of firms that have embraced this approach? In this week’s blog, Chief of Team Caroline Younger uncovers the strategies that set them apart.
5 min read
Caroline Younger
August 12, 2024
The role of an executive assistant (EA) is critical in today’s fast-paced business environment. It goes beyond traditional administrative tasks like managing calendars and fielding phone calls. It encompasses becoming the CEO's trusted right hand and a pivotal player in guiding the firm's strategic direction. An effective EA organizes the executive's day-to-day activities, anticipates their needs, prioritizes tasks, and ensures that important projects are executed smoothly. In a plaintiff law firm, the title for the role traditionally associated with executive or administrative assistant duties may vary significantly. Titles such as secretary, focus specialist, paralegal, or case manager often reflect the diverse range of responsibilities undertaken by team members who fulfill the essential functions of an executive assistant. This diversity in titles and roles highlights the importance of collaborative effort within the firm, as various team members contribute their unique skills to support the executive and ensure the firm's operations run efficiently and effectively. This blog will delve into key strategies and best practices for assisting the CEO or Partner of a plaintiff law firm effectively, regardless of your job title. We will explore how to cultivate strong relationships, maintain open lines of communication, and leverage technology to streamline operations, ensuring you become an indispensable asset in your role. By mastering these skills, you will enhance the overall efficiency of the leadership team and contribute significantly to the firm’s success. The Importance of Trust Trust is the foundation of a successful EA-CEO relationship, but it doesn't happen overnight. It requires regular check-ins and open dialogue. These interactions help both parties understand each other's working styles and preferences, fostering a strong partnership. Whether through weekly meetings or daily updates, staying in sync with the CEO ensures that you're always on the same page. This transparency builds trust and sets the stage for a productive working relationship. CEOs, partners, and other C-suite leaders play a crucial role in fostering an environment of trust within their organizations. This begins with being vulnerable and transparent. By openly sharing their vision and expectations, they not only provide clarity but also invite their teams to engage in the journey towards achieving the company's goals. This openness encourages a culture where employees feel valued and empowered to contribute their ideas. Executive Assistants and other team members who take on similar responsibilities must serve as reliable and proactive partners to the CEO. They must anticipate the executive's needs, ensure smooth communications, and consistently meet the CEO's priorities. By doing so, EAs help create a dependable support system that allows the CEO to focus on strategic decisions. Together, the CEO's transparency and the EA's reliability form a strong foundation, fostering collaboration and enhancing the overall effectiveness of the leadership team. Mutual respect is the foundation of a successful partnership, as both the EA and CEO should value each other’s contributions and work collaboratively toward common goals. Supporting the CEO's Vision For an executive assistant to be truly effective, the CEO must be willing to share their vision and expectations openly. This level of transparency allows the EA to align their efforts with the CEO's goals, creating a cohesive strategy for the firm. The EA and the CEO can and should work together effectively, driving the organization toward success. An EA is a critical partner in executing the CEO's vision. There are three key elements that help create a deeper partnership between an organizational leader and their supporting team: Understanding the Vision: The EA must understand their leader's long-term goals. This understanding allows the EA to anticipate needs and align their actions with the CEO's strategic objectives. Effective Communication: EAs often serve as the CEO's spokesperson, both internally and externally. Strong communication skills are essential for conveying the CEO's vision and ensuring that everyone in the firm is aligned. Inclusion: The EA must be included in strategic discussions to fully support the organizational leader. This inclusion fosters a sense of partnership and ensures that the EA is well-informed about the firm's direction. Becoming a Knowledgeable Partner Traditionally, there has been a misconception that administrative team members do not require a deep understanding of the broader concepts surrounding their industry. This antiquated notion suggests that the responsibilities of administrative roles are limited to clerical tasks without a need for insight into the firm’s history, trajectory, or industry trends. This perspective overlooks the significant value that knowledgeable assistants bring to the table. When executive assistants are well-versed in the larger picture—understanding where the industry has been, where it is heading, and the organization's unique history—they become much more than support. Their enhanced awareness enables them to anticipate strategic needs, provide informed recommendations, and contribute to discussions that shape the firm's future direction. Ultimately, an educated assistant empowers the executive to focus on high-level strategies, strengthening the leadership dynamic and fostering a culture of collaboration. EAs must be knowledgeable about the industry and proactive in their quest to constantly expand their understanding. One effective approach is to attend industry conferences and webinars, where EAs can gain insights from thought leaders, network with peers, and learn about emerging trends that could impact the law firm. These events not only provide valuable information but also foster connections that can lead to collaborative opportunities. Familiarizing oneself with the organization's mission and vision is equally crucial. An in-depth understanding of these guiding principles allows EAs to align their work with the firm's overall objectives, thereby enhancing their contributions. By consistently pursuing professional development and industry awareness, EAs position themselves as knowledgeable partners capable of driving success alongside the CEO and leadership team. The Importance of Clear Expectations One of the most fundamental aspects of a successful relationship between a CEO and their assistant is the setting of clear expectations. When each member of the partnership understands what is expected of them—what the goals and priorities are—they can work cohesively towards common objectives. This alignment fosters a sense of unity and purpose, reducing the likelihood of misunderstandings. Without clear expectations, it can often feel like you're working against each other, leading to frustration and inefficiency. Establishing a framework for accountability enhances productivity and strengthens the working relationship, allowing both the CEO and the executive assistant to thrive in their roles. Here are the two most critical elements that serve to clearly communicate expectations: Defining the EA Role The EA's role can vary widely, so it's essential to have a detailed job description. This document should outline tasks and the scope of the role, ensuring there's no ambiguity about the EA's responsibilities. Implementing a Scorecard and Key Performance Indicators (KPIs) A scorecard is a strategic management tool used to communicate objectives, measure performance, and track progress towards specific goals, enabling team members to understand their contributions and areas for improvement in relation to the team's overall success. KPIs are essential for measuring success. By defining overall goals and specific metrics, such as response times or project completion rates, both the EA and CEO can track performance and identify areas for improvement. Forward-Thinking Organizations Over the past few decades, the role of the executive assistant (EA) has undergone a remarkable evolution, transforming from traditional clerical duties to a strategic partnership within organizations. Progressive law firms that recognized the potential impact of EAs have significantly improved their operational efficiency and adaptability. By empowering EAs with the knowledge, authority, and involvement in strategic initiatives, these firms have cultivated environments where collaboration flourishes. The proactive engagement of EAs has allowed them to contribute meaningfully to decision-making processes, ultimately driving innovation and fostering a culture of growth and adaptability. Organizations that have embraced this evolution have not only stood out in their industry but have also set a precedent for what the future of administrative support can achieve. If you're ready to take your firm's efficiency to the next level, consider the strategies outlined in this guide. For more personalized support, reach out to our team and discover how we can help you optimize your EA-CEO partnership.
Marketing
Should Our Firm Buy Super Lawyers Profiles?
The case for and against purchasing a Super Lawyers online profile. Year after year, this question seems unavoidable: “Should our firm purchase Super Lawyers directory profiles?” Like most legal marketing decisions, it depends on many different factors. After all, these profiles aren't cheap, and the value isn't always crystal clear. But with potential clients consistently […]
5 min read
Guest Author
August 5, 2024
Year after year, this question seems unavoidable: “Should our firm purchase Super Lawyers directory profiles?” Like most legal marketing decisions, it depends on many different factors. After all, these profiles aren't cheap, and the value isn't always crystal clear. But with potential clients consistently turning to online resources to find legal representation, it's a topic worth exploring. What is Super Lawyers, and Why is it Important? Super Lawyers is an annual recognition program identifying exceptional attorneys across various practice areas. Established in 1991, it has become a valuable resource for potential new clients seeking and vetting legal representation. As stated on the Super Lawyers website, Super Lawyers “recognizes the top attorneys nationwide, across various practice areas and firm sizes, using a patented process of independent research and peer input. The lawyers selected include those with many years of experience and the Rising Stars of the profession.” A representative number of small, medium, and large firm attorneys are selected. Candidates are eligible for Rising Stars if they are 40 or younger or have been practicing for fewer than ten years. Five percent of the total lawyers in each state are selected for inclusion in Super Lawyers, while the Rising Stars list comprises 2.5%. Super Lawyers describes the distinction as a ‘resource designed to aid those needing an attorney’ and outlines the selection process. If selected, attorneys also have the option to purchase profiles and premium listings with guaranteed placement within the attorney directory. There’s a distinct difference between these products (profiles versus directory listings); the former is intended to help bolster results within branded search, while the latter holds the potential to generate leads from prospective clients who may have no idea you even exist. Why Legal Directory Profiles are Branded Investments If your goal is to build and protect your firm’s brand, and the Super Lawyers directory shows up prominently and consistently across the search engine results pages (SERPs) when searching for your or your firm's name, then investing in the online profile is likely a worthwhile investment. The majority of lawyers generate their business via referrals. Your referral partners, as loyal as they may seem, share at least 1-2 other names besides yours when someone asks them for a recommendation. Most sophisticated buyers do their research and due diligence. For many, the first step is usually a Google search for your name or your firm's. And if the Super Lawyers profile is one of the top results (i.e., under your website, LinkedIn profile, etc.), there's a good chance someone will click it. This could be your only chance to make a great first impression, so put your best foot forward. Alternatively, a consumer viewing a neglected or incomplete profile might fallaciously assume that the same (minimal) effort put forth is what they can expect when working with the firm. Like other legal directories, Super Lawyers will continue highlighting competing firms on your non-paid profile without the Enhanced or Premium profile subscription. Yes, they will show display-like advertisements for competing lawyers in the same practice area in your market. So, while it doesn't feel good to be forced to pay what seems like a ransom, purchasing the paid profile will help prevent visitors from immediately wandering to check out the competition. Do Legal Directory Profiles Improve Our Firm’s SEO Efforts? Yes, there is an SEO benefit. Links from legal directories are usually highly authoritative. Here’s an insider tip: Beyond your main website link, Enhanced and Premium profiles allow you to include links to specific pages within your website directly from your profile's About section. But tread lightly here—you don’t want to go overboard. Do this in moderation. Better yet, ask for your agency's input and guidance. Why does this matter, and how does it help law firm SEO? Remember, links from reputable online publications and directories pointing back to your website can significantly enhance your SEO efforts and authority. Think of high-quality links as endorsements, signaling to search engines that your site is a trusted and valuable resource. As a result, your website’s rankings and organic traffic can improve. Additionally, the association with authoritative sites boosts your credibility and trustworthiness in the eyes of both search engines and potential clients, further solidifying your online reputation and presence. Why Wouldn’t My Firm Purchase a Super Lawyer's Paid Profile? To determine if a paid Super Lawyers profile is worth your investment, start by searching for your name or your firm's name online. If the Super Lawyers directory doesn't appear in the results, pass on the opportunity and invest your resources elsewhere. Instead, focus on enhancing your existing online presence. Identify all of the other listings and business citations for your branded searches. Then, invest time, effort, and money into ensuring those results are as professional, distinguished, and complete as possible. Your firm may opt against purchasing the profile because you prefer to focus on other marketing strategies such as SEO, content marketing, paid advertising, or business development. In my experience, these are usually instances where the perceived value of the listing is in question, or there’s a healthy dose of skepticism regarding the selection process, with some viewing it as a pay-to-play model. At the end of the day, Super Lawyer profiles can be costly, and firms obsessed with attribution perfection, especially smaller firms with limited marketing budgets, will likely be unable to justify the expense. How Can We Set Up Our Super Lawyers Profile For Success? If you’ve decided that an Enhanced or Premium Super Lawyers profile is the right choice for you and your firm, here are some additional tips to ensure you’re setting yourself up for success. Add a headshot. Make the profile as complete, professional, and distinguished as possible. Add your website link and address. This also serves as a gentle reminder for those who have recently left a previous firm for another or went out on their own: make sure this link is to your website, not someone else's. Add tracking numbers to your profile. You can use FindLaw’s traditional INSIGHT tracking capabilities or firm-owned dynamic call tracking software. If you’re unsure how to do this, ask a legal marketing consultant or agency for help. Write a new, unique Bio/About section (don't copy/paste from your website). This is a great SEO opportunity that's usually missed. Capitalize on it. Fill out the Achievements, Additional, and Find Me Online sections entirely. Don't leave anything blank (if possible). This offers additional third-party validation and helps build credibility and trust. Next Steps: Maximizing Your Online Presence As you evaluate the potential of Super Lawyers profiles for your firm, remember that they're just one piece of a comprehensive marketing strategy. Whether you invest in a profile or not, focus on maintaining a strong, consistent online presence across all platforms. Regularly assess your marketing efforts, track your results, and be prepared to adapt your approach as the digital landscape evolves. If you need more clarification about the best path forward, feel free to consult with a legal marketing professional who can provide tailored advice for your firm's unique needs and goals.
Human Resources
Harnessing the Power of Gratitude: Transformative Practices for Everyday Life
Have you ever experienced the Power of Gratitude? Gratitude can reframe your whole attitude and re-energize you. Gratitude can also connect you to yourself, to others, and build trust and community. It is a powerful and simple tool that each one of us can use to shift our outlook. Although there is much ongoing research […]
6 min read
Guest Author
July 29, 2024
Have you ever experienced the Power of Gratitude? Gratitude can reframe your whole attitude and re-energize you. Gratitude can also connect you to yourself, to others, and build trust and community. It is a powerful and simple tool that each one of us can use to shift our outlook. Although there is much ongoing research about the science of gratitude and its correlation to well-being, I am going to share my first-hand experience with what I have witnessed during sessions of a program that I developed called Gratitude Rocks! Gratitude Rocks! began at our family's kitchen table almost a decade ago. During a vacation in Maine, we stumbled upon a charming shop with a bowl of small ceramic pinch pots we referred to as stones. I later renamed them "rocks" because the play on words with Gratitude Rocks! was irresistible. Each rock had a unique word inscribed, with distinct fonts and styles. I picked the rock with the word, “gratitude” rock and decided we would ALL focus on gratitude. Each family member also chose a personal rock with another word on it. During dinner, we focused on the gratitude rock and turned all the others upside down. Each of us blindly picked a rock. When it was our turn, we shared something we were grateful for with the gratitude rock and then something related to our personal rock (the one we had chosen or, as some say, the one that chose us!) As our collection of rocks grew, more people could join in. Watching our small family tradition blossom and make an impact has been heartwarming. Now, when friends and family visit, they often request to participate in Gratitude Rocks! While it started at home as a practice for my family and me, it has grown and been embraced by corporations and organizations as part of their community wellness and team-building programs. The Power of Gratitude Gratitude is a transformative force. It has the power to enhance our overall well-being. By fostering a positive mindset, gratitude helps us to appreciate the present moment, fosters resilience, and strengthens our relationships. Scientific studies have shown that regularly practicing gratitude can lead to improved mental health, increased levels of happiness, and even better physical health outcomes. As we explore the profound impact of gratitude, it becomes evident that this simple yet profound practice holds the potential to bring about monumental changes in our lives. Why does Gratitude Rocks! have such an impact on connecting people to themselves and to others? Here is what I believe. When you are asked to slow down and take a moment to think of something you are grateful for, several beautiful things happen: You become Present. Whatever else you had spinning in your brain and swirling around in your heart and body must go away as you think about something that you are grateful for. Are you grateful for the smile on your child’s face that morning? Are you grateful for the sunshine and warmth on your face during a beautiful summer day? Are you grateful for the laughter that came from your belly when a co-worker made a joke? Are you grateful for the person who let you into the flow of traffic? There are so many things to be grateful for, and they are all personal and unique to you - what you are experiencing on that day and what comes to mind in that moment. You flex the Self-Reflection muscle. When thinking about what you are grateful for, you become present, slow down, and reflect on things that have occurred. Then, you often move into noticing how you feel. What emotions were evoked by whatever you are feeling grateful for? We can often be moving so fast in our daily lives that we do not even take the time to reflect on what is happening in our lives. Reflection is a powerful tool for growth and learning. When we reflect, we are able to zoom out a bit, pause, and view things from a balcony. Just the practice of self-reflection is one that when used repeatedly, can help us to be more attuned. Also, when we listen to other people reflect on what they are grateful for it often will prompt us to think of other things and reinforce this skill around reflection. You become Vulnerable and Courageous. Gratitude helps to show your human side. During Gratitude Rocks! individuals will often share something new and unknown. Especially when they choose their personal, unique “rock.” Since they do not know what their rock will be, they are forced to share what comes up for them. That takes courage. The vulnerability to be open with others is powerful. It helps connect the individual to themselves as they process the thoughts and emotions that come up for them with their unique word. It also helps connect them to others as they share and show their human side in an organic and natural way. You Build Trust and Community As you share, your authenticity and vulnerability build trust with the others in the group. This trust then spreads, and there is a sense of community among the group, something that connects the group to each other. Imagine if you continued to do this practice on a regular basis. Each time you would be deepening the connection and allowing for more opportunities to connect with others around you. Your connection breeds a new sense of belonging. You are organically building trust and creating community. Mindful Gratitude While fleeting moments of gratitude can certainly brighten our day, the impact of intentional gratitude practices extends far beyond these spontaneous experiences. Intentional gratitude involves a deliberate effort to acknowledge and appreciate the positive aspects of our lives regularly. This practice not only heightens our awareness of the good around us but also rewires our brains to look for and focus on positive experiences, ultimately shifting our mindset towards greater optimism. By setting aside time daily or weekly to reflect on and express gratitude, we create a consistent habit that builds upon itself. Over time, this regular practice can transform our outlook, improving mental health, boosting emotional resilience, and fostering stronger interpersonal relationships. A structured and intentional approach engrains gratitude into our daily routine, making it a permanent fixture in our lives. This sustained practice can lead to profound life changes, helping us navigate challenges with a positive mindset and deepening our sense of connection to those around us. In our complex and often challenging world, I've found that this small practice around gratitude has been driving more positivity and bringing people together. I would encourage you to try it. You could start to just think of something you are grateful for every day. Then, try to start your day with gratitude and end your day with gratitude. The more you do it, the easier it becomes. It also seems contagious, so if you share your gratitude, others may just follow suit. There are so many ways to bring Gratitude Rocks! to life. Can you do this as a team check-in? Can you use this as a fun and different icebreaker? How about at YOUR kitchen table? Play with it and experience the impacts of gratitude firsthand. It starts with you, but if we all get into the practice of gratitude, imagine what the world could look like.
Human Resources
Family Business Harmony: Strategies for Professional Success
While family dynamics can indeed create discord when not properly managed or integrated, they also have the potential to foster a more positive and cohesive working culture if leadership is intentional and thoughtful about their approach.
6 min read
Caroline Younger
July 22, 2024
After weeks of sleepless nights, countless drafts of how to break the news, and a dramatic countdown on my wall calendar ... the moment has come. Deep breath. Here goes: I work with my family. Not just one single family member, folks, but two. My dad is also the CEO of the organization I work for, and my sister is the Director of Talent Acquisition. I'm surrounded. Yes, that's right, double the fun, double the familial interaction, and double the opportunity for endless eye-rolling. Before you start crossing me off your "Sane People to Take Advice From" list, it's been one wild, enlightening ride. And I'm here to share all my insights, survival tips, and best practices. Our industry is unique in that it frequently sees multiple family members working together, whether it's a child stepping into the family practice, a spouse who is also a business partner, or another relative handling key responsibilities. This is a common occurrence that introduces both opportunities and challenges. Many firms wrestle with this dynamic, as balancing the personal and professional aspects of these relationships can be tricky. For myself, working with family members over the past few years has been extremely fulfilling, but it has not come without its highs and lows. In this blog, I hope to shed some light on how to navigate these relationships, what has worked for us, and what has been a challenge for our relationships and business. It is my hope to share some insight into best practices for how to navigate family dynamics inside of a professional environment. The Interplay of Family Dynamics and Organizational Culture Establishing and maintaining a positive organizational culture is fundamental to the success of any firm. When family members work together, the task of fostering a healthy, inclusive culture becomes even more significant and complex. The innate familiarity among family members can sometimes create an environment where personal grievances seep into professional interactions, potentially leading to unchecked and negative dynamics. If these family-related issues are not properly managed, they can become serious culture killers, undermining team cohesion and productivity. Family dynamics can negatively impact organizational culture in several ways, including: Nepotism and Perceived Favoritism: This can create resentment and reduce morale among non-family employees. Communication Breakdowns: Personal conflicts may lead to poor communication and misunderstandings in professional settings. Conflict of Interest: Decisions may be influenced by familial loyalty rather than what is best for the business. Inflexibility in Roles: Family members may resist changes in job responsibilities, hindering organizational adaptability. Lack of Professionalism: Personal matters can overshadow professional behavior, affecting workplace decorum. Diminished Accountability: Lenience towards family members can lead to reduced accountability and performance standards. Non-family team members may find themselves navigating a minefield of pre-existing relationships and unresolved tensions, which can result in feelings of alienation and hostility. When the workplace atmosphere becomes charged with familial discord, it detracts from the overall morale and can lead to increased turnover rates among the broader team. Law firms must be vigilant in ensuring that family dynamics do not overshadow the professional environment. By prioritizing open communication, mutual respect, and clearly defined boundaries, firms can cultivate a culture where all employees feel valued and understood, regardless of their familial connections. Shifting from Detrimental to Dynamic While family dynamics can indeed create discord when not properly managed or integrated, they also have the potential to foster a more positive and cohesive working culture if leadership is intentional and thoughtful about their approach. Thoughtful leadership can leverage the inherent trust, loyalty, and deep connection that often exists among family members to enhance team collaboration and strengthen organizational commitment. Leaders can transform potential familial friction into a harmonious and productive work environment. This deliberate management not only mitigates the risks associated with working alongside relatives but also harnesses their unique strengths, creating a more dynamic and resilient firm culture. It is essential to establish clear boundaries and professional protocols to ensure that the family-business blend cultivates a thriving, productive environment rather than a contentious one. What do we expect this professional relationship to look like, and how will we monitor it and hold ourselves accountable? Here are some tips for integrating family members into your professional team: Establish clear boundaries: Before your family member ever steps foot in your law firm, consider having a business-like family meeting with the goal of establishing clear boundaries and expectations. Each family member should understand their role in the business, and the entire team should be clear on these roles as well. Honor the spaces for your personal and professional lives: It's important to highlight the benefits of keeping work at work and personal life at home. Avoid discussing work during family dinners, as it can make other family members feel left out. Similarly, refrain from talking too much about family matters at work, as it can make team members uncomfortable with the casual tone of the conversations. Employ key communication strategies: Open and transparent communication is crucial, and it's especially imperative not to let issues linger. If something bothers you, address it promptly. Family members often know each other best, so it's essential to communicate effectively to avoid conflicts and misunderstandings. If you're unsure how to approach someone, discuss it. Ask how they prefer to be addressed in a work setting, as this may differ from personal interactions. Leverage each other's strengths: It is important to ensure that each family member is engaged in activities that suit their strengths. Often, we see bosses placing family members in roles simply because there is a need to fill a position, but this can lead to poor performance if the family member is not suited for the job. It is essential to ask family members what they want to do, while also being realistic about their capabilities and the needs of the business. It's also essential, as with any other position at your firm, to have clear job descriptions and scorecards. Resolving conflicts: Every family and every team will experience conflict. Don't allow conflicts to go unresolved and unaddressed. For team members who are also family members, it's important to emphasize the significance of keeping emotions in check and focusing on solutions. Involving a third party during conflicts can be extremely beneficial, especially when family members disagree. An unbiased opinion can provide clarity and facilitate resolution. Celebrate success together: Celebrating achievements as a family brings immense joy, and sharing the same vision while enjoying work is extremely rewarding. Bringing your whole team together to celebrate both big and small victories is crucial for a solid, healthy culture. A Word of Caution Often, family members are held to a higher standard than other team members, particularly when a family member is the boss. Tim holds me and Sarah to a higher standard than everyone else. He expects us to consistently model exemplary behavior, maintain the highest levels of professionalism, and deliver outstanding performance in every aspect of our roles. This dynamic can have both positive and negative implications. On one hand, it motivates family members to perform at their best and hold themselves accountable. On the other hand, it can create resentment and pressure that may be challenging to navigate. As leaders, we must acknowledge this dynamic and find ways to mitigate its negative effects on both family members and non-family team members. It's important to be mindful of the balance, recognizing the potential for both constructive and detrimental outcomes. We are Family Working with my dad has been so eye-opening for me. I have to admit: He is way smarter than I ever knew growing up. It has also been interesting to see him be vulnerable in a work setting, something I hadn't witnessed before. Admitting where he isn’t doing well and where he can do better is impactful to witness and has taught me how to do the same. Seeing his dedication to continuous improvement, despite his extensive experience, has inspired me to adopt a similar approach in my own professional journey. It's been a truly enriching experience, blending personal insights with professional growth. My older sister also works for Vista. We weren't close as kids because of a significant age gap, but as we've gotten older, we've gotten closer. That bond deepened when we started working together. We talk every day about work or personal life. I've gotten the chance to see a side of her I didn't know before, and that has allowed us to be more authentic and connected in our lives. We are a close family, and working together has only brought us closer. Like any family, we have our ups and downs. It is those ups and downs that have made us both a stronger family and a stronger work team. I wouldn't trade my place on this team for any other gig in the world. So don't shy away from hiring or working with relatives—just make sure you have a plan for managing those delicate dynamics.
Leadership
The Spectrum of Leadership: Understanding Different Leadership Styles
There is beauty in every leadership style and great power in developing a keen adaptability and growth mindset and learning to blend different leadership styles. Embracing a variety of perspectives and experiences leads to more creative solutions and effective problem-solving.
5 min read
Terri Houchin
July 15, 2024
When I look back on my career journey, the most vivid memories are of the teams I worked with and the managers who led us. I’ve been fortunate to have had some extraordinary leadership models. Shortly after graduating high school, I began working in the emergency room at a local hospital. Anna R. was my supervisor, and her tone and composure in high-pressure situations were remarkable. She was compassionately calming and supportive. In the chaos of an ER, her presence was steadying and inspiring. At another job working for an oral surgeon in my hometown, I learned how to be a lifelong, passionate learner. Our leader had an unwavering passion for teaching. Every Thursday, we would travel to a satellite office about an hour away. Instead of using this time for casual conversation, she would challenge us with medical terminology quizzes, pushing us to expand our knowledge and skills beyond our roles in the office. This commitment to teaching and mentoring had a profound and lasting impact on me, shaping my understanding of leadership and its role in personal growth. Reflecting on our journeys, many of us can recall the positive elements of managers, supervisors, and mentors who shaped us into who we are today. Whether we lead ourselves, our families, or our teams, we are all leaders. Along the way, I’ve latched onto leadership traits that have significantly motivated and inspired me. The Essence of Leadership Leadership is fundamentally about influence and the ability to inspire and mobilize others towards achieving common objectives. At its core, it is an art, not a position. It transcends titles and hierarchies, manifesting in those who inspire, guide, and galvanize others towards a common goal. In the high-stakes arena of a plaintiff law firm, effective leadership can be a game-changer. It can mean the difference between triumph and disaster, serving as the driving force behind the firm's culture and guiding it through the turbulent waters of legal challenges. Ultimately, it is the key to the firm's success. It's not confined to a singular approach but encompasses a spectrum of styles, each with its unique characteristics and effectiveness depending on the context. The essence of leadership lies in its adaptability and its capability to pivot between different methodologies based on the needs of the team and the challenges at hand. Each leadership style offers distinct advantages and potential pitfalls. Understanding these various approaches allows leaders to harness the appropriate style for the situation, ultimately driving success and fostering a positive, productive environment. Leadership styles can take many forms depending on the work environment: autocratic, transactional, pace-setting, laissez-faire, and more. Over the years, I’ve noticed myself gravitating towards a Servant Leadership style. Robert K. Greenleaf coined the term "servant leadership" in his 1970 essay, "The Servant as Leader." This philosophy and practice emphasize serving others and prioritizing their needs over one's own. This leadership style is characterized by several key traits: Empathy and Emotional Intelligence: Understanding and managing one's own emotions, as well as showing genuine concern for the well-being of team members. This includes active listening, understanding others' perspectives, and providing support. Mentorship: Humble leaders invest time in developing their team members. They provide guidance, share knowledge, and help others reach their full potential. Focus on the Greater Good: Such leaders are driven by a desire to contribute to the larger mission and goals of the organization rather than personal ambition. Self-Evaluating Your Leadership Style Conducting a self-evaluation of your current leadership style can be instrumental in identifying areas of strength and opportunities for growth. This reflective process helps you gain insights into your own behavior and how it impacts your team. Here’s a simple guide to help you assess your leadership style: Reflect on Recent Leadership Experiences: Think about a recent project or situation where you held a leadership role. What was your primary approach? How did your team respond to your leadership? Identify Core Traits: Do you prioritize the needs of your team over your own? Are you emotionally intelligent and empathetic? Do you actively mentor and develop your team members? Are you driven by a greater mission beyond personal gains? Gather Feedback: Ask your team members for honest feedback about your leadership style. Conduct anonymous surveys to gain candid insights. Discuss your leadership approach with a mentor or trusted colleague. Analyze Outcomes: Evaluate the success of your team under your leadership. Assess whether the goals were met and how efficiently the team operated. Adapt and Improve: Identify any patterns in the feedback and outcomes you've analyzed. Create a plan for enhancing your leadership approach. Be willing to pivot your style based on the needs of your team and organization. By using these steps to self-evaluate your leadership style, you can better understand your impact and continue to develop into a more effective leader. Knowing and understanding your own leadership style enables you to leverage your strengths and address your weaknesses and natural defaults, ensuring that your approach is effective and adaptable. This self-awareness fosters better communication, stronger relationships, and more cohesive team dynamics. It also allows you to align your actions with your core values, leading to more authentic and consistent leadership. Evolution of Leadership Styles Leadership is a dynamic and ever-evolving aspect of professional life. As leaders gain experience and encounter different challenges, their approach to leadership often undergoes significant transformation. Initially, a leader’s style may be heavily influenced by their own personal strengths and the immediate demands of their role. However, as they grow and develop, they begin to appreciate a broader range of perspectives and techniques. This appreciation comes from an increased ability to gauge how their team is responding to their leadership. Change is intrinsic to effective leadership, especially during times of conflict or chaos. In such moments, leaders often find themselves needing to adapt their style to better serve their team. Whether it involves adopting a more empathetic approach during stressful times or taking decisive action in moments of crisis, the ability to pivot and adjust is crucial. This evolution is supported by ongoing self-reflection, feedback, and a commitment to personal growth. A versatile leadership style not only enhances the leader's effectiveness but also fortifies the team’s resilience and unity. Leadership styles change over time due to various reasons: Personal Growth and Development: As individuals gain new experiences, skills, and perspectives, their approach to leadership may evolve. Continuous learning and self-awareness can lead to shifts in leadership styles as leaders adapt and refine their techniques. Changing Context and Environment: Different situations may require different leadership styles. A leader who excels in one context may find that their approach needs to be adjusted in response to organizational, industry, or external environment changes. Feedback and Reflection: Feedback from peers, mentors, or team members can prompt leaders to reassess their style and make adjustments to better meet the needs of their team and organization. Self-reflection and introspection can also lead to insights that drive changes in leadership style. External Influences: Changes in industry trends, technological advancements, regulatory requirements, and societal expectations can all impact leadership styles. Leaders may need to adapt to these external factors to remain effective in their roles. The journey of leadership is one of continuous evolution and growth. The most effective leaders understand that they must remain open to change and be willing to adapt their styles to meet the evolving needs of their teams and organizations. This openness to growth is not just about adjusting strategies or techniques but also about embracing a mindset of lifelong learning. The best leaders never stop learning. They seek out new experiences, solicit diverse perspectives, and remain curious about the world around them. People-Centric Leadership for a Client-Centric Team Intentionally cultivating a leadership team at your firm that embodies a diverse range of leadership styles is a powerful move. Teams respond more favorably to this diversity because it addresses various needs and preferences among team members, allowing for more inclusive and effective management. A blend of leadership styles enhances the organization’s agility, making it better equipped to navigate complex challenges and innovate. When team members observe a spectrum of leadership styles at the top, it fosters an environment of belonging and motivation, as it reassures them that their unique viewpoints and contributions are valued. This diverse leadership approach strengthens team cohesion and drives higher levels of engagement and productivity, ultimately making the organization more robust and competitive. There is beauty in every leadership style and great power in developing a keen adaptability and growth mindset and learning to blend different leadership styles. Embracing a variety of perspectives and experiences leads to more creative solutions and effective problem-solving. By exploring and understanding your own leadership style, you contribute to a rich, inclusive environment where innovation flourishes, and everyone can succeed. Seek to uncover your leadership style and join the movement toward a more dynamic and diverse future.
Marketing
What the Fax?  Reforming the Stalemate Between Plaintiffs’ Firms and Insurance Carriers
Plaintiffs’ firms and insurance carriers locked themselves in 1994. Here's what to do about it. The landscape of legal practice and insurance has undergone significant transformations over the past several decades, shaped by pivotal court rulings and evolving marketing strategies. Major judicial decisions have redefined the boundaries of liability and coverage, prompting continuous adaptation from […]
5 min read
Guest Author
July 8, 2024
Plaintiffs’ firms and insurance carriers locked themselves in 1994. Here's what to do about it. The landscape of legal practice and insurance has undergone significant transformations over the past several decades, shaped by pivotal court rulings and evolving marketing strategies. Major judicial decisions have redefined the boundaries of liability and coverage, prompting continuous adaptation from both legal practitioners and insurers. The interaction between plaintiffs' firms and insurance carriers is a particularly dynamic area, characterized by growth, competition, and, at times, contentious negotiation. This relationship is further complicated by the increasing complexity of insurance products and the ever-changing regulatory environment. As both sectors continue to evolve, legal professionals must stay abreast of new developments and be prepared to navigate an intricate web of legal and financial considerations. Key milestones, such as the landmark Supreme Court decision in Bates v. State Bar of Arizona and the rise of insurance advertising spearheaded by companies like Allstate, GEICO, and Progressive, have played influential roles in shaping these interactions. Bates v. State Bar of Arizona: Revolutionizing Legal Advertising The legal profession was historically bound by strict ethical rules prohibiting direct advertising. This changed dramatically with the 1977 Supreme Court case, Bates v. State Bar of Arizona. Two Arizona lawyers, John Bates and Van O’Steen, challenged the Arizona State Bar's restrictions on advertising, arguing that these rules violated their First Amendment rights. The Supreme Court agreed, holding that attorney advertising is a form of commercial speech protected by the First Amendment. This decision opened the floodgates for attorneys to market their services, fundamentally altering the legal landscape. Plaintiffs' firms, in particular, leveraged this newfound freedom to reach a broader audience. Television commercials, radio spots, and later, online advertisements became common tools for law firms seeking to attract clients. This democratization of legal marketing increased competition among firms and made legal services more accessible to the public. The Insurance Industry’s Advertising Surge In parallel, the insurance industry began to embrace advertising with fervor in the 1990s. GEICO, formerly known as Government Employees Insurance Company, was at the forefront of this movement. By investing heavily in advertising, GEICO transformed its brand and the industry at large. Memorable campaigns featuring the GEICO Gecko and the Caveman not only increased brand recognition but also set new standards for consumer engagement in the insurance sector. The success of GEICO's advertising strategies prompted other insurance companies to follow suit. Progressive, Allstate, and State Farm, among others, ramped up their marketing efforts, leading to a significant increase in consumer awareness and competition. This advertising boom in the insurance industry paralleled the rise in legal advertising, setting the stage for a more competitive and interconnected landscape between plaintiffs' firms and insurance carriers. Growing Interactions and Contentious Negotiations The increased advertising by both plaintiffs' firms and insurance carriers led to a significant growth in the interactions between these two entities. Plaintiff’s attorneys, empowered by their ability to reach potential clients more effectively, began to see an influx of cases. This surge in cases necessitated more frequent negotiations with insurance carriers, who were also experiencing an uptick in claims due to heightened consumer awareness. Despite being adversaries in many respects, both parties share a common goal: resolving cases efficiently. Plaintiffs' firms aim to secure fair compensation for their clients, while insurance carriers seek to settle claims promptly to manage costs and maintain customer satisfaction. However, the path to resolution is often fraught with challenges, primarily due to outdated communication mechanisms. Technological Lag and Communication Breakdowns One of the most significant issues plaguing the interactions between plaintiffs' firms and insurance carriers is the lack of technological modernization. Despite the advances in advertising and client acquisition, the process of negotiating and settling claims remains remarkably antiquated. Many firms and insurers rely on outdated systems, such as fax machines and physical mail, to exchange crucial documents and information. This reliance on obsolete technology leads to inefficiencies and miscommunications, prolonging the resolution process. The legal and insurance industries have been slow to adopt modern communication tools like secure email platforms, cloud-based document sharing, and real-time collaboration software. This technological lag hinders the ability of both parties to streamline negotiations and settle claims swiftly. As a result, clients often experience delays in receiving compensation, and insurers face increased administrative costs and extended claim processing times. The Need for Technological Modernization Plaintiffs' firms and insurance carriers must embrace technological modernization to improve the efficiency and effectiveness of their interactions. Embracing technological modernization has the power to fundamentally transform the operational landscape of the legal and insurance sectors. By reducing inefficiencies, enhancing collaboration, and leveraging advanced analytical tools, both industries can achieve higher levels of productivity and deliver better outcomes for their clients and customers. Here are a few ways both industries could level up their technological capabilities: Implement secure, cloud-based platforms for document exchange and communication to reduce delays and miscommunications. Use digital case management systems for plaintiffs' firms to organize and access case information efficiently. Insurers can track claims and communicate with attorneys in real time using similar digital tools. Streamline the settlement process with electronic signatures and digital contracts, reducing the need for physical paperwork and in-person meetings. Incorporating advanced analytics and AI-powered solutions to improve decision-making and efficiency in claims processing. By embracing technological modernization, legal professionals and insurers can navigate the complex web of legal and financial considerations more effectively. As technology continues to evolve at a rapid pace, it is essential for these industries to stay ahead of the curve and adapt to new developments. Other newer solutions are in the market that seek to digitize the entire communication process to make engagement significantly more seamless and efficient. A Common Goal: Swift Resolution Despite the adversarial nature of their relationship, plaintiffs' firms and insurance carriers share a mutual interest in resolving cases quickly and fairly. For plaintiffs, timely settlements mean quicker access to compensation for injuries or damages. For insurance companies, efficient claim resolution helps maintain customer satisfaction and control costs. To achieve this common goal, both parties must recognize the importance of modernizing their communication and negotiation processes. Embracing technology and fostering a more collaborative approach can lead to faster, more satisfactory outcomes for all involved. Moving Forward The history of interactions between plaintiffs' firms and insurance carriers is marked by significant milestones and evolving dynamics. The Bates v. State Bar of Arizona decision revolutionized legal advertising, empowering plaintiffs' firms to reach broader audiences and increase their caseloads. Simultaneously, the insurance industry’s advertising surge transformed consumer engagement and competition. However, despite these advancements, the process of negotiating and settling claims remains hindered by outdated communication mechanisms. To better serve their clients and customers, plaintiffs' firms and insurance carriers must embrace technological modernization and work towards more efficient, collaborative solutions. By doing so, they can achieve their common goal of resolving cases quickly and fairly, ultimately benefiting all parties involved.
Leadership
How Did I Get Here? My Path to Career Change
This week’s blog is a chronicle of Sarah Waggoner’s unconventional career path. As Vista’s Director of Talent Acquisition, she’s learned this type of trajectory can mold a well-rounded and dynamic professional.
10 min read
Sarah Waggoner
July 1, 2024
Fair warning: This blog will be more vulnerable than my usual content. As the Director of Talent Acquisition at Vista, I frequently have the opportunity to listen to other’s life stories. It’s now time to share mine because it was NEVER in my life plan to be a Director of Talent Acquisition. But…it’s where I’ve experienced a profound significance in my everyday work and where I discovered my life’s true passion: connecting with people. It’s been a journey, and I’m excited to give you a glimpse because you, too, can change the trajectory of your story and create significance and meaning in your own life AND in the lives of others. Everybody Has a Story I can recall no event that made my childhood extraordinary. However, looking back, the people I encountered and what I learned from them were, in fact, EXTRAORDINARY. I was born to two middle-class working parents in Baton Rouge, Louisiana. They were hard-working individuals who provided everything I needed for survival. My parents made sacrifices for my sister and me to attend private school, as they felt that was where we could best flourish. We were given ample opportunities to explore different creative outlets to express ourselves: art, gymnastics, piano lessons, tennis, etc. If there was something we wanted to explore, we got the chance to do it. My parents always made it a point to talk to us. Talking was important in our household. And not just about surface-level subjects like the weather or what our plans were for vacation. They engaged us in meaningful conversations, delving into deeper topics that mattered. They really took an interest in our emotional well-being, asking how we felt about different situations and offering guidance when we needed it. Their genuine concern and active involvement created a strong bond and a sense of security that I will always cherish. Some of the questions they asked were highly annoying, but they pushed. How did that make you feel? What could you have done differently in that situation? What did you learn from this? We talked about how we felt and what our frustrations were. NOTHING WAS OFF LIMITS. My sister and I grew up never being afraid of telling our parents the truth. Did we get in trouble? Yes. Did we make bad decisions? Yes. But whatever our parents did kept us coming back to them because we knew they were going to love us NO MATTER WHAT. Being intentional in their communication with their daughters made my parents EXTRAORDINARY, although I wasn’t aware of it at the time. They were investing in our relationship, one conversation at a time. During my college years, my father had a distinct way of staying connected that meant the world to me—he wrote letters. These letters were not just reserved for special occasions, although they certainly arrived then, too. They came frequently, filled with words of wisdom, encouragement, and love. On 4/24/2003, my dad penned a letter to me on my 18th birthday. He said: “In my estimation, life is all about relationships. When we leave this earth, what is left of importance is the relationships we have built and cherished. Think about your talents in all that you do…tennis, schoolwork, jobs, but most importantly is relationship talent.” Each letter served as a tangible reminder of his unwavering support and was a cherished lifeline during times of stress and uncertainty. No matter how busy he was, he made time to email me, illustrating his commitment to our relationship and his investment in my emotional well-being. Finding My Path Through high school, I took a real interest in science. I had my mind set to attend college and go on to medical school. Unconsciously, though, I separated that interest from what I enjoyed doing outside of the classroom. Outside of school, I enjoyed and became quite good at (might I add) the game of tennis. So good that I earned myself a substantial Division I scholarship to play at the collegiate level. After a year of the pre-med college curriculum, I decided an additional four years in medical school wasn’t for me. Full disclosure: My microbiology class and lab did me in! But, I still desired to do something in health sciences. Pursuing a degree in Nursing is where I landed. My college had a fantastic Nursing program, and most of my pre-med classes transferred nicely. Just a slight pivot in the grand plan…nothing major. Fast forward three years, and I completed my academic and athletic collegiate career. I had RN, BSN behind my name and I was equipped to enter the workforce as a Registered Nurse. My adult life was just beginning, and I was excited. My career path was set, and I was on cruise control, living and working away from my family in Birmingham, AL. Despite the distance, my parents were STILL intentionally communicating with me. My dad sent me emails every day. I spoke to my mom on the phone every day, sometimes more than once. They visited often and helped me move from the dorm to an apartment and then again into a house. They were constantly present. I’ll spare you all the details, but long story short, I met someone, fell in love, and got married. This part of my story was always part of “my plan.” I had my career and now someone to share my life with. I left my beloved first nursing job and moved back home to Baton Rouge to start our married life. Part of the draw to a career in nursing was always being able to work anywhere across the country. My plan chugged on, just in a new city, with a new apartment and a husband. Shortly after getting married, my husband’s job moved us to Houston, TX. Again…nurses were in high demand, and I landed a job with a large hospital organization in their labor and delivery unit. Same plan, just another new city. While I wasn’t a mother just yet, I knew I wanted to be one. Helping laboring patients bring life into the world was unlike anything I’ve ever experienced…I felt a calling and a purpose as a nurse, and it filled my cup, but it wasn’t without challenges. I became a mom in 2010. The nurses, who had become friends and mentors, helped me bring my baby girl into the world. It was such a unique experience to be taken care of by your own colleagues. While I never contemplated hanging up my nursing shoes, working became increasingly more difficult with a tiny human to keep alive. My husband worked shift work as well, and we found ourselves like two ships passing in the night; one worked while the other was home with our daughter and vice versa. A dear co-worker saw our struggle and offered so graciously to keep our daughter on Tuesday nights when both my husband and I worked the night shift. She quickly became their “Tuesday baby” and I will forever be grateful for my relationship with her and the support she provided for my family and for our baby. We kept up the routine for well over a year before our second daughter was born in 2012. The once flexible twelve-hour shifts got harder and harder, and my desire to be at home with my daughters grew and grew. Financially, though, my family needed two incomes to live comfortably. Nursing was what I knew and loved, but with the strain of the ever-changing schedule and the time away from my family, I began dreading going to work. I desperately wanted to be in two places at once: serving my patients during one of the most important times in their lives and serving my newly growing family. But I trudged on, continued the routine, the plan…but I didn’t like it anymore. I Needed a Change Tennis was still an outlet for me, even as my family grew. We joined our local athletic club, and I started playing in a weekly league with a group of ladies I had never met. I was “the young one” on the team, the new girl, the new mom, just needing a chance to get out of the house and move my body occasionally. I’m not gonna lie; I still had it! They say tennis is a lifelong sport and I found myself still passionate about the game. I loved getting to know the ladies on my team. I loved the competition. At one of our team’s weekly matches, a local professional from another club saw me play. He approached me after the match and asked if I’d ever given any thought to teaching professionally. The answer was no. That wasn’t part of the plan…I was a nurse! But I thought about what he said, and rather than going with my first thought, I took the time to think about it. Sure, it wasn't part of my plan, but maybe, I thought, that's the whole point. I took a risk and earned a professional certification and became a tennis pro! I taught large groups and small groups. I did private lessons and had an opportunity to purchase a UK franchise that taught children the game of tennis through interactive teddy bear stories and games. Teddy Tennis fed my passion for sharing tennis with children who otherwise might not ever have an opportunity to pick up a racket. I brought Teddy Tennis to daycares and after-school programs as well as offering classes at the country club where I was a pro. I loved being involved in our community and making relationships with the men and women I taught. I had made a significant change in my career, and while different from what I had gone to school to study, I really enjoyed sharing my passion for tennis with others and, doing so, contributing to my family financially. But it all came to a crashing halt in the fall of 2017. Hurricane Harvey devastated our city and the country club where I was employed. The tennis courts, as well as most homes in Kingwood, Texas, flooded, leaving a massive cleanup for many residents. While our home was spared, I was not able to teach because the courts were underwater, and many of my clients were focused on renovating their homes rather than perfecting their tennis game (rightfully so). Change was coming…and it wasn’t welcomed this time…it was necessary. What Next? I knew I didn’t want to go back to shift work as a nurse. By this time, we had three children, and I needed a flexible working schedule to accommodate my family’s needs. We were active members of our church. Our children participated in Vacation Bible School as well as mid-week Bible studies. My husband and I served in the children’s ministry as teachers and made life-long friends in our Sunday School class. After Hurricane Harvey, our church was looking for a Children’s Ministry Director. Was this EVER something I had considered? No. The job presented itself at the right moment, and I took it, knowing I could make a difference in the lives of children. The plan changed yet again (are you starting to see a theme here?) The connections I made working at the church solidified my love for people and being around them. I am a “people person” to my core. I thrive when collaborating with a team and constantly engaging with people. Hi, I'm Sarah, and I'm a People Person You might be thinking…How in the world did you land a job with Vista? Remember that letter my dad wrote to me back in 2003? My father recognized something in me that I didn’t recognize in myself back when I was 18 years old. My talent lies in building relationships, and I firmly believe those relationships have landed me where I am today as the Director of Talent Acquisition for Vista Consulting. I was approached by Vista four years ago, and while “talent acquisition” isn’t something I learned in school, I was determined to use my relationship-building talent to engage with firms who recognize the need to hire intentionally and trust me to “vet” candidates on their behalf. Tim Mckey, Vista’s owner and CEO, is my father. He took a chance in hiring me, a nurse by education and trade, to function as the Director of the Talent Acquisition services for Vista. He saw value in what I could provide to Vista’s overall mission and goals. He saw me for who I am, and he wasn’t afraid to challenge me with this role. My desire for relationship building and making connections has been the thread throughout my entire career path. From nursing to tennis to children’s ministry and now talent acquisition, my goal has always been to connect with people, understand their needs, and help them achieve their goals. Within Vista, I have found a company that aligns with my values of family, community involvement, and making a positive impact. Working alongside other professionals who are passionate about helping others grow and succeed is incredibly fulfilling. Every day brings something new and exciting. What Vista has provided me with has been a conglomeration of bits and pieces from my other employment experiences. I am surrounded by a team of professionals who believe in me, cheer me on, and challenge me to try new things. I deeply appreciate the flexible work schedule this role provides that allows me to thrive in my role as a busy wife and mother. Some might say I have struck gold in the work/life balance arena. But as I see it…there is no such thing. My work is part of my life, of who I am as a working mom, wife, and individual. This doesn’t mean there aren’t hard and challenging days along the way…there are. While looking at my resume, some might see a disconnect in my employment experiences, but I can see how each role has contributed and added value to where I am today. Look Before You Leap If you are contemplating or have been approached with an opportunity for a career change, I hope my story can offer you a few things to consider. Reflecting on my own journey, I faced numerous challenges and decisions, but each step provided valuable insights and growth. These elements played a crucial role in my transition. I hope these reflections can help guide you in your own career path. 1. Find your people and keep talking. My extraordinary relationship-building skills started back when I was a child. My nickname on the Vista team is “Talk it Out!” Talking AND listening is how we learn to communicate. When you find your people, those important life skills almost become second nature. BUT…they must be practiced regularly to be perfected. Tell others how they make you feel. Tell them when they made a difference in your life. Have the hard conversations…they will help you grow. I will forever be indebted to the individuals who invested in talking to me back when I was young. Because of them, I can deeply appreciate the importance of relationships. 2. Seek out a work environment where you can be authentically yourself. Do not settle for a job where you cannot be your authentic self. You will be doing yourself and the organization a disservice if you do. When the purpose of your job aligns with your passion, you have found your place of most potential. Seek out an organization where you are not seen as a person who can DO a job but as a person who can contribute to the organization’s goals while being fully human, capable of making mistakes and learning from each of them. 3. Commit to make what you do different. Once you’ve found alignment within an organization or company, commit to making a difference there. Be determined to perfect a process or procedure that contributes to the overall goals of the business. Being in the customer service industry can be exhilarating and exhausting. Set a high standard for yourself. Perhaps being different is simply a change in perspective. Use what you are doing to become valuable to someone else. Blazing Your Trail Striking a balance between risk-taking and careful consideration in your career path is pivotal for long-term success and personal fulfillment. Before every major career change I faced, I made it a point to thoroughly assess the situation, weighing the pros and cons meticulously. Each decision involved thoughtful contemplation about my strengths, potential challenges, and the alignment of the opportunity with my core values and long-term goals. This process enabled me to approach each new venture with confidence and enthusiasm. Armed with this approach, I was able to dive into every opportunity with gusto, knowing that my calculated decisions laid a solid foundation for growth and achievement. This methodical balance of risk and prudence has been instrumental in navigating my diverse career path successfully. While this journey is uniquely mine, I hope that by sharing it, you will be inspired to examine the relationships you invest in and the organization you work for. Reflect on what you bring to the table and seek alignment in your professional and personal life. Perhaps a career change is on the horizon for you? If so, don't be afraid to blaze your own trail and see where it leads. You have the power to make a difference in your life and the lives of those around you. So keep connecting, keep learning, and keep striving for greatness. The possibilities are endless!
Marketing
Unlock Your Firm's Potential: Strategic Marketing & the Power of Diversification
For many plaintiff law firms, marketing can feel like an expense – a necessary cost with an uncertain return. But what if I told you that a well-crafted marketing strategy can be an investment, one that yields significant and measurable results for your firm? Marketing: Expense or Investment? To truly understand marketing, let’s begin with […]
5 min read
Guest Author
June 21, 2024
For many plaintiff law firms, marketing can feel like an expense – a necessary cost with an uncertain return. But what if I told you that a well-crafted marketing strategy can be an investment, one that yields significant and measurable results for your firm? Marketing: Expense or Investment? To truly understand marketing, let’s begin with the foundation. What is Marketing? The American Marketing Association, an organization that updates its definition of marketing every three years, defines marketing as “the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.” In simpler terms, CIM’s definition is the “process of managing and positioning your business so that your potential client/customer sees your business as the only option for an exchange of a service or product.” In the simplest of terms, marketing is finding a need and filling it! The more successful businesses do this better than their competitors do, which is why it is important for law firms to differentiate themselves from the competition through strategy and diversification. The Power of Diversification As the founder of CIM Marketing Partners, I've spent over three decades guiding law firms towards achieving their marketing goals. One of the core principles I advocate for is diversification. Just like a sound financial portfolio avoids concentrating wealth in a single stock, a Diversified Marketing Portfolio®(DMP®) spreads your marketing efforts across various channels. This approach mitigates risk and ensures you're reaching a wider audience. Diversification is Key: Building a Strong Marketing Portfolio Imagine your investment portfolio. You wouldn't put all your money into a single stock, would you? The same principle applies to marketing. A Diversified Marketing Portfolio (DMP) is a core tenet of CIM Marketing Partners' approach. A DMP allocates your marketing budget across a variety of channels and tactics, maximizing your reach and mitigating risk. Similarly to a diversified investment portfolio, a Diversified Marketing Portfolio produces marketing dividends. What are Marketing Dividends? In the financial world, you invest your money in an effort to obtain dividends or some other type of growth or benefit. The same is true when investing in marketing. The dividends you receive from investing in digital and traditional marketing include, but are not limited to: Increased revenues Increased profit margins Increased market share And more… Is Traditional Marketing Still Relevant in the Digital Age? The rise of digital marketing has been undeniable. However, many firms completely neglect traditional channels like radio, billboards, or print advertising. A truly effective marketing mix leverages both digital and traditional tactics to reach a wider audience. Imagine a potential client who has been injured in an accident. During their commute, they might pass by billboards along the highway advertising legal representation for personal injury cases. These eye-catching billboards serve as a visual reminder of available legal services. As they continue driving, they may also tune in to the radio, where they hear compelling advertisements about law firms specializing in personal injury cases. The radio ads provide additional exposure and reinforce the message delivered by the billboards. Later that evening, when the potential client is at home, they might check their mailbox and find a direct mail flier from a local law firm, offering information about their expertise in handling personal injury claims. The tangible nature of the flier grabs their attention and prompts them to consider their options. In addition to these traditional marketing touchpoints, the potential client may also turn to the internet to research law firms further. A well-executed search engine optimization (SEO) strategy ensures that when they type relevant keywords into a search engine, such as "personal injury lawyer," the website of the law firm with strong SEO appears prominently in the search results. This online presence further solidifies the firm's credibility and increases the chances of capturing the potential clients’ attention. A comprehensive Diversified Marketing Portfolio that encompasses both traditional marketing channels like billboards and mailings, as well as digital strategies like social media advertising and SEO, maximizes the firm's visibility and engagement across multiple touchpoints. By strategically combining these different marketing approaches, the firm increases its chances of effectively reaching and converting potential clients who are seeking legal representation for their personal injury cases. The Benefits of Diversification: More Than Just Brand Awareness Diversification goes beyond just channels. Effective marketing campaigns also consider diversifying creative content to resonate with different audience segments. For instance, the message you craft for targeting personal injury cases might differ from the one used to attract clients for employment law matters. The beauty of a DMP is that it's a dynamic plan. It's not a "set it and forget it" strategy. We constantly monitor the performance of each tactic within the DMP, ensuring your investment is working as hard as it can. Don't Forget Your Most Valuable Asset: Your Existing Client Base While attracting new clients is crucial, many firms overlook a goldmine: their existing client base. Loyal clients are more likely to refer your services to others and can be a source of repeat business. A well-rounded DMP also includes strategies to nurture these valuable relationships, such as client appreciation events or targeted email campaigns. The Synergy of Diversification: When the Whole is Greater Than the Sum of Its Parts When you achieve a truly diversified marketing mix, the collective impact can be greater than the sum of its parts. Your brand message becomes more cohesive and resonates powerfully with your target audience, through multiple touchpoints, keeping your firm top-of mind. Standing Out From the Crowd: Creativity is Key The legal services industry is fiercely competitive. To stand out, your marketing efforts need to be creative and attention-grabbing. A DMP allows for creative diversification, as well. This means crafting messages and visuals that resonate with different audience segments, ensuring your firm cuts through the noise and captures the attention of potential clients. Investing in Your Audience is Investing in Your Firm By strategically investing in marketing that reaches your target audience, you're ultimately investing in the growth of your firm and the overall value of your brand. Effective marketing campaigns generate leads, convert those leads into clients, and ultimately contribute to your bottom line. In an industry where marketing can seem burdensome, it's crucial to view it as an investment rather than an expense. A well-crafted strategy not only yields measurable results, but also positions your firm for success. By embracing diversification across channels and creative content, you unlock the true potential of your marketing efforts. Through a Diversified Marketing Portfolio (DMP), your firm reaches a broader audience, fosters stronger connections, and drives growth. Creativity becomes paramount in standing out amongst fierce competition. With a diversified approach, you can innovate messaging and visuals that resonate with potential clients. Remember, investing in your audience is investing in the future of your firm. Embrace diversification, unleash creativity, and witness your firm grow strategically. Unlock your firm's potential through strategic marketing and the power of diversification. About author Darcy Neighbors, Founder and CEO of CIM Marketing Partners: As founder and CEO of CIM Marketing Partners, Darcy has led the agency for nearly three decades. Her passion lies in helping personal injury law firms achieve significant results. She thrives on crafting strategies that tremendously improve their bottom line. While she enjoys the diverse energy of working across industries, her expertise truly shines in the fast-paced world of legal services. From small boutique firms to industry giants, she has a proven track record of success for clients of all sizes, increasing their revenue with right-fit clients and building brand value. The agency’s services range from deep strategic planning to align business goals with marketing strategies and tactics, to serving as firms’ complete outsourced marketing department. Darcy earned her business degree from the University of Nevada, Las Vegas (UNLV) and has a distinctive record of community involvement and service, most notably when she was honored as UNLV Lee Business School’s 2013 Alumna of the Yea
Human Resources
Work Smarter, Not Harder: How to Manage What Matters While Living Your Best Life
Drawing inspiration from Timothy Ferriss’s The 4-Hour Work Week, this week’s blog by Vista Operations Consultant Stephanie Demont will explore strategies for enhancing your personal productivity and job satisfaction while also fostering improved efficiency and fulfillment within your team.
6 min read
Stephanie Demont, Esq.
June 17, 2024
Fifteen years ago, a friend and mentor told me about this amazing book he had just read called The 4-Hour Work Week by Timothy Ferriss. My friend’s passion for this book was palpable. He enthusiastically told me he was going to follow the tips and hacks in the book to the extent possible and attempt to adapt his time management techniques and approach to technology. His goal was to work from anywhere in the world seamlessly and know exactly what was going on in the office, with minimal time invested, AND perform his own work so that it produced as good or better outcomes than if he were in the office every day. WOW! I don’t know whether the mind-blown emoji existed back then, but that’s how I felt when I heard this. Of course, that kind of passion is contagious, so I immediately bought the book and quickly devoured it. The 4-Hour Work Week is a seminal guidebook for anyone striving to liberate themselves from the constraints of the traditional 9-to-5 grind. Ferriss introduces revolutionary concepts such as "lifestyle design" and "mini-retirements," which empower individuals to take control of their time and leverage automation, outsourcing, and smart prioritization. Through a mix of insightful anecdotes and practical advice, Ferriss challenges conventional notions of work and productivity, advocating for efficiency and intentional living as keys to achieving both professional success and a rich, fulfilling life. For me, it was as if kismet suddenly struck, and things would never be the same. I received this message exactly when I needed it most. The Road to Burnout After many years of hard work and good fortune, I had reached my goal of attaining what I thought was my ultimate rung on the ladder, only to realize five years later that I was totally burned out and exhausted by the number of hours I was working every week. You see, I came from the old school of “the harder you work and the more hours you put in, the more successful you will be.” But that no longer proved true. I had maxed out in hours input and worked as hard as I could, but I realized this was a marathon that wouldn’t end until retirement, and the pace was simply not sustainable long term. In the legal profession, this experience is particularly prevalent among those at the owner, partner, and C-suite levels. These professionals often dedicate an extraordinary number of hours each week, extending their workdays into evenings and weekends. Driven by the belief that relentless effort and sheer volume of work are the cornerstones of success, they frequently sacrifice personal time and well-being. However, this intense commitment often leads to severe burnout. Despite their significant sacrifices, they may find themselves disillusioned, with the rewards of their arduous labor feeling insufficient compared to the toll it takes on their mental and physical health. When “What If” Becomes Reality Fifteen years later, following a global pandemic that required businesses to find a way to make remote work not only possible but productive and profitable, the work-from-anywhere approach posited by Ferriss seems almost prescient. What better way to live one’s life without feeling like the time you spend working is a sacrifice for the life you really want? Imagine remoting into your firm’s dashboard from a resort in Santorini and, within five minutes, spotting the top five critical performance metrics. Now, if that took only five minutes, imagine what you could do with the other 75 minutes each day to make the most impact and still work only four hours a week. Where would you focus your limited time? Four years after the start of the pandemic, many people have gone back to the office full-time, but largely due to employee demand and “the great resignation,” the number of hybrid work arrangements has greatly increased and still seems preferred by the vast majority of team members. (After all, we proved we could do it, and for some, there’s no putting that genie back in the bottle.) But what of the managers and team leaders? The firm owners may be working from Santorini, and the team members work from home two or three days a week. However, it seems the managers and team leaders are still tethered to the office every day and enjoy the least amount of flexibility. The traditional philosophy still seems to require their presence in the office all day, every day. This hardly seems fair. To that end, I’d like to suggest a radical approach so that our managers and leaders may also live their best lives by enjoying some flexibility. The New Age Manager Historically, a manager’s presence in the office serves several purposes, not the least of which is a deterrent to slackers and rule breakers. Basically, a well-paid babysitter. However, a business model that requires leaders to babysit or count keystrokes and inputs is not properly utilizing the skills of their leaders, and from the perspective of the leader, it’s neither challenging nor rewarding. The good news is that there is a better way, and managers, YOU have the power to change it! Measuring outcomes rather than inputs is the game changer. Instead of trying to manage employee cell phone usage, how much time they spend on Facebook, Instagram, and TikTok, paying IT providers to block non-approved sites, or paying for software to measure the amount of time spent logged in, it’s much easier and a better use of your skills to define each role’s key performance indicators and measure their results relative to goals. Once you establish key performance indicators for each job and use reporting tools and dashboards to measure actual performance relative to each goal KPI, you have now moved from measuring inputs to measuring outcomes. (And managers can remote in and also do this from anywhere!) We all know, it is the outcomes that matter most. Lots of people can look busy at work sitting at their keyboards all day long, but if they’re not moving their cases toward the best resolution, what good is being “busy?” Granted, in a law firm, not all roles are optimally performed remotely, but many team members do handle it quite well. We have found that the best performers in the office are usually the best performers working remotely. Managers don’t need to worry about the number of hours they put in. They get results. HR Considerations for New Age Managers This can become tricky for non-exempt employees who come in late and/or whose attendance is not as strong as others in similar jobs. That, however, is an HR issue and should be addressed individually and swiftly as such. Shifting to a remote or hybrid work model involves significant adjustments for Human Resources departments, which must now navigate a variety of new challenges and opportunities. For those team members who must or choose to work in the office every day, arriving on time and clocking in and out is still necessary for payroll purposes and HR management. However, the rigidity with which this is enforced is often conflated with concerns such as uniform fairness and equal treatment of team members. Historically, to avoid individual rules for each team member, managers created uniform rules for all non-exempt team members largely based on the number of hours worked per week as well as vague notions of productivity. HR must establish clear communication channels and protocols to maintain team cohesion and morale. By clearly defining productivity, meaningful outcomes tied to critical firm production goals are much more likely to be attained. Rather than striving for uniformity, we should treat team members as individuals and strive for equitability. Crafting Your Own Work Week If you’ve read The 4-Hour Work Week, you know that the author adopts some rather radical approaches. Did I apply all the notions to my own life? No, not even close, and no, I haven’t made it to Santorini (yet), but I have applied some broad concepts and urged my clients to do so as well. Let me be clear: I am NOT recommending that my clients work only four hours a week! Like the author, I realized that working harder wasn’t the answer. It was all about focusing on what moves the needle. In creating a work week that effectively balances productivity and personal well-being, it is essential to consider both individual preferences and the collective needs of the organization. By leveraging modern technologies and fostering a results-oriented culture, firms can empower their employees to take ownership of their schedules. Flexible work arrangements, whether fully remote or hybrid, should be tailored to ensure that both personal and professional aspirations are met. This approach not only enhances job satisfaction and employee morale but also drives long-term success for the organization. With intentional planning and clear communication, crafting your own work week can lead to a healthier and more productive work environment for everyone involved. At Vista, we have helped hundreds of firms define and measure KPIs for every role in a law firm. We believe in measuring performance by outcomes and know that doing so utilizes the talents and skills of the brightest leaders in the business without requiring them to work harder, just smarter, and in doing so, at least in some small way, I like to think we help them live their best lives!
graphic of people balancing different jobs
Human Resources
How to Unlock Your Legal Team’s Potential: Overcoming Barriers to Productivity and Empowerment
"Why can't my employees just do their job?" Have you ever asked yourself this question? Chances are you have. In most cases, your employees have the same thoughts: "Why can’t I just get my work done?" When they get in their vehicle at the end of the day or close their computer if they're working […]
5 min read
Guest Author
June 10, 2024
"Why can't my employees just do their job?" Have you ever asked yourself this question? Chances are you have. In most cases, your employees have the same thoughts: "Why can’t I just get my work done?" When they get in their vehicle at the end of the day or close their computer if they're working remotely as W2 employees, they feel defeated. They feel like they haven't accomplished anything all day. The reasons for these questions occurring to you and your team might vary. Let’s take a deep dive into some of them. Lack of Training Oftentimes, you are met with resistance from your employees because they don't have access to the proper education, training, and coaching. Remember the golden rule—your team needs to be trained to become legal leaders. Apart from hard skills, another important missing skill is confidence. That’s where we all need to start—by giving our employees confidence. How can this be achieved? The answer is simple. Give your employees a task that scares them, something they have no training or knowledge of, and just say, "I trust you." Don’t use uncertain terms like, "Just don't screw it up." The truth is that your employees will learn how to take responsibility with confidence when they make mistakes. They will gain the ability to communicate like a CEO, take ownership of their actions, and persevere without crumbling under pressure, especially if they don't come from a law background when they are certain that you trust them and that mistakes are not something they need to be afraid of. Communication is Key You’ve been forced to communicate since before you could speak. Unfortunately, knowing you’re supposed to communicate well with others is very different from actually doing it. We have the power to choose how and if we talk with those in our space. Silence may be even more detrimental than thoughtless conversation. Silence causes us to falter in our collective company goals. We need to overcome our fear of debate and realize that respectful debate is healthy. If we don’t trust someone enough to disagree with them, we create a broken foundation upon which no solid growth can be built. Suffering in silence is not the solution. If you are an employee struggling to complete your work, your employer might not even be aware of it. Break this vicious circle and tell your boss about the problems you’re struggling with; try to have an open conversation. If you’re an employer resenting writing everyone's paycheck because you feel like no one is delegating back to you, or you can't let go and trust because every time you do, things fall through the cracks and follow-through doesn't happen, remember: conversation is key. This isn't a heavy or hard conversation. It's an empowering one. You can say, "Team: We need to get together, lock arms, schedule a workshop, get in a room, go to the proverbial whiteboard, and figure out what's not working and what we can do to turn this around.” Success Requires Clarity Clear, concise, and well-communicated job descriptions, along with time chunking, prevent confusion. When people have a clear goal, they become engaged, focused, and persistent. The business wins when everyone pulls together and moves in the same direction. Setting goals helps us stay focused on what is significant. It's also the easiest way to establish clarity for everyone on the team. The greatest gift you can give yourself is to grant permission to seek clarification. If a talented employee runs out of new opportunities, they’ll look elsewhere for fulfillment. The same holds true if they don’t have balance in their personal and professional goals. That’s why clarity is so important. To keep things on track, dial in your project management system. Running your firm off Excel® spreadsheets and Word® documents is unacceptable. Invest in a project management system. Services like monday.com, Asana, and Basecamp are affordable and effective. Host weekly team meetings to review all open projects. Ensure that you know the status of each to-do item, who is responsible, what (if anything) is needed to complete the task, and when it needs to be done. Be impeccable in keeping this tracking up to date. Don’t Forget About the Power of Empowerment and Delegation If you are an employer, you are likely saying ‘yes’ to way too much. You are the office manager, the paralegal, the trainer, the facilitator of all meetings, conducting quarterly employee reviews, and engaged in many other tasks. If you are working nights and weekends, or, for example, showing up even when you are getting sick because of your incredible work ethic and thoughts that the firm will collapse without you, it’s a bad sign. That’s not being a team player. Don't create stories like that in your head. You're harming your business, your family, and yourself. You can't scale if you are unfamiliar with the power of delegation. If you are doing everything yourself, the questions "What are my employees doing all day?" and "Why can't people just get their work done?" seem relevant. What do they need to do if you are the one person performing all the tasks? Employers should empower their employees and delegate tasks to free up their time. Our job as leaders is to train and empower people. If you are wondering why everyone can't get their work done, there is a chance there are bottlenecks with YOU. Everybody's waiting for you to do your part. They're not letting go of control. Everything has to go through you. True business growth begins when business owners realize one thing: They can’t do everything on their own. When you empower your team to take administrative tasks off your plate, you free yourself to focus on delivering outstanding service to your clients and growing the business. You can grow a team that operates efficiently, understands your processes and systems, executes marketing efforts without a hitch, and makes trustworthy business decisions effectively. All you have to do is trust this process, set clear core values, guard what information you tell yourself, and establish realistic professional goals. If you are wondering why your employees just can’t get their job done, pay attention to these points: Training Writing clear, concise, and well-communicated job descriptions The power of delegation To build a successful law practice, you don't just need employees; you need empowered individuals who act like entrepreneurs on your behalf. About author Molly McGrath, Founder and CEO of Hiring & Empowering Solutions: Molly McGrath is the Founder and CEO of Hiring & Empowering Solutions and the author of Amazon's top #1 Best Seller: 'Fix My Boss: The Simple Plan to Cultivate Respect, Risk Courageous Conversations, and Increase the Bottom Line.' She is a thought leader with 27 years of experience in the CEO space. Since the late nineties, Molly has coached, consulted, and directed presidents and founders of national organizations and over 4,500 law firms in executive-level leadership, continuous improvement, and team empowerment initiatives to infiltrate new markets, leverage partner ecosystems, and produce profitability. Molly has 27 years of specific skill set experience in legal marketing, fractional CEO roles, conversation intelligence coaching, team development & empowerment, intrapreneur talent acquisition, Kaizen leadership, root cause analysis, revenue mapping, and action-based project management.
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Human Resources | Leadership
From Loud Quitting to Lasting Loyalty: Building a Resilient Organizational Culture
Over the last few years, we have heard so much about the phenomenon of quiet quitting. Quiet quitting is such an important concept to be aware of with your team, so I am glad we are all giving it attention.
6 min read
Dr. Heather Carroll
June 3, 2024
Over the last few years, we have heard so much about the phenomenon of quiet quitting. Quiet quitting is such an important concept to be aware of with your team, so I am glad we are all giving it attention. (If you are unfamiliar with quiet quitting, check out this great resource.) But what about when quitting doesn’t happen quietly? Have you ever experienced LOUD quitting at your firm? Unfortunately, I have, and it can be a very traumatic experience for you and the rest of your team when it happens. Therefore, I wanted to make sure we are all aware of what loud quitting is and how to best protect your firm from it. What is Loud Quitting? Loud quitting is a term used to describe the scenario of someone leaving their job in an overly dramatic or attention-grabbing manner. Sometimes, that departure is quite literally loud. They may use strong language or a public display of confrontational behavior. Imagine a scenario where an employee, dissatisfied with their role, decides to leave during an all-hands meeting. They stand up abruptly, voice raised, and proceed to publicly list their grievances, from perceived unfair treatment to unresolved conflicts with management. The dramatic departure not only shocks their colleagues, but also creates a tense and uncomfortable atmosphere, leaving the entire team to grapple with the fallout of such an unprofessional exit. However, sometimes, loud quitting doesn’t involve volume at all. Sometimes, the departing team member takes other, more behind-the-scenes actions to harm your firm, such as leaving negative reviews. This covert form of loud quitting can have long-lasting repercussions, damaging the firm’s public image and possibly affecting employee morale and talent acquisition efforts. Consider another situation where an employee opts to leave the company quietly, but with malicious intent to tarnish its reputation. After handing in their notice, they begin posting several scathing reviews on popular platforms like Glassdoor and Google Reviews, detailing fabricated accounts of poor management practices and toxic work culture. Additionally, they subtly spread rumors among industry peers, aiming to discredit former colleagues and dissuade potential job candidates from applying. The Psychology Behind Loud Quitting Believe it or not, team members who partake in loud quitting generally rationalize their behavior because they feel that by drawing attention to the matters that upset them, they might actually make a positive difference in the end. They often believe their actions are justified and necessary to spark change within the organization. By vocally expressing their dissatisfaction, they aim to highlight systemic issues that they feel have been ignored or inadequately addressed. They perceive their dramatic exit as a wake-up call to management, hoping it will prompt serious reflection and reform. This motivation stems from a sense of frustration and helplessness, where quieter methods of communication or change have seemingly failed. They may not view their actions as harmful, but rather as a last-ditch effort to bring about positive transformation. In their minds, the ends justify the means, and the collateral damage is a necessary sacrifice for the greater good. Loud quitting can have a significant impact on the team members who remain in the organization. Such dramatic exits often interrupt the overall workflow, creating an environment of uncertainty and distrust among colleagues. The sudden departure can lead to increased workloads, as remaining team members are forced to cover the responsibilities of the person who has left. This can contribute to higher stress levels and decreased morale, potentially leading to burnout. The negative atmosphere generated by a loud quitter’s actions can foster a sense of anxiety and apprehension about the stability of their own roles within the company. The ripples of discontent created may also strain relationships among team members, eroding the sense of unity and collaboration that is essential for a productive workplace. But more often than not, even when the issues are valid, the emotional outburst actually takes away from their credibility, and the issues remain unaddressed. So, in the end, loud quitting is something we all want to avoid happening in our organizations. It is stressful on us and the remainder of our team and can be reputation damaging! Dealing with a Loud Quitter Once a team member has decided to loud quit, you can do a few things. This is a time when emotions and frustrations are high, and it’s hard to come down from that. At the moment, the best thing you and your Human Resources team can do is work to maintain your own emotional intelligence. Whatever you do, DO NOT exhibit anger or go tit for tat with someone who is loud quitting. The calmer you are, the more success you will have in diffusing the situation. Ultimately, the best approach is to remain calm, turn on your active listening skills, try to diffuse the situation, and provide them with empathy and validation. Because this team member feels so passionately about the issues at hand, letting them express their concerns while you actively listen can be a huge help in resolving the conflict. Express empathy for their frustration and even provide them with validation when it is appropriate. They may make some valid points, and by recognizing that with them, you will gain back some trust and remind them that you are ultimately on the same team. If you are in a private setting, simply letting them vent for a few moments may be your best option. Let them get their anger and frustration out of their system, then attempt to transition to a more rational conversation. If you are in a public setting, this is not practical. Communicate that you would like to address their concerns effectively and encourage them to accompany you to a more private setting. Most importantly – mean it! Don’t fake it! If they make valid points, address them. Otherwise, this would have been a waste of time. Leaders, (I cannot say this enough) your team knows when you are being sincere! Sincerity is a cornerstone of effective communication, especially in emotionally charged situations like meetings with a loud quitter. When you exhibit genuine concern and authenticity, it helps build trust, demonstrating that you truly value the departing team member’s perspective. This can significantly de-escalate tension, paving the way for a more constructive dialogue. Insincere platitudes or dismissive attitudes can exacerbate frustration and lead to a breakdown in communication, further damaging morale and potentially worsening the situation. By approaching these conversations with honesty and a genuine intent to understand and address the issues raised, you not only show respect for the individual’s experience, but also underscore your commitment to fostering a positive workplace culture. This can help mitigate the negative impacts of loud quitting and promote a healthier, more collaborative organizational environment. If you truly want to avoid loud quitting, start well before the loud quitting begins. Having a strong, healthy, communication-focused organizational culture will go a long way to preventing loud quitting in the first place. Preventing Loud Quitting Creating a culture where loud quitting is virtually nonexistent requires deliberate and strategic efforts by organizational leaders. Proactive measures to establish an open, transparent, and supportive environment can significantly reduce the likelihood of employees feeling the need to resort to such extreme actions. When leaders focus on fostering strong communication channels, promoting mutual respect, and actively addressing employee concerns, they can create a workspace where issues are resolved amicably and constructively. Next, we’ll explore various strategies and best practices that leaders can implement to build a healthy organizational culture that preempts loud quitting. Ensure that your team has an effective way to communicate and address those concerns. This could include regular check-in meetings, anonymous feedback channels, or an open-door policy. If your team members feel dismissed or ignored when they try to express a concern or frustration, it will lead to escalation and possibly loud quitting. Creating a supportive environment where everyone feels heard and valued can significantly improve overall team morale and productivity. Do exit interviews! When a team member resigns, take the time to do a proper exit interview with them. Not only will you gain helpful insight that may prevent future turnover, but you will allow that team member to voice their reasons in a constructive manner instead of having them resort to loud quitting after the fact. Provide specific training to your leadership team on how to properly handle conflict resolution and complaints from their team. This is a critical leadership skill. Conflicts between team members need to be handled swiftly and effectively to prevent loud quitting and other cultural damage within your firm. Team member conflicts cannot be taken too lightly, and they cannot be swept under the rug. Too frequently, team member conflicts are dismissed as inevitable when, in reality, they are often symptomatic of bigger organizational issues that should be addressed appropriately. Creating a Culture with No Need for Volume Adjustments Preventing loud quitting is not about silencing voices, but about fostering an environment where voices don’t need to be raised to be heard. Organizations that prioritize open dialogue, transparency, and mutual respect cultivate a culture where employees feel valued and understood. By addressing concerns proactively and providing platforms for regular, honest communication, leaders can ensure that team members feel integral to the organization and their issues are resolved in a timely manner. This proactive approach not only minimizes the chances of loud quitting, but also promotes a healthier, more collaborative workplace where everyone thrives. Preventing loud quitting within your firm is the priority. The effects of loud quitting and the issues that led up to it can taint the perspective of the rest of your team and tank your office culture. By taking steps to foster a healthy workplace culture, you can mitigate the likelihood of loud quitting and build a stronger, more resilient team. Let’s focus on fostering a transparent, supportive organizational culture that empowers our teams to voice their concerns constructively and promotes open communication at all levels. This benefits not only the individual employees, but the organization as a whole, leading to increased productivity, better employee retention, and an overall positive work environment.
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Human Resources | Leadership
What Matters Most: How to Thrive in Every Aspect of Your Life
What matters most when it comes to being well? As someone with a passion for health and wellbeing since I was a teenager, that’s a question I’ve thought about for over 20 years. As someone who worked in the corporate wellbeing industry as the Director of Wellbeing at the same company for 13 years, I learned a lot about the “shoulds” that all of us are familiar with.
8 min read
Guest Author
May 28, 2024
What matters most when it comes to being well? As someone with a passion for health and wellbeing since I was a teenager, that’s a question I’ve thought about for over 20 years. As someone who worked in the corporate wellbeing industry as the Director of Wellbeing at the same company for 13 years, I learned a lot about the “shoulds” that all of us are familiar with. We already know we should be eating as much whole, nourishing food as possible, moving our bodies regularly, and getting enough sleep. We know we should manage our stress, get outside, and connect to experiences that help us be more present and mindful. I knew all of that when I burned out and was diagnosed with Epstein-Barr Virus, an acute form of mono, in my early 30s, which made me realize I had more to learn. But what about the other aspects of our health and wellbeing that we might overlook? What else contributes to helping us be well and thrive personally, professionally, mentally, emotionally, relationally, and socially? The PERMA Framework for Wellbeing Early in my career, I was introduced to the work of Martin Seligman, a psychologist at the University of Pennsylvania who is credited with founding positive psychology, an approach that favors focusing on possibilities over problems. One of the key frameworks around wellbeing that he introduced that I integrated into my work is the PERMA framework, a multidimensional approach to wellbeing that focuses on these five elements: Positive emotions Engagement Relationships Meaning Accomplishment When we connect to those aspects of who we are, we are more likely to thrive at work and in life. Let’s take a closer look at these elements: Positive EmotionsPositive emotions can be hard to come by in the midst of change and adversity, but they’re what help sustain us through those difficult times. At the 2024 Vista Law Firm Leadership Summit, I shared that I was hit by a pickup truck and fractured my back in May of 2020, and I talked about the process of grieving that all of us go through when we experience such a blindsiding moment. But something I didn’t share about what helped me leading up to that event was a practice I’d started doing at the start of the pandemic and the lockdowns that helped me connect to positive emotions. Each day, at the end of the day, I numbered a piece of paper (usually a page in my journal) from 1-10, and next to each number, I wrote something that had been a bright spot from that day. A bright spot might be a moment of joy, happiness, laughter, connection, gratitude, or hope – something that made my day a little better and a little brighter. Some days, I would get to the third number and be racking my brain to figure out how to come up with seven more, but each day, I committed to writing something on each line, no matter how seemingly insignificant it was. Maybe I sat outside on a beautiful spring day and heard birds chirping or the breeze blowing. Maybe someone left a thoughtful, affirming comment responding to a LinkedIn post I shared. Maybe I caught up with a close friend, even for just 10 minutes. Maybe my favorite song popped up on Spotify when I was getting ready in the morning. Maybe I went outside and took a walk with my husband or a friend. Maybe I booked a keynote with a new client. By the time the accident happened, I had been doing that bright spots tracking process for over 45 days, which meant I had listed over 400 bright spots. I was starting the hard work of rewiring my brain to look for and take in the good at a time when it was much easier to only notice the bad. Because of our brain’s built-in negativity bias, we have to be proactive in rewiring it by doing things like taking note of what’s good. Here’s a practice for you to try:Reflect: What positive emotions do you want to experience more of in your life? Joy? Hope? Contentment? Peace? Gratitude? Love? Enthusiasm? Playfulness? Pride? Compassion? Curiosity? Recalibrate: What is something you can do right now to feel the way you want to feel?We have more control over our positive emotions than we realize, and being intentional about connecting to those emotions and activating them is one of the keys to thriving and being well, especially when it comes to our mental health. Engagement + MeaningThese two terms are often connected to each other, though meaning can be (and often is) found in something unrelated to our work. As I reflected on my time at the Vista Law Firm Leadership Summit, I thought it would be helpful to connect them. When we’re engaged in what we’re doing, we feel present, purposeful, and in the zone. We’re clear on who we’re helping and why it matters, which is also connected to a sense of meaning, something all of us want to derive from our work. At the summit, I asked the room to reflect on why their work in plaintiff law is meaningful, purposeful, or important. I was inspired by what I heard and noticed a few common themes in the responses about what contributes most to that experience of engagement and purpose:Being a trusted advisor and guide to clients, helping them through their most difficult times and positively impacting their livesEmpowering, advocating for, and helping people who are vulnerable and in crisis rebuild their lives and feel heard and supportedDeveloping the potential within the people on your team and watching them growFinding innovative solutions to complex problems that have a tangible, measurable outcomeThese commonalities inspired a practice we can do to explore engagement and meaning:Reflect: What is it about your work that is meaningful, purposeful, or important? Who are you helping, and why does it matter? Recalibrate: When you meet with a team member, whether one-on-one or in a group, invite them to share stories of impact that remind them why the work they do matters. RelationshipsConnection is at the core of everything we do. When we intentionally take time to invest in relationships by listening to people, affirming their strengths, supporting them when they’re struggling, and recognizing and appreciating their contributions, we show them that they matter.At the end of the day, that’s how all of us want to feel. According to Stephen Covey:“Next to physical survival, the greatest need of a human being is psychological survival, to be understood, to be affirmed, to be validated, to be appreciated.”That single statement tells us everything we need to know about how to show up in relationships with the people around us, whether they’re an internal colleague, an external client, a vendor partner, or a loved one.To further deepen our relationships, try this practice:Reflect: What if you started each day asking yourself the question and living into the response: How can I be a contribution today? Recalibrate: What step can you take today to show someone in your sphere of influence that they matter? AccomplishmentWe all want to feel a sense of pride within ourselves and about our work. Connecting to healthy pride is something that gives us confidence and makes us feel competent, like we are doing something that matters. All of us need to feel like who we are and what we do is relevant, that we are making progress, and that we are moving toward our goals rather than staying stagnant.At the leadership summit, I asked everyone to share something about themselves that they’re proud of or appreciate as they reflected on a time they navigated an unexpected challenge. The shared responses centered around strengths like courage, the willingness to act, self-trust, being vulnerable and asking for help, resilience, optimism, relational connection, self-advocacy, adaptability, calmness, composure, perseverance, and prioritization. Several responses were particularly moving:“I was able to beat cancer and can say I’m almost 10 years cancer-free. It wasn’t easy but I was able to navigate and can now support others from the other side.”“I’m proud that I stood up for myself when the easier thing to do would have been to concede.”“I’m proud of myself for recognizing that in a moment or time of personal crisis, I needed to step away to get back to being myself before I could be what I needed to be for my team.”“Learning to have grace on myself after making a difficult decision that would alter my life in a significant way. Allowing myself to be vulnerable and heal from trauma.”“Recognizing that asking for help is brave.”“I’ve never given up even when those around me thought I should.”That’s what accomplishment sounds like. It’s not always a measurable metric, but a sense of accomplishment is something we can connect to when we want to keep ourselves motivated to keep going and to keep showing up when it’s hard. It’s important to take time to pause and acknowledge what we’ve accomplished rather than brush it aside to move on to the next task.To honor your accomplishments, try this practice:Reflect: What about yourself are you proud of or appreciate? Write it down and acknowledge it. Recalibrate: Each week, at the end of the week, jot down one thing you accomplished that you’re proud of. It could be something personal or professional. If you want to take it up a notch, list three things you’re proud of each week. Be Well, Live Well If we want to be well, we have to take intentional steps to prioritize and recognize our total health and wellbeing, including our emotions, relationships, purpose, and achievements. When we shift our focus from problems to the possibilities that lie within each of those areas of our lives, we’ll be more likely to thrive. As we close, I wanted to share something I’m proud of, something that stirs up positive emotions in me. In the wake of the accident, I reconnected to an alive and expressive part of myself that I used to hide from the public because I was insecure about it – my voice. Three years after the accident, I started writing, recording, and releasing original message-driven music intended to help people feel validated and less alone. The song I wrote after the accident is called Didn’t See It Coming. I wrote it for anyone who’s been blindsided in some way in their life. It’s an anthem and a reminder to rise up when we get knocked down. You can listen to it here or wherever you stream music. Feel free to share it with clients, too. In observance of the end of mental health month, here is my third song, Lightbulbs, which is about checking on the lightbulbs, the shiny, happy people in your life, because you never know what they’re going through. I hope you enjoy it and share it as a reminder to check on those around you and offer support. Take good care, be well, live well. You matter and what you do matters. Keep making an impact! About Rachel Druckenmiller, Founder of UNMUTED: Rachel Druckenmiller—an award-winning thought leader and TEDx speaker—is a catalyst who helps people unleash possibilities and unmute themselves. For more insights like this, connect with Rachel on LinkedIn, her website, Spotify, and YouTube. And if you know anyone who would benefit from her work as a speaker and trainer, you can email her at rachel@racheldruckenmiller.com. For nearly 20 years, Rachel has helped leaders and organizations elevate engagement, accelerate growth, and unleash purpose and possibilities by activating curiosity, character, and confidence. The result is that people are motivated to do and be their best and highest performing selves, leading to greater influence, impact, and fulfillment at work and in the world. As a trained facilitator and professional speaker with a background in workplace culture, health, and human behavior, Rachel brings a unique perspective and set of skills to catalyze both introspective insight and meaningful connection that lead to lasting transformation. Recognized by Smart Meetings as a Best of the Stage Speaker, Forbes as a Next1000 honoree, Workforce Magazine as a 40 Under 40 Game Changer, and the #1 Health Promotion Professional in the U.S. by the Wellness Council of America, Rachel is a change agent whose refreshing perspective has helped her stand out as a leader in her field. Rachel has served clients ranging from 20 to 60,000 employees, including organizations like the American Bar Association, the Association of Legal Administrators, Citizens Bank, Sherwin-Williams, UnitedHealthcare, SHRM, and the Federal Aviation Administration. Rachel is a TEDx speaker, singer-songwriter, and a course instructor for Simon Sinek’s virtual classroom. She holds a Master’s degree in Health Science and a Bachelor’s Degree in Psychology. Rachel is the Founder of UNMUTED, a speaking and training company whose mission is to activate the power of curiosity to ignite personal and professional clarity, so people move forward with greater purpose, passion, confidence, and courage.
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Leadership
The Key to Thriving Teams: Cultivating Psychological Safety
When you think of a thriving organization, do you imagine meetings filled with blind agreement, with little questioning, little opportunity for brainstorming and new ideas, and a crushing fear of failure amongst the team members? Probably not!
7 min read
Caroline Younger
May 20, 2024
When you think of a thriving organization, do you imagine meetings filled with blind agreement, with little questioning, little opportunity for brainstorming and new ideas, and a crushing fear of failure amongst the team members? Probably not! Thriving teams and organizations foster the concept of psychological safety. By understanding and cultivating psychological safety, leaders can unlock the full potential of their teams, encouraging an environment where creativity, resilience, and collaboration flourish. This perspective elevates the collective output and propels the organization to stand out in a competitive market landscape. A psychologically safe environment is a place that fosters growth and is a cornerstone for thriving teams. In this blog, we will explore psychological safety, its definition, why it matters, and how to cultivate it within your law firm. We will also examine how it can unlock your team’s full potential, leading to greater innovation, collaboration, and success. What is Psychological Safety? This pivotal notion, deeply researched and championed by scholars like Amy Edmondson, involves creating a work environment where team members feel entirely comfortable expressing themselves, sharing concerns, and contributing ideas without fear of repercussion or ridicule. A psychologically safe workplace has an ethical and supportive culture and is a fertile ground for innovation, engagement, and productivity. It’s the secret sauce that distinguishes good companies from truly great ones. Psychological safety ensures individuals feel supported and valued. The essence of psychological safety lies in the assurance that no matter what new idea is suggested or what innovative process is undertaken to accomplish a task, the team will provide unwavering support. This kind of support encourages creativity, drives productivity, and ultimately leads to a more dynamic and innovative workplace where every team member feels empowered to contribute to their fullest potential. The Impact of Psychological Safety on Business Success Comparing two businesses, one with psychological safety as a hallmark and another lacking this fundamental element, reveals stark differences in organizational health and performance. In the absence of psychological safety, team members often feel inhibited and fearful, leading to a culture where ideas are kept silent and innovation stagnates. These organizations typically experience high turnover rates, low employee engagement, and struggle to adapt to market changes. On the other hand, businesses that prioritize psychological safety foster an atmosphere of trust and openness. Employees in these environments feel valued and empowered, resulting in higher levels of creativity, productivity, and adaptability. Notably, these companies tend to outperform their peers, demonstrating that psychological safety is not just a “nice-to-have,” but a critical driver of competitive advantage. Why does Psychological Safety Matter? Psychological safety has been extensively researched and proven to be essential for team success. In fact, Google’s extensive study on high-performing teams found that psychological safety was the most critical factor in building successful teams. When individuals feel psychologically safe, they are more likely to take risks, share ideas, and be open to feedback. This creates a culture where collaboration and innovation thrive, leading to improved team performance and overall success for the organization. Forward-thinking companies are increasingly recognizing the significance of psychological safety and are making concerted efforts to embed it within their corporate culture. These organizations understand that fostering an environment of openness and mutual respect is not a luxury, but a strategic imperative. Objective data supports this shift. Research conducted by leading institutions shows a direct correlation between psychological safety and enhanced team performance, innovation, and employee satisfaction. Studies have consistently demonstrated that teams operating in psychologically safe environments report better engagement levels, lower turnover rates, and significantly higher project success rates compared to their counterparts in more traditional, hierarchical organizations. For leaders aiming to cultivate a competitive and resilient organization, understanding and implementing the principles of psychological safety is paramount. This approach nurtures a more dynamic and innovative workforce and positions the company as a desirable workplace, attracting top talent in an increasingly competitive marketplace. Building a Psychologically Safe Environment Creating a psychologically safe workplace is a critical challenge for law firm leaders. Recognizing and addressing the unique pressures and demanding environments inherent to legal practices, leaders are tasked with the pivotal role of fostering an atmosphere where team members feel genuinely supported and encouraged to express their thoughts and concerns openly. For those leaders eager to transform their law firm into a culture of innovation, collaboration, and competitive success, understanding how to build and sustain psychological safety within your team is essential. This guide is designed to equip you with the understanding and tools needed to cultivate a culture that values and thrives on psychological safety. Creating a psychologically safe workplace starts with leadership. As a leader, it is vital to promote an environment of trust, openness, and inclusivity. Leadership that prioritizes and encourages honest and open communication and embraces feedback, or what we like to call “feedforward,” is how psychological safety is built. Creating this type of environment takes time and consistency from the leadership team. Here are some of the fundamental building blocks you’ll need to develop in order to create a more psychologically safe workplace: Establish Open Lines of Communication: Leaders can foster psychological safety by ensuring that all team members have equal access to share their thoughts and ideas without fear of retribution. This means regularly encouraging feedback and creating multiple channels where employees can express themselves freely and confidentially. This practice takes guts and patience. It can be jarring for leaders when their team disagrees or questions decisions. By creating an environment where expressing those opinions is seen as safe and encouraged, leaders open doors to innovation and much needed perspective. Sometimes, your team just needs to be heard, even if the idea isn’t the right one right now. Promote a Culture of Acknowledgment and Respect: Recognizing individual and team contributions reinforces the value of everyone’s input. Leaders should actively celebrate successes and constructively address failures as learning opportunities. This approach helps to build mutual respect and encourages ongoing engagement and innovation. It’s not only leaders who must respect and acknowledge others. Top performing organizations ensure peer to peer respect and acknowledgement as well. It’s not a psychological safe environment if a leader promotes feedback and innovation, but fellow team members are disrespectful and dismissive! Consider implementing an honor guide to shape how team members speak to and treat each other. Implement Regular Check-Ins and Support Mechanisms: By scheduling regular one-on-one or team check-ins, leaders can stay informed about their team’s challenges and well-being. Offering support and resources to address both professional and personal concerns demonstrates a commitment to the holistic well-being of employees. Encourage Risk-Taking and Normalize Failure: Creating an environment where taking calculated risks is encouraged and where failure is seen as a part of the learning process is crucial. Leaders should communicate that setbacks are not only acceptable, but are expected in the pursuit of innovation. This mindset shift helps to alleviate the fear of making mistakes and fosters a culture of continuous improvement and innovation. Stepping Outside of Your Comfort Zone Everyone has heard that you must get out of your comfort zone to grow. What does that mean, and how does it relate to psychological safety? In Spark Brilliance, a must-read book for all leaders, Jackie Insinger discusses this idea. She examines the concept of being pushed out of your comfort zone to grow, but not so far that it elicits a fear response. When we are in a fear state, it is harder to learn and grow. Insinger says, “Growth doesn’t need to mean getting completely out of your comfort zone. It’s possible to have both – the strengthening effect of bumping up against discomfort and coming through it, and the safety of a calm, rational mind that can soak up new information and learn the lessons it offers.” As you begin intentionally cultivating a more psychologically safe environment at your organization, it can be uncomfortable for both leaders and team members alike. It can be uncomfortable for leadership to allow team members to come to them and share difficult workplace situations, provide feedback on a process they find to not be working, or share how they believe the organization can be run better. What the leader does with that information is truly where that psychological safety is built. This is where vulnerability and trust are so important. These things take time, but it is the consistency of it that can really allow for growth in the future. Similarly, team members can also struggle with the process. Encouraging the provision of open and honest feedback in every situation can be particularly daunting, requiring individuals to step out of their comfort zones significantly. This involves not just occasional check-ins but a consistent effort to communicate transparently, even when the feedback might be difficult to hear or deliver. It’s about building a foundation of trust and openness, where team members feel secure enough to express their thoughts and concerns without fear of retribution. This level of openness can be incredibly challenging to achieve, but it is crucial for fostering a supportive and collaborative team environment. Understanding Psychological Safety for Remote Team Members I would be remiss if I didn’t discuss how to build and maintain psychological safety for remote work since many organizations face the remote work challenge daily. Maintaining psychological safety in remote work can be difficult, but staying truly connected with team members who do not come into the office is imperative. Physical distances can quickly dissolve emotional connections if not nurtured or brought to the attention of those interacting daily with team members who are working remotely. The need for trust, open communication, and mutual support takes center stage like never before in the realm of remote work. Some ways to be sure that you are building psychological safety: Establish communication norms: Discuss expectations of response times, set up Slack or team channels, and ensure that everyone knows how to reach others best. Encourage open dialogue: Create regular opportunities for team members to share their thoughts, concerns, and feedback without fear of judgment. Have Fun: These are still your team members, so it’s just as important to ensure that they feel like they are a part of something bigger than themselves. Having fun as a team is a great way to accomplish this. Some team-building ideas include virtual coffee dates, lunch hours, and regular team member check-ins. Unleashing Potential Through Psychological Safety Leaders recognize psychological safety as a component of a healthy work environment and a strategic lever to gain a competitive advantage. In a rapidly evolving business landscape, those at the helm who harness the power of psychological safety are unlocking unprecedented levels of innovation, productivity, and loyalty within their teams. They understand that when team members do not fear judgment for proposing novel ideas or admitting mistakes, creativity flourishes, and so does the pace of growth and learning. This secure foundation cultivates an atmosphere where loyalty and contentment are byproducts of an engaged and empowered workforce. Teams that operate under the umbrella of psychological safety annihilate competition not merely by doing more but by innovating faster, adapting quicker, and remaining unfazed in the face of challenges. In essence, psychological safety has become the secret weapon of forward-thinking leaders, enabling them to create an environment where happiness and engagement are the norms, not the exceptions. These teams are setting new standards for what is achievable when human potential is fully unleashed.
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Leadership
From Invisible to Iconic: The Power of Personal Brand Building
At Vista, we visit quite a few law firms for Needs Assessments. During our days on site, we meet with individual team members to dig deep into workflow, processes, culture, and areas ripe for improvement. We see firms of all shapes, sizes, geographic locations, and team makeup.
6 min read
Mary Ellen Murrah
May 13, 2024
At Vista, we visit quite a few law firms for Needs Assessments. During our days on site, we meet with individual team members to dig deep into workflow, processes, culture, and areas ripe for improvement. We see firms of all shapes, sizes, geographic locations, and team makeup. Over the years, I’ve personally met so many incredible people who walk a bit trepidatiously into the conference room, unsure what to expect from consultants but hopeful for a chance to say their piece and see improvements on the horizon. I love them all for their honesty, their candor, and sometimes for the fact that I don’t have to work with them on a daily basis! Recently at a firm assessment, we met with a successful lawyer who has been at her craft for more than 40 years. She is close to retirement, has an incredible story and career, and she’s held firm to her true self. She walked confidently and gracefully into that conference room. Her statuesque presence filled the room, and as she elegantly sat down across from us, she said, “I have 30 minutes to give you. I fiercely protect my time and will be leaving at 4:30. I make a commitment to myself daily, and I don’t intend to break it.” She then spoke candidly and often heartbreakingly about her realities, stuck to her timeframe, and glided out of the conference room in a swoosh of poise and grandeur. And that, my friends, is when I found my hero. Talk about someone with a strong personal brand! Her beliefs are reflected in her casework, in her commitment, in her convictions, and in how she speaks and carries herself. She knows who she is, she communicates it, and she fiercely protects it. She also does not compromise it. I strive to be so intentional about my own personal brand. I’m ahead of myself, though. What is a personal brand? Your personal brand is not just your reputation or your appearance. It’s a unique and nuanced combination of all your values, beliefs, skills, and the impression you make on others. It’s how you show up daily at work, at home, on social media, and at events. It’s how you treat and interact with every person you meet. So, how do you know it, cultivate it, and use it? Define your personal brand Who ARE you? Just like all businesses should have a vision to guide them, each of us should have a personal brand that helps us make decisions, but first, we need to define it. To do that, you need a good sense of self. Ask yourself: What am I good at doing? What skills do I possess? Which specific meetings, tasks, or duties bring me the most joy in my day? What values and beliefs do I strongly ascribe to? If I was not present, what would I want others to say and think about me? How do I want to make others feel? What words would I want others to use to describe me? What do I want to be most remembered for? What am I willing to fight to protect? What is most important to me? It can be difficult, without much introspection and self-awareness, to answer all of these questions accurately and honestly. And, what we WANT to be true and how we WANT to be seen is not always in alignment with reality. It can be impactful to ask a friend, trusted colleague, or influential leader/mentor for help with this exercise. Some questions to ask them that could guide your personal brand development: When you think of me, what words or phrases come to mind? What are my strengths and unique talents? What do you consider me the “go to” person for? How would you describe me to a colleague of yours who does not know me? If I wasn’t in the room, what would people say about me? What do you know I would fight to protect? This exercise may require thick skin, so take a deep breath. Consider how you will feel about the answers received. If one of your unshakeable beliefs is approachability but your colleagues describe you as intimidating and standoffish, a deep look inside is in order! If you want to be known for dependability, look for descriptions like, “I can always count on her.” If what you’re hearing is, “she’s smart but flakey”, then it’s time for some soul searching. Once you hold that self-reflection mirror up and have time to digest and reflect, regroup and move forward with your own personal vision! It’s time to live out your brand. More than words The most effective way to develop your personal brand is simply to live it daily through your words and actions! There are many ways to do this: Help Others – using your personal brand to lift others builds your network of allies and friends who will speak highly of you, even when you’re not around. Share knowledge freely. Recognize the strengths in others and tell them what you see. It may seem counterintuitive to build your brand by thinking of others, but putting good out usually begets good in. Be Intentional – Don’t rush through projects and interactions. Think about how your email tone reinforces or undercuts who you are. Look for opportunities to improve your organization using your unique skill set. If you’re amazing at developing deep relationships, offer to be a liaison to service providers or clients. If your writing skills are phenomenal, offer to guest blog. Seize the chance to shine doing the things that make you happy! Say yes to the right opportunities – it can be tempting to accept every opportunity that comes your way, but it’s not always the best approach. Recently, I was asked to speak at an event on a topic that wasn’t squarely in my wheelhouse. Could I have done it? Sure, but it didn’t align with my personal brand, so it was not the right opportunity. If you’re a truck accident attorney who wants more truck accident referrals, saying yes to a speaking engagement on contract law isn’t the right fit. It’s okay to be flattered, to ask for something more in line with your personal brand, and to say no if now is not the right time for that chance. Speak about your passions – Raise your hand if you’re in my network and have heard me talk about diversity on the legal industry speaking circuit. Did your hair just blowback with the collective WHOOSH of hands going up? If you want to be known for something important to you, talk about it. Tell your network. Post about it. Make it so when that topic comes up, you’re the name people think of first. Tell the world Now that you’ve done the hard work of defining your brand and working daily to develop it within your organization and network, it’s time to shout it from the rooftops, or at least on social media and within your organization. This is not an overnight process, especially on platforms like LinkedIn. Regular content is key, and it takes time to develop your network and get into the rhythm of posting. Ensure your posts align with your brand, your passions, and your values. Doing so helps you gain visibility in your industry, with your colleagues, with recruiters and event organizers, and sometimes with lots of people who send you annoying and unsolicited sales messages! You can also communicate your personal brand at networking events. The key to effective networking is to approach it like dating. It’s a two-way street. No one wants to hear about you nonstop! Ask about and celebrate others, and be prepped with a few things you’re eager to share about yourself, like recent work achievements, projects, or updates. Too, be sure your behavior reflects your personal brand at events as well. Maybe your personal brand is a belligerent, tipsy jerk? That’s not the case for most people, so be mindful of your behavior. You don’t have to be boring or stuffy—be you! Dr. Jekyll/Mr. Hyde If you’re living authentically, you are not two separate people: work you and home you. It’s a lot easier to live out your personal brand if it’s who you are, no matter where you are. If you are polite, kind, and helpful at work but scream wildly at other people’s children on the soccer field, you may not be living authentically. If you are passionate about justice but regularly cut people off in traffic or cheat on your taxes, it’s time to take a closer look at your personal brand. Your brand is who you are, not who you are when people are watching. I think about the attorney who made such a lasting impression on me all the time. When I approach the end of my career, I truly hope I can look back at the choices I made (ALL OF THEM, even the catastrophically bad ones from which I had to recover, regroup, and soul-search to get back to my brand) and know that I was building a brand that I’m proud to call mine.
graphic image of brain imagining
Human Resources
Cultivating Resilience: A Guide to Enhancing Mental Health Through Self-Care
Before you read any further, take two minutes to close your eyes and imagine a place where you feel calm, safe, and balanced. Make this image rich with details from all of your senses.
6 min read
Guest Author
May 6, 2024
Before you read any further, take two minutes to close your eyes and imagine a place where you feel calm, safe, and balanced. Make this image rich with details from all of your senses. What do you see? What is the temperature? What sounds do you notice in this space? Are there any smells? How do you feel in this environment? Since this is your imagined space, what can you add to make it even more serene? Go ahead—I’ll wait… Welcome back, and congratulations! You’ve just taken a mini mental health break. We’ve just begun a new month—one full of beautiful weather and warm temperatures. May is also Mental Health Awareness Month, recognized since 1949. It was created to destigmatize mental health and recovery. The above activity is visualization, a coping skill often used to help regulate overwhelming emotions. This simple exercise is one way to practice self-care and promote mental well-being. As a therapist, I have seen the transformative power of incorporating self-care into our daily routines. It can help us cope with stress, build resilience, and maintain a positive outlook on life. The Evolution of Mental Health Discourse: A Journey Towards Openness and Acceptance In my view, the dialogue surrounding mental health and recovery has significantly improved in our country today. Terms such as anxiety, depression, and emotional regulation have become integral to our everyday language. This shift has not only brought about a greater awareness but also a deeper understanding and acceptance of mental health issues. It’s encouraging to see these important topics being discussed more openly and with less stigma, allowing individuals to seek help and engage in conversations about their well-being without fear of judgment. The shifting narrative about mental health is particularly evident in modern workplaces, where the conversation has taken a significant and positive turn. Increasingly, companies are recognizing the integral link between employee well-being and organizational success. There’s a growing trend of employers implementing mental health programs, promoting work-life balance, and providing resources such as counseling services, mental health days, and stress management workshops. This proactive approach not only underscores the importance of mental health as part of overall employee health but also contributes to reducing the stigma around discussing mental health issues at work. Such openness fosters a culture of support and understanding, enabling employees to perform at their best while maintaining their mental well-being. Now, it is commonplace to hear a friend or colleague announce they’ve taken a mental health day. What would your mental health day look like? I was curious, so I asked a few people. For me, I would create an epic adventure like Ferris Bueller. My sister would lie on the couch streaming a new series. My best friend would sleep in, go to lunch, and then play golf. My colleague would take the 9:00 AM Kundalini Yoga class she has always wanted to take. Hopefully, it won’t take a whole day to get your mental health back in balance. As a human, it is important to recognize that you only have control of yourself. This means that your mental health is, first and foremost, your responsibility. Caring for yourself in this manner is called self-care. Self-care can come in many forms, from a luxurious spa day to a quiet walk after work. Below, I’ve created a short list of essentials needed to maintain balanced mental health. The most important thing to remember about self-care is that it needs to be on your to-do list every day. Every. Day. The Impact of Multifaceted Roles on Stress and Mental Health Before I dig in, though, it’s important to develop an awareness of the amount of stress each of your roles bring: mother, husband, daughter, co-worker, board member, managing partner, receptionist, soccer coach. You take off and put on your roles like hats throughout your day, accumulating stress as you go. It would be great if your only source of stress were work. There are a myriad of role stresses outside of work that contribute to our everyday stress: a first date on Friday, your daughter’s struggle with calculus, a best friend’s divorce, your partner’s problem with alcohol. The higher your level of responsibility usually means a higher level of stress. It’s lonely (and overwhelmingly stressful) at the top. This constant toggling between roles can fray the edges of our mental health, sometimes without us even realizing the impact until signs of stress, burnout, or mental fatigue become evident. The act of juggling these chaotic and layered aspects of our lives can create a relentless undercurrent of stress, profoundly disrupting our mental well-being. The very essence of modern living demands that we multitask and shift roles with fluidity, but this doesn’t come without a cost to our psychological state. It’s like running an endless marathon without taking a moment to catch our breath. The accumulation of stress from these multiple demands can lead to increased anxiety, depression, and a sense of being overwhelmed, highlighting the critical need for effective coping strategies and the deliberate practice of self-care to safeguard our mental health. Achieving Balance: Finding and Sustaining Mental Health The good news is, amidst the complex web of responsibilities and pressures we face daily, there are some remarkably simple strategies we can adopt. These strategies, broken down into three easy steps, are not only easy to implement but can also dramatically improve our mental health and enhance our capacity to navigate life’s challenges. By prioritizing our mental well-being through these approaches, we can foster resilience, improve our overall happiness, and strengthen our ability to manage stress. This shift towards a more mindful and proactive stance on mental health is not just beneficial; it’s essential for sustaining balance in our increasingly fast-paced world. Step One The building blocks for mental health begin with physical health. Having poor sleeping habits, eating habits, or physical health ailments can deeply impact a person’s mental health. We are all adults here, so I won’t nag you about your 2:00 AM bedtime, your passion for energy drinks, or avoiding regular visits to the doctor. You know what your body needs, and it is your responsibility to see that it has it! Step one is basic common sense: Put good in and get good out. Good sleep, good eating, and good physical health. Step Two Stress and negative experiences can be cumulative throughout a workday. Remember those roles I talked about earlier? A fight with your partner, a rough commute to work, two angry clients, a missed lunch, being late to pick up your (insert loved one), and a sink full of dishes can lead to emotional overwhelm just as quickly as finding out after you’ve landed that your connecting flight has been canceled. It is essential that you build awareness of how your mind and your body respond to negative emotions. Are your shoulders tense? Do you get a tension headache? Do you awfulize (why does this always happen to me)? Do you rage at others (is there anyone in this airport who is not incompetent)? Do you distract yourself with social media? Step two is to pay attention when you are stressed and recognize when you’ve got overwhelming emotions building. Step Three The ability to manage and respond appropriately to emotional experiences is known as emotional regulation. Typically, the better you regulate negative emotions, the better your mental health. What skills do you have in your toolbox that help you manage negative emotions? Deep breaths, letting go, guided imagery, and progressive muscle relaxation are a few skills that can help in a moment of emotional overwhelm. Coping skills function exactly like self-defense skills. You need to practice them often so that when you’re being overcome with negative emotions, you can fight back to find balance. Step three is to build and use a collection of well-rehearsed coping skills to manage negative emotions. Cultivating a Culture of Change for Enhanced Mental Well-Being There you have it. Balanced mental health may start with a routine of self-care, recognizing early when you’re overwhelmed, and practicing coping skills for emotional regulation. Now that I hopefully have your attention, I’d like to ask a favor. Things will not get better until we create a culture at home, at work, and in our communities that supports mental health recovery. If you are struggling with mental health issues, please seek professional help. Struggle is not a sign of weakness; it’s an indicator that your support system or coping mechanisms need adjusting. If you’re experiencing anxiety or depression, be open about your struggles. Sharing your experiences can demystify these issues for others. When you notice a change in an employee’s behavior, it’s important to reach out and offer support rather than engage in gossip. Encourage your team to adopt a supportive approach, fostering a culture of care and understanding. Demonstrate healthy coping mechanisms, showing your colleagues that it’s possible to manage stress and challenges in a constructive way. This not only helps to build resilience but also encourages a more empathetic workplace environment. Let’s all work to create environments where it is acceptable to ask for help if we feel overwhelmed, and challenging times in life can be openly discussed without the fear of stigma or judgment. Change begins with you. About Michele Durkalski, LPCC-S, Therapist with Alliance Counseling: Michele is a Licensed Professional Clinical Counselor with Supervisor status. Michele completed her Bachelor of Arts at Indiana University in Bloomington in 1995. She completed her Master of Arts in Marriage and Family Therapy at Western Kentucky University in 2002. Michele has worked with couples, families and individuals since 2002. Michele specializes in working with adults and teenagers. When not working with clients Michele enjoys spending time with her three grown children and friends.
graphic image of tiktok ban
Leadership
TikTok Turbulence: Adapting Marketing Strategies for Personal Injury Law Firms Amidst the Threat of a TikTok Ban
On April 20th, the House passed legislation that could potentially ban TikTok in the US, adding further fuel to the banning discussion following a similar bill passed in March.
4 min read
Guest Author
April 29, 2024
The Latest On TikTok Being Banned On April 20th, the House passed legislation that could potentially ban TikTok in the US, adding further fuel to the banning discussion following a similar bill passed in March. This development raises concerns for all businesses that have leveraged TikTok for branding, engagement, and lead generation. Certainly, personal injury law firms are included in this discussion. Within this industry, there appears to be untapped potential to establish a digital presence that could yield remarkable benefits. While the outcome remains uncertain, it’s imperative for personal injury law firms to assess the potential impact on their marketing strategies and explore alternative avenues to maintain visibility and engagement. Everyone seems to be buzzing about the “why” behind the potential ban of TikTok, primarily focusing on the perceived security threats it poses to our nation. However, there’s been notably less dialogue about the “what if” or “what next” scenarios. Essentially, if TikTok remains accessible, fantastic—we can continue leveraging it as a digital avenue for growth. But if it does indeed face a ban, the “why” behind it won’t hold as much weight as the other pressing questions. Instead, it’s the “what now” that becomes paramount in charting a path toward sustained growth and success. The Role of TikTok in Brand Growth for Personal Injury Law Firms TikTok has become a game-changer for personal injury law firms, offering a unique avenue to connect with their target audience in ways that traditional marketing methods can’t match. With its algorithm designed to spotlight personalized content, TikTok empowers firms to amplify their brand visibility and engagement like never before. For personal injury law practices, TikTok isn’t just another social media platform—it’s an opportunity to inject personality into their brand, build trust with their audience, and stand out in a crowded market. This platform allows attorneys to showcase their expertise in a more relatable and engaging manner, fostering a deeper connection with potential clients. Whether it’s sharing legal insights, addressing common questions, or providing behind-the-scenes glimpses into the firm’s culture, TikTok offers a creative outlet for storytelling that resonates with viewers. By humanizing their brand and showcasing the personalities behind the firm, personal injury attorneys can establish a sense of trust and credibility with their audience, ultimately driving leads and conversions. In essence, TikTok isn’t just about entertainment—it’s a powerful tool for personal injury law firms to connect with their audience on a personal level, showcase their expertise, and ultimately drive business growth. Preparing for a Potential TikTok Ban The looming possibility of a TikTok ban necessitates strategic planning for personal injury law firms heavily reliant on the platform for marketing purposes. If TikTok is one of the main sources of impressions, clicks, traffic, etc., losing that platform can hurt. However, we need to keep in mind that where there is loss, there is gain. Users are always going to want to digest content like they do on TikTok. So until the next big platform comes out, these TikTok users will be absorbing more content from other channels like Facebook, Instagram, and YouTube. Diversifying social media presence and strengthening efforts on alternative platforms are essential steps to mitigate the impact of a potential ban. Platforms like Facebook, Instagram, and Snapchat offer viable alternatives, each with its unique features and audience demographics. Law firms can leverage these platforms to continue engaging with their audience through compelling content tailored to resonate with each platform’s user base. This means more opportunities on these channels for your firm. It also means you should be preparing to stand out from the competition. YouTube, with its emphasis on video content and the introduction of YouTube Shorts, presents another avenue for law firms to explore. By creating informative and visually appealing videos, firms can position themselves as authoritative voices in the personal injury space and attract potential clients seeking legal assistance. Adapting to changes in the social media landscape demonstrates flexibility and foresight, essential qualities for law firms striving to maintain their competitive edge. I can’t emphasize enough the importance of adaptability in uncertain times. TikTok isn’t the only platform for personal injury law firms to showcase their expertise. Whether TikTok remains accessible or gets banned, firms must be prepared to pivot and capitalize on alternative platforms to effectively reach their target audience. Looking Ahead The potential TikTok ban presents both challenges and opportunities for personal injury law firms, underscoring the need for a diversified digital marketing strategy that can withstand disruptions in the social media landscape. By embracing alternative platforms and continuing to prioritize engaging content, law firms can maintain their visibility and relevance in a post-TikTok era, ensuring they remain competitive and accessible to their target audience across various digital channels. We are going to see more unique content come across Facebook, Instagram, and even LinkedIn. In fact, we already have. Think about ten years ago, going on to your LinkedIn and seeing a video filmed on a phone with creative captions. Now, that has become the norm and a widely popular creative. This evolution of content consumption habits highlights the importance of staying agile and innovative in adapting to changing trends and platforms. As business owners, we can only work with what we have. This means if TikTok does get banned, we can either complain about what once was, or adapt. It also won’t come as a surprise if it indeed does get banned given the latest legislation. So being proactive rather than reactive will help your law firm stay ahead of the curve. Anticipating potential changes in the social media landscape is crucial for personal injury law firms to remain resilient in the face of uncertainty. While the possibility of a TikTok ban may seem daunting, it’s essential to recognize that the digital marketing landscape is constantly evolving. By staying proactive and adaptable, law firms can position themselves to capitalize on emerging opportunities and navigate challenges effectively. This forward-thinking approach not only ensures continuity in marketing efforts but also reinforces the firm’s agility and ability to thrive in an ever-changing digital environment.
graphic of man vs ai
Human Resources | Leadership
The Legal Tech Revolution: How AI is Shaping the Next Generation of Law Firms
In the world of Legal Tech, AI looms large on everyone’s radar. Whether you oversee technology in a small 5-person firm or a large 200-person firm, the pressure to stay informed and up to date is relentless.
5 min read
Pam Travis
April 22, 2024
In the world of Legal Tech, AI looms large on everyone’s radar. Whether you oversee technology in a small 5-person firm or a large 200-person firm, the pressure to stay informed and up to date is relentless. The use of AI tools has become accessible in nearly everyone’s day-to-day lives, and even clients are beginning to expect it from the firms with whom they engage. Keeping up with modern technologies can be the difference between success and failure. However, when it comes to Artificial Intelligence, it’s not just about being tech-savvy. With the legal landscape constantly evolving, staying competitive and informed is essential to making the most out of your AI investments. Embracing modern technologies and staying up to date with legal changes go hand in hand to ensure a prosperous future for your business. The Cost of a Bad Investment Before diving headfirst into the world of AI, it’s crucial to understand the potential risks associated with poorly implemented technology. AI is not a “one-size-fits-all” solution and requires careful consideration and planning before implementation. Failing to do so can result in wasted time, resources, and money. Not investing the necessary time and effort into researching, vetting, and properly implementing an AI tool in a law firm can lead to several detrimental effects. While the concerns about AI’s negative impact are as numbered as the new tools available, there are three big concerns every plaintiff law firm should be aware of: There exists a significant risk of compromising client confidentiality and data security, which is a paramount concern in the legal industry. Such lapses can severely damage the trust clients place in a firm and irreparably tarnish the firm’s reputation. Ensuring the protection of sensitive information is crucial to maintaining the integrity of legal proceedings and the trustworthiness of legal practitioners. Any breach of this confidentiality can lead to legal consequences, loss of client trust, and a negative impact on the firm’s standing in the legal community. The improper application of artificial intelligence within the legal sector can result in significant inaccuracies in critical areas such as case analysis, document review, and legal research. Such inaccuracies can severely undermine the outcomes of cases and the effectiveness of legal strategies, impacting the firm’s overall efficiency and effectiveness negatively. These shortcomings could expose the firm to legal liabilities and increase the risk of facing malpractice suits, threatening the firm’s reputation and financial stability. This scenario underscores the importance of approaching AI integration with caution, ensuring its correct use to support legal processes without compromising the integrity and reliability of legal work. An AI system that fails to align with the firm’s specific requirements can lead to operational inefficiencies, which may manifest as increased overhead costs and a marked decrease in overall productivity. These inefficiencies often stem from the misallocation of resources, the need for additional training for staff, and potential disruptions in day-to-day operations. In the worst-case scenario, the cumulative effect of these issues can severely damage the firm’s competitive market position, erode its client base, and, ultimately, have a detrimental impact on its profitability. This underscores the importance of selecting and implementing AI systems that are meticulously tailored to the firm’s unique needs and operational dynamics. The Rewards of Strategic AI Implementation Implementing AI without due diligence can lead to significant pitfalls, underscoring the necessity of a thoughtful approach. Suppose AI is thoroughly researched, deployed, and managed. In that case, it can become a leading tool in helping lawyers and law firms make well-informed, data-driven decisions and creating efficiencies for team members. To harness the full potential of AI in the realm of legal technology, it’s imperative for law firms to approach its integration with precision and strategic planning. The key to making AI tools successful in your firm lies in adopting a set of implementation techniques that not only align with your firm’s unique operations but also adhere to the highest standards of compliance and ethics. By prioritizing a meticulous selection process, thorough vetting, and bespoke customization, firms can ensure that their investment in AI technology yields positive outcomes. Here are several tips to fully leverage the benefits of AI while mitigating risks and enhancing your firm’s service delivery. Document, document, document! Crafting an AI policy for your firm is a crucial step in the responsible use of artificial intelligence. Whether you perceive AI as a significant issue and choose to ignore its potential, the reality remains that your team members will adopt it regardless. An AI policy can outline acceptable use and set guidelines and boundaries to help you avoid risks. Who’s in charge? You should have at least one person overseeing your entire AI system, if not a group. Ensuring ongoing training, updating the tools, and monitoring the output are just a few things for which they would be responsible. Your firm will have better success with implementing guidelines when you have designated someone for the oversight of the AI systems. Educate your team. Your entire team should be trained in how to use AI, with particular attention paid to which activities, platforms, or features are prohibited. Have a list of any tools you don’t want your team to use. This may sound obvious, but it is better to be safe than sorry. ChatGPT is one of these, and it tends to be the most controversial. If you are going to allow it, be very clear about how it should and should not be used for work. Be transparent and communicate. It is essential to communicate the “why” behind the implementations and restrictions concerning AI in your firm. Instead of merely instructing team members not to use certain tools or systems, provide them with the context and reasoning for these decisions. For instance, if your firm decides to transition some aspects of client communication to an AI-driven system, explain the benefits and rationale behind this move. Doing so not only enhances understanding among your team but also fosters a culture of transparency and informed decision-making. Such an approach ensures that team members are not only compliant but are also advocates of the firm’s strategic direction in integrating AI technology. Navigating the Future with AI Here’s the situation: Ignoring the power of smart data usage and the benefits of technology could effectively cause your company to lose its competitive edge. It’s becoming increasingly clear that those firms that have wholeheartedly embraced legal technology and invested significantly in training are enjoying a distinct advantage over their less tech-savvy counterparts. Consider client satisfaction as the ultimate goal. In striving for this, it becomes impossible to overlook the potential impact of artificial intelligence (AI) on the future of your law firm. AI and legal technology can revolutionize the way you operate, from automating routine tasks to providing advanced analytics for better decision-making. This isn’t about replacing the human element in law but enhancing your firm’s capabilities and services offered to clients. In this light, legal technology transcends being merely a tool for efficiency. It emerges as a strategic asset, empowering law firms to navigate the nuances and complexities of the digital age with greater agility and foresight. In a world where technology is constantly reshaping industries, positioning your law firm at the forefront of this digital transformation is not just beneficial—it’s imperative for survival and grow.
graphic of man on chair
Leadership
Feeding the Fire: Igniting Motivation in Your Team
Greetings to all the trailblazers in the dynamic world of plaintiff law firms! From the bustling corner offices to the rigorous trenches of legal work, we are well aware that leading a highly vibrant and diverse team presents its own set of challenges.
6 min read
Terri Houchin
April 15, 2024
Greetings to all the trailblazers in the dynamic world of plaintiff law firms! From the bustling corner offices to the rigorous trenches of legal work, we are well aware that leading a highly vibrant and diverse team presents its own set of challenges. Navigating the complex landscape of law while fostering a motivating environment for your team can indeed be a tricky endeavor. How do you effectively stoke the flames of motivation to ensure your firm and team not only persist but also blaze forward with unparalleled momentum? In this blog, we’ll explore some strategies that not only inspire but also drive lasting impact. These innovative solutions have the power to propel our teams toward unprecedented success. We’ll take a closer look at the diversified fabric of team members that make up a successful plaintiff law firm – from the high achievers who are always a step ahead to the ones who might be struggling to keep pace. Understanding that a “one size fits all” approach often falls short in meeting the unique needs of each individual, we’ll explore targeted strategies tailored to motivate each type of team member effectively. By recognizing where each person stands in their professional journey and adopting a more personalized approach, we aim to not only ignite their motivation but also help them ascend to new heights. Let’s ignite the way! The High Flyers: Fueling Top Performers All the best teams have them – the top performers, the A players! Those intake specialists who could probably juggle flaming torches if they weren’t already dedicating their time to building genuine connections with those calling the office. Those paralegals who craft impeccably prepared discovery like clockwork and calendar critical deadlines so that no key dates go missed. They’re the stars in your firm, but even stars need fuel to keep burning bright. Recognizing the pivotal role these high achievers play in the success of your law firm, it’s crucial to devise strategies that not only maintain but also amplify their motivation. Before we explore, it’s important to understand that despite their outward success, they, too, face their own challenges and pressures. This could range from the stress of high expectations to the potential burnout from constantly operating at peak performance. Addressing these aspects with thoughtful motivation techniques can help ensure that your top performers not only continue to excel but also find renewed passion and purpose in their roles. Here are some strategies to consider: Recognition and Rewards: First and foremost, let’s remember that ‘thank you‘ is a phrase that never goes out of style. Recognizing the hard work and dedication of your top performers is like adding kindling to their fire. It doesn’t have to be grand—a simple, sincere acknowledgment of their efforts on an all-team call or during a huddle meeting can go a long way. And rewards? Who doesn’t enjoy those? Whether it’s a financial incentive for going above and beyond their call of duty, an extra hour of PTO, or the coveted “Parking Spot of the Month”, tangible rewards remind your top performers that their contributions are seen and valued. Personal Growth Opportunities: Top performers aren’t just driven by recognition—they’re motivated by challenges. Offering opportunities for personal growth—such as advanced training, a structured career trajectory, or involvement in high-profile cases—can keep your star players engaged and eager to push their boundaries. A Seat at the Table: Have you ever considered inviting your top performers to strategy sessions or seeking their input on pivotal decisions? This can foster a feeling of ownership and pride, which in turn strengthens their dedication to your firm’s success. Fueling Excellence: Trust and autonomy are at the heart of every high-performing team. Empowering A players with the freedom to innovate, make decisions, and take ownership of their work fosters a culture of excellence and accountability. The Underdogs: Elevating Low Performers Now, let’s shift our focus to the underdogs—those team members who, at first glance, seem to have lost their spark or are not performing at their best. It’s crucial to recognize that everyone has untapped potential, and sometimes, all it takes is a little encouragement and the right motivation to transform today’s underdog into tomorrow’s top performer. The journey of improvement and self-discovery is different for everyone, and with the right support, anyone can turn their story around and exceed expectations. It’s critical to approach this task with empathy and understanding. Through a nurturing approach, we can begin to peel back the layers that may be holding these team members back—be it a lack of confidence, personal challenges, or simply a misalignment of roles. With this mindset, we’re not just addressing performance issues; we’re investing in the holistic development of our team, laying the groundwork for a transformative path to success. Here are some specific steps that will help elevate our underdogs and inspire a renewed sense of purpose and achievement within them: Clear Expectations: Setting clear, achievable goals can provide direction and a sense of purpose. Let them know what is expected in their role, the standards they need to meet, and the goals they should aim for. Uncertainty can be a significant barrier to performance, making clear expectations not just important but essential. Many individuals struggle when left in the dark about what’s expected of them, leading to a decrease in motivation and engagement. It’s one of the biggest motivation zappers out there. Without a clear direction, even the most talented team members can find themselves adrift, unsure of where to focus their efforts or how to measure their success. This not only impacts their own productivity but can also ripple through the team, affecting overall morale and performance. Feedback Forward: While it’s tempting to avoid uncomfortable conversations, constructive feedback is crucial for improvement. Approach these discussions with empathy. Try to be specific and actionable in your feedback, focusing on what they can improve, and remember to acknowledge the progress they make. This process isn’t about highlighting failures but about lighting the path toward improvement. Celebrate Success: And when they reach those goals… celebrate! Nothing fuels motivation quite like the taste of success.  By acknowledging and celebrating accomplishments, we reinforce the message that hard work pays off. Even small victories deserve recognition, whether it’s meeting a project deadline or achieving a personal milestone. A win is a win! Mentorship: Pairing underdogs with top performers can be a game-changer. This mentorship can provide them with guidance, offer shared successful strategies, and give them a first-hand glimpse into what it takes to excel. It also creates an opportunity for top performers to give back and develop their leadership skills. This can serve to motivate and inspire two tiers of team members, allowing one to pour into the other. That’s powerful stuff! Encourage Open Communication: Creating an environment where team members feel at ease to discuss their challenges is crucial for identifying obstacles that may hinder their performance. It’s possible that they’re encountering difficulties with a specific software tool, or they may require additional information to understand the nuances of a case better. By encouraging open communication, team leaders can uncover these issues and take appropriate steps to address them. Providing targeted training sessions on the tool in question or organizing more detailed briefings on case specifics can be effective strategies. Addressing these concerns not only helps team members overcome their immediate obstacles but also contributes to a more supportive and productive workplace overall. This proactive approach ensures that everyone can regain their momentum and work efficiently towards their goals. Training and Support: Occasionally, subpar performance may indicate a struggle rather than a lack of effort. Investing in additional training can equip your team with the skills and knowledge required to boost their performance. This not only benefits the individual but also elevates the team’s overall performance. Don’t underestimate the power of training! Support and training are more than just tools for enhancing skill sets; they are vital building blocks for confidence and competence within a team. Personalized training programs, tailored to address specific gaps in knowledge or skills, can transform an underperforming team member into a confident, contributing part of the team. Support goes beyond the technical, encompassing emotional and psychological aspects, creating a safe space for team members to admit vulnerabilities and seek help. This dual approach of tailored training and unwavering support ensures not just the growth of individual team members but fosters a culture of continuous improvement and collaboration across the entire team. The Unsung Heros: Celebrating B Players in Law Firms I couldn’t let this opportunity pass without giving a big shoutout to those team members who often fly under the radar. B players are the unsung heroes of a law firm, providing a steady foundation for success. While A players shine with exceptional skills, B players excel in consistency, reliability, and teamwork. Their dedication ensures day-to-day tasks are completed efficiently, contributing to overall success. They possess valuable institutional knowledge, crucial for maintaining continuity during transitions. In a competitive industry, every team member is vital, and B players’ contributions are indispensable for delivering exceptional service and navigating challenges. So, remember to show them some love, too. B players hold the fort in ways that often go unnoticed. To keep them motivated, it’s crucial to create a culture that values and recognizes their unique contributions. Personalizing motivation strategies, such as offering development opportunities that cater to their interests or providing platforms for them to share their insights, can make a significant difference. Encouraging B players to take on leadership roles in smaller projects or committees not only boosts their confidence but also elevates their visibility within the firm. Regular check-ins, focused on their career aspirations and well-being, emphasize that their growth and satisfaction are a priority. Such gestures reinforce their value to the team, ensuring they remain engaged and motivated. The Power of Team Spirit Building and maintaining a high-performing team requires a balance of recognizing and nurturing top performers while investing in underdogs’ growth and development. A firm’s success isn’t solely reliant on individual performers—it hinges on the strength of the team. Whether you’re empowering high achievers or supporting those who may be underestimated, recognize that motivation is akin to a flame. It requires consistent nurturing to keep burning brightly. As a leader within your firm, you possess the power to ignite this flame. So, go out there, fuel that fire, and witness your team–and your firm–radiate brilliance like never before. And remember, should you ever need assistance (or another spark), Vista is here to help.
graphic image of man with plants growing
Leadership
Understanding the Law of the Harvest: You Reap What You Sow
Farmers are a resilient and risk-taking bunch. Season after season, elements out of their control affect their success or failure. They are at the mercy of the scorching sun, drenching rains, and driving winds. Those factors have a very real impact on their outcomes.
5 min read
Tim McKey
April 8, 2024
Farmers are a resilient and risk-taking bunch. Season after season, elements out of their control affect their success or failure. They are at the mercy of the scorching sun, drenching rains, and driving winds. Those factors have a very real impact on their outcomes. Despite these challenges, the most successful farmers focus their energy not on uncontrollable circumstances but on meticulously managing the factors within their realm of influence. This strategic approach allows them to adapt, thrive, and cultivate success in the ever-changing agricultural landscape. The farmer diligently prepares the field for each season’s planting. They carefully remove unwanted weeds, fertilize the soil to enrich it, and ensure proper irrigation for optimal growth. Gathering the right tools and equipment, along with skilled labor, they embody readiness as the cornerstone of their path to success. But… do you suppose that a farmer ever prepares the land, then plants potatoes at planting time, and at harvest time is surprised that watermelons have not grown? Of course not, farmers are smarter than that. They know you reap what you sow. Planting potatoes yields potatoes not watermelons… this is a well known farming fact. Why would we plant one crop and expect another? We should not, and for this very reason I have developed a saying, a rule of sorts…it goes like this… “Don’t plant potatoes if you want watermelons.” Sounds Simple Enough, Right? A few springs ago, a family of raccoons (just coons, if you are from Southwest Mississippi) took up residence in my attic. It may sound funny to you, but to my wife and daughters, this was no laughing matter. I was charged with ridding the house of these unwanted visitors. So, I secured a “capture alive” trap from my local animal control office and set about trapping the intruders. I was informed by the animal control officers that Baton Rouge raccoons love cat food. Now the only coons I knew about (the Southwest Mississippi version) loved corn out of Mr. Bill Trask’s fields or odorous leftovers out of unattended garbage cans. But what did I know? I used to be a country boy, but now I find myself in the city. I followed the instructions of the experts, and I baited the trap with cat food. It was only after I let one extremely irritated cat out of the trap at 3:30 am, while dressed only in my tighty whities, that I realized I had broken my own rule. When you bait with cat food, you catch cats, not coons. I went back to my roots, back to what I know, and baited the traps with what I know coons like. Unsurprisingly, I eventually caught all the raccoons. After making the difficult decision not to release them near some of my best friends’ homes (kidding), I couldn’t shake the idea of reaping what you sow. What a painfully simple fundamental, yet how often do we ignore it? How often do we find ourselves expecting one thing but doing another? You Get What You Give If we treat our kids disrespectfully, why do we expect them to treat us respectfully? If we practice our chosen sport lackadaisically, why do we expect to play well during the game? If we do not prepare for business meetings or master the knowledge of our products or services, how can we expect to help our customers to the extent they will become repeat purchasers? We cannot sow negativity and expect positivity. We cannot plant seeds of doubt and reap a harvest of confidence. Our actions have consequences, and what we put out into the world will eventually come back to us in some form or another. Expecting watermelons when potatoes are planted is akin to insanity. Reflecting on these truths, it’s clear that the principle extends beyond the tangible—reaching into the very essence of our character and intentions. It begs us to ask, what are we truly planting in the gardens of our lives? The beauty of this metaphor is that it grants us the power of choice. Each day presents a new season, an opportunity to cultivate the qualities we wish to see embodied in ourselves and mirrored in those around us. Just as a farmer tenderly tends to his crops, we too must conscientiously tend to the fields of our actions and thoughts. For in the grand harvest of life, we will indeed gather what we have sown. Control the Controllables In life and business, much like in farming, there are elements beyond our grasp, forces that shape the outcome of our efforts in ways we can neither predict nor alter. The stark reality is that despite our most fervent efforts, the diligence with which we prepare, and the precision of our actions, success is not always guaranteed. Treating children with respect will not guarantee they will always be respectful. Practicing extremely hard will not guarantee a sporting victory. Knowing your stuff in business situations will not guarantee delighted customers. We live in a world replete with variables, where the unexpected can and often does occur, throwing our best-laid plans into disarray. It’s a humbling reminder that although we have the power to influence our surroundings and mold our outcomes to a certain extent, we are not the sole authors of our destiny. The ground we till, the seeds we sow, and the care we invest do not always yield the harvest we envision. I would argue, though, that this should not deter us but instead motivate us to focus on the aspects of our lives we can control—to tend to our fields with even greater care, knowing that while the harvest may not always be what we expect, our efforts are never in vain. There is one promise I can make you: not preparing will guarantee failure. Oh sure, a blind squirrel finds an acorn every now and then, but is that how you want to live your life? Hoping you are lucky? I don’t. Life is a Series of Risks By doing what we need to do to put ourselves in the place of most potential to succeed, we will certainly increase our “batting average” in our quest for successful life experiences and business ventures. But what happens when we do all we can do? We have worked with our children regarding respectfulness, practiced until we could play the sport in our sleep, and prepared for the meetings until every answer is automatic… yet the sun scorches, the rain drenches, and the winds shred our crops? Should we crawl into the proverbial hole and wait for the next natural disaster? Of course not. Hold your head high and set your sights on trying again. Persevere! Successful people, regardless of their chosen profession, mitigate risks as much as possible by putting themselves in the place of most potential. They also understand fully that without risks there would be no reward. And not only no reward, but no excitement either. Teddy Roosevelt put it very succinctly when he said, “A soft, easy life is not worth living if it impairs the fibre of brain and heart and muscle. We must dare to be great, and we must realize that greatness is the fruit of toil and sacrifice, and high courage… For us is the life of action, of strenuous performance of duty; let us live in the harness, striving mightily; let us rather run the risk of wearing out than rusting out.” Are you half-heartedly stumbling through life, dejected because you planted potatoes and expected watermelons? If not, I bet you are excited about today and even more so about tomorrow. To put it simply, I bet you’re not going to rust out. If you have planted potatoes and expected watermelons, all is not lost. In fact, there is great news: yesterday ended last night, and today, watermelon seeds are on sale! All you have to do is sow them!
graphic of man on unicorn rising up
Leadership
Desperation vs Determination: The Hiring Dilemma
As a seasoned professional specializing in Talent Acquisition/Recruiting, I often come across urgent requests from companies in need, where they exclaim, “We are desperate for help here! Can you find us someone?” Job security for me, right? Not really.
5 min read
Sarah Waggoner
April 1, 2024
As a seasoned professional specializing in Talent Acquisition/Recruiting, I often come across urgent requests from companies in need, where they exclaim, “We are desperate for help here! Can you find us someone?” Job security for me, right? Not really. My immediate reaction is, “Oh no, what have they gotten themselves into?” Desperation and determination may both start with the letter “D”, but in hiring scenarios, they couldn’t be more opposite. In this blog, we will dig into the dynamics of this desperate cry for help, provide some insight into mitigating its impact, and take a closer look at another approach. Some companies are resorting to desperate measures to recruit new team members as they struggle to retain existing ones. This is often attributed to having exceptionally unrealistic expectations. Their cry of desperation begins a frantic search for a “UNICORN” team member. I’ve also seen firms who flip the script, and while they are desperate, they are more determined to look inward at their processes and procedures, their culture, and their current team and attempt to eradicate the issue that led to the feeling of desperation in the first place. Does your firm fall in one of these two camps? Are you desperately looking for a “UNICORN” to fix all your problems, or are you determined to make things better before bringing someone new into your firm? Camp Desperation “We need someone who can hit the ground running!” “This new team member will need to handle ALL things on his/her own with minimal help, if any.” “We want someone who already knows what they are doing.” In essence, these statements tend to insinuate this firm is looking for a “UNICORN”—the kind that poops glitter and sprinkles pixie dust wherever they go; someone who possesses all the skills, education, training, experience, and personality traits indicated in the job ad. And while this sounds AMAZING, I hate to be the one to break it to ya…UNICORNS DO NOT EXIST! I hesitated even putting that in writing, BUT…I took to everyone’s favorite place for accurate answers these days, and even Google confirmed what we all didn’t want to hear: “Unicorns don’t really exist in our world today. However, thanks to many myths and legends, they are alive in the imaginations of children all over the world.” If these creatures only exist in our imaginations, WHY ARE WE STILL LOOKING FOR THEM? I’ll tell you why…. because they seem like the easiest fix, the one that requires little to no work on our end. I’m here to tell you unicorn hunting can lead to other issues and even more desperation. Here’s why… #1 Searching for something that doesn’t exist will last FOREVER. The longer the search for a candidate who “has it all” takes, the more desperate your current team becomes, which could lead to them leaving too—leading to even more issues. This cycle is dangerous, and without correction, can morph quickly into an impossible-to-control issue. If your firm becomes married to the idea of only accepting a unicorn team member, you are closing the door to other potential candidates who could, in fact, fit into your organization extremely well. #2 Unicorns are difficult to tame. While you may think you have found the answer to all your problems with your “unicorn,” keep in mind they will still need to learn your firm’s way of doing things (even if you find a highly qualified candidate, you are not off the hook). While you may have thought you could let your unicorn “hit the ground running,” you might not want to let them run too far. Even the most talented, A+ team members will need the onboarding and training necessary to succeed. Just because they know how to do something or have done it before, doesn’t mean their way is your organization’s way. Their “pixie dust” might not be right for your firm. #3 Unicorns get bored easily. Many employee retention studies have shown that team members leave a job if it is not rewarding or challenging them in some form or fashion. It is extremely difficult to provide rewarding or challenging work to someone who already possesses ALL the skills necessary to do the job. You must ask yourself if your organization can support the growth and development of a candidate that appears to already “have it all.” If the answer is no, you are back to desperation mode when the unicorn decides to move on to the next opportunity. The takeaway? Desperation often leads to hasty decisions and costly mistakes. When companies are desperate to fill a role, they may overlook red flags or warning signs, or skip important steps in the hiring process. This can result in a poor fit and potential turnover, costing the company even more time and money in the long run. So what is the alternative to desperation? Determination. A determination to improve current processes and address any underlying issues before bringing someone new on board. This approach requires introspection and a willingness to make necessary changes in order to build a strong and cohesive team. It also means being open to candidates who may not have every single desired skill but possess the potential to grow and thrive within your organization. Camp Determination “We are looking for someone who is ready and willing to learn our intake procedures.” “We want a team member who is determined to meet the goals we have laid out for them.” “We aren’t looking for a ‘yes’ hire…we are looking for someone who can help us develop a better way of doing things in this department.” On the flip side of desperation lies Camp Determination. Determined firms aren’t looking for a Unicorn’s sparkly poop or pixie dust to solve their problems. They understand a quick fix is not what they need. While they may be desperate for help, they are more determined to find the right team member than the one who can simply fix a problem. So… how do they do it? #1 Pause the hiring process. It’s nearly impossible to change a car’s tire while it’s still traveling down the road, right? The same is true for the hiring process. It’s important to STOP evaluating candidates until you look at your processes and procedures or job descriptions and scorecards to determine your road map moving forward. Use this time to develop training plans or onboarding processes that will set the best candidates up for success. #2 Be honest with your candidates. Being honest and transparent with the state of your firm is of utmost importance. Give your candidates a good mental picture of what is going on at your firm. What are the issues? Do you need their help developing a plan or a process moving forward? This makes you and your firm much more desirable as an employer because you are NOT “feeding them to the wolves.” You are telling them this opportunity is not an exercise in sinking or swimming, but a partnership where both parties will benefit from working together. #3 Dodge the “unicorn” trap. Since they don’t exist, stop telling yourself they do! Drop the “unicorn mentality” and begin looking for a candidate whose values align with those of your firm and who possess the skills necessary to follow your vision. You must begin to see your team members as people first and not as an answer to a problem. It is also important to remember that a candidate’s resume is simply a snapshot of their life. Which Camp Will You Pick? While the allure of a “unicorn” candidate who perfectly fits every requirement may be tempting, it often leads to desperate hiring and missed opportunities. By fixating on an ideal that does not exist, firms risk overlooking qualified candidates who could bring valuable skills, perspectives, and diversity to their teams. Embracing a more inclusive approach that prioritizes potential, coachability, and cultural fit over a checklist of qualifications can lead to stronger, more resilient teams in the long run. Investing in the effort to thoroughly evaluate and develop candidates who may not initially meet every criterion can pay dividends in fostering innovation, creativity, and adaptability within your firm. Ultimately, by broadening our definition of what constitutes an ideal candidate, we can build teams, groups of individuals who collectively work as unicorns… TOGETHER! You are more than capable of getting out of Camp Desperation… go out there and do it!
graphic image of team productivity
Human Resources
Planning to Perfection: Embracing a Strategic and Flexible Approach
Anyone who knows me well understands I crave organization, preparation, and planning. This is probably why, every October, I start searching for a new paper planner. That’s right, an old school paper and pen are my jam. Taking time to carefully choose the correct size and paper quality gets me all giddy.
6 min read
Amanda Hankins
March 25, 2024
Anyone who knows me well understands I crave organization, preparation, and planning. This is probably why, every October, I start searching for a new paper planner. That’s right, an old school paper and pen are my jam. Taking time to carefully choose the correct size and paper quality gets me all giddy. As if that isn’t enough excitement, new colorful pens are also a must when organizing the upcoming year and thinking about how to accomplish everything. Because I am a realistic planner and organizer, I also understand the necessity to buy whiteout. Maybe that seems like an odd companion to meticulous planning, but I think it’s a silent acknowledgment of life’s unpredictability. Even the best organizers understand that change is the only constant. Planning meticulously signifies readiness, but incorporating whiteout into the arsenal? That’s adapting with grace. It’s the unspoken wisdom that, despite our best efforts, plans will shift, opportunities will emerge, and sometimes, paths need rerouting. Whiteout isn’t just about correcting mistakes; it’s a tool for resilience, a symbol that we can adjust smoothly to life’s surprises without losing our stride. We all know the best-laid plans tend to go awry—as does life in your firm. Right when you think you have everything under control, out of nowhere, change is forced upon you. Whether it’s industry upheavals altering the market landscape, a valued team member bidding farewell, regulatory changes shaking the foundations of how we operate, or even a global event reshaping our daily lives—these are the changes that test our resilience. Each demands a unique response, showcasing the need for agility in our planning and strategies. The Wellspring of Change While change can come in many forms, a common source of change is from owners. Owners of businesses tend to be innovative thinkers and problem-solvers. Owners must trust and take calculated risks but also be resilient if setbacks happen. Owners are natural entrepreneurs, brave enough to jump into the world with bold ideas and look for opportunities to make their businesses successful. Great owners create change. They are disruptors. A big source of inspiration for leaders to create change in their firms is continuing education and industry events. These events bring together like-minded professionals, offering a platform for them to share ideas, strategies, and best practices. Attending conferences, workshops, and seminars not only provides valuable knowledge but also sparks creativity and innovation. It’s where leaders learn about new trends, technologies, and ideas that can be implemented in their own businesses. These events also offer the opportunity to network with other leaders, exchange perspectives, and gain new insights. With all this inspiration and knowledge gained, it’s no surprise that many leaders come back from these events feeling motivated to make changes in their firms. Sit and Soak Look, I get it, and I’ve been there—you attend a great conference, hear a groundbreaking lecture, or witness a software demo so compelling it feels like a revelation. You’re charged with enthusiasm, ready to march back to your firm and set the wheels of change in motion immediately. But here’s my friendly word of caution—succumbing to this impulse might not always be the strategic move. While it’s tempting to ride the wave of inspiration and overhaul processes or systems posthaste, wisdom advises a more measured approach. When you’re the architect of change, it’s essential to proceed with care, deliberation, and empathy. Transformations require thoughtful consideration of their implications on every facet of your organization, your team, and every stakeholder. Remember, just as Rome wasn’t built in a day, effective and sustainable change at your firm will benefit from taking a moment to ‘sit and soak.’ This means absorbing all you’ve learned, reflecting on its applicability, and strategizing on how to implement it in a way that’s cohesive with your firm’s culture, goals, and capacities. In the decades I’ve spent in this industry, my observation has been this: The best changes are those that are not only innovative but also inclusive and well-integrated into the existing structure, ensuring they’re embraced rather than resisted. Turning Shake-Ups into Growth Spurts Word of caution considered, let’s get to the fun part where we get to explore the alchemy of transforming grand ideas and sparks of inspiration into tangible, lasting value for your firm. It’s a process that teeters between art and science, intuition and strategy. Because, truth be told, there’s a right way—and a multitude of wrong ways—to usher these bright ideas from the drawing board to reality. How do we ensure that our ambitious plans strengthen rather than strain our firm? How do we convert enthusiasm into efficiency and novelty into sustainability? When you return from an industry event with grand plans to shake up current processes or introduce new ones, how can you help set realistic expectations regarding the execution of the idea? Here are some tips on how to use the power of change for good: Start with why: Honestly, almost every piece of advice I give to firms as an Operations Consultant starts here. What is the purpose, cause, or belief in making the change? Simon Sinek’s famous Golden Circle, discussed in his incredible book Start with Why, dives into the reasons to start with your why before moving to how and what. You must ensure your team understands why the change is necessary and how it aligns with the overall vision and mission of the firm. What’s the true cost? We’re living in the era of hidden fees and unexpected add-ons. For firms making big purchases, like a new piece of case management software, it’s critical to have an accurate and full picture of the investment required. What is the anticipated cost associated with the new program, including the materials required and the potential temporary decrease in productivity? Have you formulated a budget allocation to facilitate the implementation of this novel process or program? How long will it take? Communicate a realistic timeframe to thoroughly research the change, implement the change effectively, and provide comprehensive training to the team once the change is rolled out. This will ensure a smooth transition and successful adoption of the new processes. Who’s behind it? With any big change, support from firm leaders is absolutely essential. Ensure that the leaders of the teams impacted by the changes are aligned and in agreement, fostering a sense of unity among the team members before the new initiative is implemented. This synchronization among leadership will help establish a cohesive approach and boost the success of the rollout. Consider the masses: Hey, you have a team. How will this change impact them? How will the change affect their workflow and performance KPIs? Seek their input, address their concerns, and make them active participants in the change. As Stephen Covey would remind us, begin with the end in mind. Also, don’t forget about your clients! Will this change affect them and their experience with your firm? Make sure to thoroughly consider how the proposed change could impact the client’s perspective and experience within the context of your process modification. Understand the spin up time: Patience is a fundamental trait required in any process aimed at improvement. It plays a crucial role in allowing the necessary time for growth and progress to unfold. Assessing the adaptability of your team to change is key to navigating the evolving landscape of business environments effectively. It’s worth noting that resistance to change, although common, can be addressed through open communication, fostering a culture of flexibility, and providing adequate support during transitions. Develop a change management plan to address any resistance and ensure a smooth transition. Monitor progress and performance, adjusting as needed. Test drive it: Consider starting a change with a pilot program approach that allows you to initiate the change on a smaller scale first. This approach allows for the identification and resolution of any potential issues before proceeding with full implementation, thus ensuring a smoother transition and successful deployment in the long run. Write it all down: Always, always, always document. Stay proactive by updating procedural documents and enhancing training materials to support ongoing success. Review and revisit the processes regularly to ensure they are still aligned with goals and objectives. Don’t let a great idea fall by the wayside due to a lack of proper documentation and follow-through. Embracing Change for Growth Creating and embracing change within your firm can lead to exponential growth, improved efficiency, and enhanced client experiences. However, it’s essential to approach change strategically and with open communication, considering the various aspects that may be impacted by the proposed modification. Remember, effective implementation requires a collaborative effort, clear communication, and flexibility to adapt to changing circumstances. Unrealistic expectations can lead to disappointment and frustration, while a positive attitude combined with grounded expectations can drive motivation and long-term success. By incorporating a well-thought-out change management plan, your firm can successfully turn shake-ups into growth spurts for years to come. Stay true to your firm’s culture and goals while seeking innovative ways to adapt and evolve in this rapidly changing business landscape. Embrace change as an opportunity for growth and improvement, and watch your firm thrive. So, when you return from a conference or seminar full of new ideas and strategies, remember to first take a minute. That pause will have a huge payoff because when change makers shake things up the right way, they ignite growth and transform their firms. Keep on growing!
girl looking out
Leadership
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.
5 min read
Kendall Abbott
March 18, 2024
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.
leaving a legacy
Leadership
Silent Strength: Lessons from Our Southern Matriarch
On March 3rd, 2024, our family lost a pillar of strength, our beloved grandmother, Johnnie Mae Evans McKey. A Southern woman through and through, she was a beacon of quiet leadership, a testament to resilience, and a paragon of grace.
5 min read
Sarah Waggoner
March 11, 2024
On March 3rd, 2024, our family lost a pillar of strength, our beloved grandmother, Johnnie Mae Evans McKey. A Southern woman through and through, she was a beacon of quiet leadership, a testament to resilience, and a paragon of grace. As we mourn her loss, we also celebrate the life lessons she imparted, lessons that have profound relevance not just in our personal lives but also in our professional roles at Vista. We are the proud daughters of Tim and Jodi McKey and the proud granddaughters of Johnnie Mae Evans McKey. Johnnie Mae, born in 1926, was a stay-at-home mom who found herself unexpectedly transferred to Centreville, Mississippi, by a governmental agency. What she thought would be a brief stint turned into a lifetime of over 70 years, illustrating her adaptability and tenacity—qualities we strive to embody at Vista. She faced challenges head-on, never wavering in her commitment to her family and community. Take it From a Southern Woman Southern women, especially in the mid-20th century, could be described as sugar and spice with a hefty side of iron will. They were the embodiment of the phrase, ‘a steel magnolia’. Balancing impeccable Southern hospitality with the tenacity of a bulldog, these women managed households, navigated social complexities, and often played key roles in their communities, all while making it seem as effortless as whipping up a flawless batch of buttermilk biscuits. With a sweet, melodic “bless your heart,” they could either offer genuine sympathy or deliver a scathing critique, all without breaking a sweat. Johnnie Mae Evans McKey was no exception; she navigated life with an elegance and grit that made it clear—Southern women are not to be underestimated. Southern women like Johnnie Mae carry a unique brand of leadership. It’s not loud or boastful; it doesn’t seek the limelight or demand recognition. Instead, it’s embedded in the everyday acts of courage, the quiet resolve in the face of adversity, the gentle guidance offered with a warm smile. It’s leadership that shoulders heavy loads with poise and dignity, creating an environment where everyone feels valued and supported. It’s a leadership style that is often overlooked or undervalued but one that holds immeasurable strength and power. Lessons in Leadership As we reflect on our grandmother’s life and legacy, there are several lessons in leadership that stand out. Johnnie Mae showed us the importance of adaptability. She never let unexpected circumstances or challenges bring her down. Instead, she rolled with the punches, adapted to new environments and situations, and always found a way to make the best of every circumstance. In our roles at Vista, we’ve always been inspired by this model of leadership. Our grandmother’s influence has shaped our approach, encouraging us to lead with empathy, patience, and respect. It’s a form of leadership that fosters a sense of community, promotes open dialogue, and cultivates an inclusive culture where every voice matters. Leading with love, a principle deeply ingrained in us by our grandmother, emphasizes the critical importance of compassionate leadership. She believed that to truly lead is to care deeply, not just about the outcomes, but about the people who work together to achieve them. This type of leadership creates an atmosphere where individuals feel genuinely valued and understood, where their well-being is a priority, and where kindness drives actions and decisions. In a world often driven by efficiency and results, leading with love stands out as a powerful reminder that the heart of leadership lies in the relationships we build and the communities we nurture. It’s a testament to the belief that compassion and understanding can coexist with ambition and success, fostering a work environment where people are motivated not only by their tasks but by the care and respect they receive. We exchanged letters back and forth throughout our time in college. We have letters from her that roughly all say the same things because life for her was slow and steady. Most of her letters focused on what happened at her weekly Joy Club meeting at church and what the weather was like. Yet, in every letter, we could feel her unwavering love and support, a constant reminder that no matter how far apart we were, she was always with us. Our grandmother taught us the power of consistent support and encouragement, even if it seems small or insignificant. This lesson has shaped our approach to leadership at Vista—always showing up for our team members and being a source of steadfast support and guidance. One thing she always did was call everyone by their first name, no matter the occasion or the setting. It was her way of making each person feel seen and valued, creating a warm and welcoming atmosphere wherever she went. She always asked about everyone in our family. Her communication was personal, and she never left anyone out. That’s been an important leadership takeaway for us: Leaders are personal, and they forge deep, meaningful relationships. And in the end….that’s why we are all here – to be in relationships with each other. In our roles at Vista, we used this fundamental lesson from Johnnie Mae to create a work environment where everyone feels seen and valued. Just like our grandmother did with her communication style, we strive to make personal connections with each team member and client. Whether it’s asking about their families or simply checking in on how they’re doing, we believe that these small acts of personalization can make a significant impact on someone’s day and overall well-being. In this modern era of business and social media, where communication is often reduced to sound bites and tweets, we find ourselves constantly going back to the lessons we learned from the matriarchal Southern way of leading. It’s a style that values substance over flash, connection over performance, and community over individualism. Our grandmother may have been a quiet leader, but her impact was immeasurable. It’s about taking the time to listen, to understand, to connect on a human level. And as we carry on her legacy in our own leadership roles, we are reminded never to underestimate the power of quiet determination and sturdiness. Because, in the end, it is often those who speak softly but lead strongly that leave the most lasting impact. In Gratitude As we enter this season of our lives and take time to remember our grandmother, we’re reminded of the importance of these values. We’re inspired to carry her legacy forward in our work at Vista, fostering a culture of quiet leadership, empathy, and respect. Johnnie Mae Evans McKey may no longer be with us, but her lessons live on. Our fearless leader at Vista, Tim McKey, learned a thing or two from his mother as well, so her impact and values have shaped Vista as an organization and team. We are all part of Johnnie Mae’s influence. Through her example, we’ve learned that leadership is not about power but about empowering others. It’s not about standing above but standing alongside. And it’s not about making noise but making a difference. Here’s to the silent strength of Southern women like our grandmother, who led not with words but with actions. Their legacy continues to inspire us, and for that, we are forever grateful.On March 3rd, 2024, our family lost a pillar of strength, our beloved grandmother, Johnnie Mae Evans McKey. A Southern woman through and through, she was a beacon of quiet leadership, a testament to resilience, and a paragon of grace. As we mourn her loss, we also celebrate the life lessons she imparted, lessons that have profound relevance not just in our personal lives but also in our professional roles at Vista. We are the proud daughters of Tim and Jodi McKey and the proud granddaughters of Johnnie Mae Evans McKey. Johnnie Mae, born in 1926, was a stay-at-home mom who found herself unexpectedly transferred to Centreville, Mississippi, by a governmental agency. What she thought would be a brief stint turned into a lifetime of over 70 years, illustrating her adaptability and tenacity—qualities we strive to embody at Vista. She faced challenges head-on, never wavering in her commitment to her family and community. Take it From a Southern Woman Southern women, especially in the mid-20th century, could be described as sugar and spice with a hefty side of iron will. They were the embodiment of the phrase, ‘a steel magnolia’. Balancing impeccable Southern hospitality with the tenacity of a bulldog, these women managed households, navigated social complexities, and often played key roles in their communities, all while making it seem as effortless as whipping up a flawless batch of buttermilk biscuits. With a sweet, melodic “bless your heart,” they could either offer genuine sympathy or deliver a scathing critique, all without breaking a sweat. Johnnie Mae Evans McKey was no exception; she navigated life with an elegance and grit that made it clear—Southern women are not to be underestimated. Southern women like Johnnie Mae carry a unique brand of leadership. It’s not loud or boastful; it doesn’t seek the limelight or demand recognition. Instead, it’s embedded in the everyday acts of courage, the quiet resolve in the face of adversity, the gentle guidance offered with a warm smile. It’s leadership that shoulders heavy loads with poise and dignity, creating an environment where everyone feels valued and supported. It’s a leadership style that is often overlooked or undervalued but one that holds immeasurable strength and power. Lessons in Leadership As we reflect on our grandmother’s life and legacy, there are several lessons in leadership that stand out. Johnnie Mae showed us the importance of adaptability. She never let unexpected circumstances or challenges bring her down. Instead, she rolled with the punches, adapted to new environments and situations, and always found a way to make the best of every circumstance. In our roles at Vista, we’ve always been inspired by this model of leadership. Our grandmother’s influence has shaped our approach, encouraging us to lead with empathy, patience, and respect. It’s a form of leadership that fosters a sense of community, promotes open dialogue, and cultivates an inclusive culture where every voice matters. Leading with love, a principle deeply ingrained in us by our grandmother, emphasizes the critical importance of compassionate leadership. She believed that to truly lead is to care deeply, not just about the outcomes, but about the people who work together to achieve them. This type of leadership creates an atmosphere where individuals feel genuinely valued and understood, where their well-being is a priority, and where kindness drives actions and decisions. In a world often driven by efficiency and results, leading with love stands out as a powerful reminder that the heart of leadership lies in the relationships we build and the communities we nurture. It’s a testament to the belief that compassion and understanding can coexist with ambition and success, fostering a work environment where people are motivated not only by their tasks but by the care and respect they receive. We exchanged letters back and forth throughout our time in college. We have letters from her that roughly all say the same things because life for her was slow and steady. Most of her letters focused on what happened at her weekly Joy Club meeting at church and what the weather was like. Yet, in every letter, we could feel her unwavering love and support, a constant reminder that no matter how far apart we were, she was always with us. Our grandmother taught us the power of consistent support and encouragement, even if it seems small or insignificant. This lesson has shaped our approach to leadership at Vista—always showing up for our team members and being a source of steadfast support and guidance. One thing she always did was call everyone by their first name, no matter the occasion or the setting. It was her way of making each person feel seen and valued, creating a warm and welcoming atmosphere wherever she went. She always asked about everyone in our family. Her communication was personal, and she never left anyone out. That’s been an important leadership takeaway for us: Leaders are personal, and they forge deep, meaningful relationships. And in the end….that’s why we are all here – to be in relationships with each other. In our roles at Vista, we used this fundamental lesson from Johnnie Mae to create a work environment where everyone feels seen and valued. Just like our grandmother did with her communication style, we strive to make personal connections with each team member and client. Whether it’s asking about their families or simply checking in on how they’re doing, we believe that these small acts of personalization can make a significant impact on someone’s day and overall well-being. In this modern era of business and social media, where communication is often reduced to sound bites and tweets, we find ourselves constantly going back to the lessons we learned from the matriarchal Southern way of leading. It’s a style that values substance over flash, connection over performance, and community over individualism. Our grandmother may have been a quiet leader, but her impact was immeasurable. It’s about taking the time to listen, to understand, to connect on a human level. And as we carry on her legacy in our own leadership roles, we are reminded never to underestimate the power of quiet determination and sturdiness. Because, in the end, it is often those who speak softly but lead strongly that leave the most lasting impact. In Gratitude As we enter this season of our lives and take time to remember our grandmother, we’re reminded of the importance of these values. We’re inspired to carry her legacy forward in our work at Vista, fostering a culture of quiet leadership, empathy, and respect. Johnnie Mae Evans McKey may no longer be with us, but her lessons live on. Our fearless leader at Vista, Tim McKey, learned a thing or two from his mother as well, so her impact and values have shaped Vista as an organization and team. We are all part of Johnnie Mae’s influence. Through her example, we’ve learned that leadership is not about power but about empowering others. It’s not about standing above but standing alongside. And it’s not about making noise but making a difference. Here’s to the silent strength of Southern women like our grandmother, who led not with words but with actions. Their legacy continues to inspire us, and for that, we are forever grateful.
graphic image of teamwork
Intake | Leadership
Is All This Really Necessary? Advancing Your Firm through Forms
In the fast-paced world of business, where actions often speak louder than words, forms, paperwork, and organizational content can sometimes feel like an unwelcome guest at the table of productivity. Firm leaders, driven by results, may view the ever-growing pile of forms and documents as a towering barrier to efficiency rather than a tool for success.
7 min read
Stephanie Demont, Esq.
March 4, 2024
Job ads, job descriptions, scorecards, and performance review forms. Does our firm really need them all? YES, here’s why. In the fast-paced world of business, where actions often speak louder than words, forms, paperwork, and organizational content can sometimes feel like an unwelcome guest at the table of productivity. Firm leaders, driven by results, may view the ever-growing pile of forms and documents as a towering barrier to efficiency rather than a tool for success. The common sentiment echoes: “Are all these forms truly necessary? Do we really need all of this content? Can’t we get down to business?” It’s a fair question and one that speaks to a desire for simplicity in an increasingly complex professional landscape. Yet beneath the surface of this document-weary skepticism lies a fundamental truth waiting to be acknowledged: these forms are not just bureaucratic busywork but foundational instruments that orchestrate the symphony of a well-tuned business. In this blog, we’ll clarify the maze of paperwork that supports a firm’s functions, showcasing not only their undeniable necessity, but also their powerful roles in strategy and execution. We’ll dissect the anatomy of these seemingly mundane forms and breathe life into their purposes—illuminating how job ads are the beacon that brings in top talent, job descriptions serve as the north star for role clarity, scorecards offer a snapshot of prowess and potential, and performance review forms act as the mirror reflecting growth and opportunities for advancement. All of these forms and posts demonstrate the quiet power of paperwork in steering a firm toward excellence. Although each of these forms share some descriptive features, they each serve a vastly different purpose. The Job Ad “We can just use the job description as the ad, right?” Nope! You’ll want to tell the applicant something about your firm and the benefits offered and provide your contact information in the ad. Job descriptions don’t contain that and are generally too long, detailed, and dry, lacking a spark that grabs an applicant’s attention. The job ad’s purpose is to attract top talent. Ads should serve to distinguish your firm from your competitors. In other words, they should grab the reader with some pizzazz – as if working for you offers an applicant something fun, interesting, or different, that this is not just another fungible job. When crafting an ad, be sure to include language that makes the reader want to learn more about your firm. Use language that describes how your firm is special. Ads should not be as detailed as job descriptions. One or two brief paragraphs at the most will suffice. It is also a good practice to provide specific instructions for how to apply. This will tell you whether your applicants can follow instructions. Crafting a job ad that stands out in a sea of sameness requires a pinch of creativity and a keen understanding of your audience. Imagine the job ad as your firm’s handshake—firm, warm, and memorable. It’s not just about listing qualifications; it’s about telling a story that resonates with the aspirations of your ideal candidate. Does your firm champion innovation? Highlight a pioneering project. Is work-life balance a cornerstone? Reflect that in your ad. Use authentic testimonials that speak to the culture and success of your team, and don’t shy away from a dash of humor to make that connection personal and tangible. A standout job ad is one that not only provides clear and direct information, but also captures the essence of your firm’s spirit, making that first introduction something truly special. The Job Description “We have a lot of team members who have worked here a long time. They know their jobs, so we don’t really need to craft written descriptions, right?” Nope! Job responsibilities transform as firms grow and as technology continues to replace outdated manual tasks. The duties your team members used to perform should also change as the firm grows and matures. New roles and jobs will be added (for which job descriptions are needed) in growing firms, and existing positions will become more sophisticated as technology evolves. Written job descriptions provide team members with clarity, helping them to focus on their roles. The job description’s purpose is twofold: It provides the new hire or existing team member with a list of duties and tasks for which their role is responsible, essentially providing notice of what will be expected. It does not need to include everything the person in that role may ever be asked to do; rather, it should begin with some language such as “Duties include, but are not limited to…” It also provides HR with a written record of which role is responsible for what, which is particularly useful when designing a healthy firm’s organizational infrastructure. (Think of an Org Chart where each role has a separate and distinct list of duties and responsibilities.) The Scorecard “We don’t need scorecards; we already have job descriptions, right?” Nope! Job descriptions don’t emphasize the critical objective and measurable key performance indicators by which performance will be evaluated. Scorecards also contain information about how performance will be measured. The purpose of a scorecard for each role is to make clear to your employees the most critical tasks and duties for which they are responsible and upon which their performance will be measured. Scorecards should not include every duty and responsibility listed in the job description, rather they should consist of the 4-6 most critical key performance indicators (KPIs) for that role. Scorecard KPIs should be objectively measurable (with a few notable exceptions) and should provide clear and measurable key outcomes (aka goals) against which to measure success. Scorecards should be presented to each employee during new hire orientation or for existing employees as soon as they are available. Scorecards offer transparency. They provide team members with knowledge of exactly what is expected. There are no surprises. By knowing what is expected, they now hold the key to success in their role. Scorecards serve as the compass, offering key points of reference. Team members hunger for milestones that hallmark their journey toward success in their position. By providing them with checkpoints at which to aim and by defining what success looks like through these measurable KPIs, scorecards ensure that employees are hitting targets that matter. Team members and firms who have scorecards in place often: Exceed Expectations: Team members with clear scorecards tend to not just meet, but surpass objectives, because they understand the high-value targets central to their roles. Stay Aligned: With scorecards, team members remain in lockstep with the company’s strategic vision, always positioned to contribute to the bigger picture. Engage More Fully: When the markers of success are not shrouded in mystery, employees engage with their work in a more meaningful, confident manner. Develop Professionally: Clear KPIs allow for self-assessment and focused professional development, making progress tangible and rewarding. Drive Team Accountability: Scorecards aren’t just personal yardsticks; they promote a culture of accountability, fostering a team environment where everyone knows who’s responsible for what. Reduce Ambiguity: Ambiguity is the arch-nemesis of productivity. With scorecards, it’s vanquished, allowing focus and direction to reign supreme. Celebrate Successes: Recognizing achievements becomes straightforward when you can easily measure performance against the scorecard—cue the applause! Adapt and Evolve: The dynamic nature of scorecards means they can be updated to keep pace with change, making them evergreen tools for success. The Annual Review Form “We can just use the scorecard as the annual review form, right?” Nope! The scorecard affords no place to write in comments, sign, or evaluate relative degrees of performance. They don’t have a place to list new goals or objectives for the next review period. Instead, annual reviews offer an invaluable opportunity to provide feedback and recognition (or constructive criticism) to team members. The purpose of the annual review form is to provide written documentation of an employee evaluation both for employees and the HR records. They also act as a record of performance over time, allowing managers and employees to track growth and progress. The magic happens when employees realize their scorecard KPIs match the performance categories on their review form. This drives the point home. Annual review forms may offer room to document varying degrees of success for each KPI, such as: Always exceeds expectations Sometimes exceeds expectations Meets standards Does not meet standards What type of KPIs belong on a scorecard and annual review form, you might ask? Two key elements stand out: Those actions that are integral and critical to the success of the firm (calling clients every 30 days, reviewing files every 30-60 days, sending x# of well-crafted demands each month, and fee production goals are some examples) Those things that you really want your team members to do but that never seem to take priority (lawyers networking with other firms and providers to attract 10% more referrals each year, employees participating in x# of community events, and pursuing and receiving x# of Google reviews per quarter are just some examples) A standardized annual review form is an objective tool. Many firms do conduct annual performance reviews, but too often, they consist of how a supervisor or attorney “thinks” or “feels” a team member is performing based on their own experience working with them. The “thinks” and “feels” is the problem here. This approach is too subjective and entirely uncalibrated, meaning individual perceptions cannot be fairly or consistently applied to everyone throughout the firm. Without objective, measurable criteria, personal biases creep in and can skew evaluations. People who do well and receive a raise are often left feeling like they are well-liked, and those who don’t feel they are disliked. It should never be about feeling liked or disliked. It’s about actual job performance. When objective, measurable criteria (goals often appear as numbers or percentages) are applied, personal judgments evaporate. If a team member met their KPIs, they earned a positive review and perhaps a raise or bonus. If they didn’t, it’s not personal, an action plan for improvement should be developed. No manager or supervisor should dread conducting performance reviews for fear of having awkward or difficult conversations. If the KPIs are appropriate and objective, and if the team member knew them in advance, the manager is simply reflecting the performance of the team member using the annual review form. No personal judgment is involved. Finally, it’s important to mention that the contents of an annual review should not come as a surprise to your team members. Rather, it should summarize the level of performance in each key category. When performance is lacking in any area, it should be addressed promptly – as soon as it is discovered – by way of a conversation designed to identify whether more training is in order or something else is hindering performance. Continuous coaching, periodic check-ins throughout the year, and targeted training often cure lagging performance. Finding Your Way Think of job ads, job descriptions, scorecards, and performance review forms as the four cardinal points on your company’s talent management compass. Each serves a specific purpose and is irreplaceable in its role. Job ads are your beacon, attracting potential talent to your organization. Job descriptions are your roadmap, outlining the path that each role should take. Scorecards are your milestones, helping you measure progress along the way. Performance review forms are your trusty compass, pointing out areas for growth and steering your team in the right direction. These forms are not just paperwork—they are strategic tools that can elevate your talent management game to new heights. They provide clarity, encourage accountability, and foster a culture of continuous improvement. Without them, you’re essentially navigating blindfolded. Like any tool, their effectiveness depends on how well they’re crafted. A poorly written job ad or an ambiguous job description can lead your talent off-course. So, it’s essential to get them right. And if you’re unsure where to start or need help refining these crucial tools, Vista is here to guide you. We can help you craft and develop strategic tools that elevate your organization. With a professional and confident approach, we take the time to understand your organization, its culture, and its goals. Then, we use this insight and our deep expertise to help you create forms and content that fit your needs like a glove.
graphic image of man's brain
Human Resources | Leadership
Ideas to Execution: Bridging the Gap
Ozzy Osbourne famously sang, “I’m just a dreamer. I dream my life away.” As an attorney and manager constantly seeking to improve my legal and leadership skills while avoiding complacency, my mind can often feel like a hamster wheel as ideas for new methods and processes enter my consciousness at sometimes irregular hours.
5 min read
Guest Author
February 26, 2024
Ozzy Osbourne famously sang, “I’m just a dreamer. I dream my life away.” As an attorney and manager constantly seeking to improve my legal and leadership skills while avoiding complacency, my mind can often feel like a hamster wheel as ideas for new methods and processes enter my consciousness at sometimes irregular hours. In the electronic age, finding inspiration has never been easier–in fact, the most popular apps consumed, such as Instagram, TikTok, and Pinterest, are purposely filled with endless content that incentivizes the consumer to scroll and keep scrolling. This usually results in never acting on what inspired you to begin scrolling in the first place. The same is true for processes that directly affect the management of a law firm and effective advocacy for a client—endless content abounds, some of which directly contradicts something you’ve read earlier. It’s easy to think of and be inspired by great ideas—it’s much harder to execute these ideas into consistent, repetitive action that drives measurable results. Turning Inspiration into Implementation In the space where creativity meets practicality, there’s a stark difference between the spark of inspiration and the rigorous process of implementation. The journey from a fleeting thought to a tangible outcome is often fraught with challenges. Yet, this metamorphosis is critical for meaningful progress. In the intuitive alleys of the legal profession, turning inspiration into implementation is not just recommended—it’s a necessity for growth and success. Here are a few strategies that I employ to drown out the constant flow of information and focus on taking meaningful actions within my control: (1) Start with a roadmap. When conceptualizing a new idea that you want to implement, a roadmap should help answer a few key questions: Why am I pursuing this idea, and what do I visualize the outcome to be? Once those questions are answered, the planning can begin. I start with broad steps and work backward. If a task seems too overwhelming, I simply focus on identifying as many micro-tasks as possible that are necessary to achieve the overall goal. Focusing on smaller tasks, in turn, often gets the creative juices flowing and unlocks additional identifiable action steps necessary to fulfill the overall implementation of the idea. (2) Discard perfection expectations. This may sound contrary to what years of formal education have taught, but I must frequently remind myself that I do not have to have all the answers before taking step one. One critical trait that aids in personal injury lawyers’ success is the ability to analyze risk and, conversely, to point out where someone failed to properly analyze and act appropriately on risk. While it is important to thoughtfully and carefully project scenarios, it’s not necessary nor feasible to anticipate every possible outcome. Trying to do so often leads me into analysis paralysis and delays my getting started. I find that a well-reasoned but perhaps incomplete or imperfect plan in motion trumps an endless cycle of planning without action. (3) Limit implementation. As the Lent season begins, I am reminded of the origin of the McDonald’s Filet-O-Fish sandwich. Started by a Cincinnati-based franchisee to solve the problem of declining hamburger sales on Fridays during the Lent season, this small idea is now a permanent staple every day of the week at McDonald’s stores throughout the world. The lesson that I draw from this success story is by employing a limited rollout with one particular team or pod, you can effectively test the demand and pain points of your new implementation with more limited resources expended and without major disruption to the larger group. If the idea turns out to be the next Filet-O-Fish, then it can be rolled out at large—if not, it can be tweaked or discarded with minimal effort. (4) Consistency is key. Before reaching worldwide fame, Jerry Seinfeld was an unknown comedian struggling to have his jokes connect with an audience. When later asked about his key to success, he talked about the importance of not breaking the chain. He stated every day, he would write at least one joke—it did not have to be an entire bit or routine—just one snippet that he found funny. For every day he accomplished this, he would draw a red X on his wall calendar. These consecutive “X’s” created a “chain” that he could see; a physical reminder that he was taking daily action toward making his ideas reality. Most of these daily jokes never made their way to his TV show or stand up routines, but this daily habit of taking small but measurable actions beget additional creativity and paved the way for his best jokes to land. What I take from this anecdote is to take some action toward improvement or implementing an idea every day, regardless of the result. Though I don’t physically mark my progress with a wall calendar, I am going to implement this physical reminder upon revisiting this story. (5) Create accountability.Some will say to work in silence and let your success be your noise. I have a modified approach to this. While there’s no need to share all of your ideas with the world at large, working in total silence tends to minimize personal accountability. It’s easy to let a deadline slip, to compromise below your original plan. Divulging a specific and measurable idea with a hard deadline for implementation to a trusted confidant creates a sense of accountability and urgency that may otherwise fall by the wayside as people tend to juggle increasingly busy lives with revolving expectations. When an idea comes to my mind that I have analyzed and want to seriously pursue, I have a close circle with whom I will share my idea and my expected timeline for execution. The simple act of vocalizing it helps me get started with an action plan. As we stand on the precipice of possibility, let us remember that the greatest journeys often begin with a single step, no matter how tentative. This is by no means an exhaustive list or a tell-all strategy to convert ideas into actionable steps and successful execution. These tips are just a glimpse of the guidance I frequently turn to during moments of stagnation or when stuck in the routine. They are a testament to the human spirit’s resilience and its incessant pursuit of progress. Venturing beyond my usual legal topics, this blog marks a departure from my comfort zone. While crafting this piece and contemplating my 2024 aspirations, I find myself consistently drawn back to these fundamental principles. My intention is for these insights to serve as a beacon for readers navigating the realm of implementing fresh and innovative ideas, providing a starting point for those unsure of where to commence their journey. Embrace your ideas, hold steadfast to your vision, and dare to carve out your unique imprint upon the world. About Eric S. Mefford, Attorney: Eric’s professional journey has been driven by a singular mission: to champion the rights of injury victims. His tenure at a prominent regional personal injury firm, spanning nearly a decade, is a testament to his unwavering dedication. During this period, Eric has successfully secured millions of dollars in compensation for his clients, a feat that speaks volumes about his expertise and commitment. He firmly believes that the bedrock of success lies in trust and open communication. This principle guides his interactions with clients and colleagues alike, fostering an environment of transparency and mutual respect. Eric’s ability to empathize with individuals from diverse backgrounds is one of his greatest strengths. He takes the time to understand their narratives, their apprehensions, and their aspirations. This deep-seated understanding allows him to connect on a profound level, making him not only an effective advocate for his clients but also a respected leader within his organization. Eric’s track record, coupled with his empathetic approach, positions him as a trusted ally in the pursuit of justice. His unwavering commitment to his clients’ causes underlines his professional ethos, reflecting his conviction that every individual deserves fair representation.
graphic image of job title
Leadership
More Than Just a Name: How Important is a Job Title?
Just how vital is the label that comes with your professional role? Does the significance of a job title go beyond just a name on a business card? Ponder for a moment on your present designation at work.
4 min read
Dr. Heather Carroll
February 19, 2024
Just how vital is the label that comes with your professional role? Does the significance of a job title go beyond just a name on a business card? Ponder for a moment on your present designation at work. Is it a fitting reflection of your role, your responsibilities, and your authority? In the intricate tapestry of the legal industry and beyond, your job title is akin to a compass needle, guiding perceptions and expectations of your role. It’s more than mere words – it’s the beacon that signals your expertise, your sphere of influence, and the value you bring to the table. A job title that precisely mirrors your role is not just essential for your understanding, but it also sets the stage for how you interact with your colleagues, clients, stakeholders, and others in your industry. It’s the cornerstone of your professional identity, a testament to your skills, and a determinant of your career trajectory. It’s important for others, both in and out of your organization, to have some understanding of what your responsibilities and expertise are. If your position carries any level of authority over other team members, it is vital to have that conveyed by your title. Having a job title that’s not in line with your true level of responsibility (e.g., Office Manager for a high-level strategic position or COO for a small firm operations role) can be a recipe for professional failure. I have seen team members with titles that include terms such as “lead,” “senior,” and “director,” rightfully frustrated because they had a great title but no actual authority to carry out the perceived responsibilities of their role. This approach creates burnout, resentment, and decreased motivation. Where firm owners or administrators may have thought they were doing a great thing by bestowing a higher job title on these individuals, the titles may have actually been counterproductive. The Changing Mindset Around Job Titles In the dynamic landscape of modern business, job titles are undergoing a significant evolution. Business leaders are beginning to view them through a fresh lens, recognizing their potential as powerful tools for defining roles, driving employee engagement, and shaping organizational culture. The shift marks the dawn of a new era in how companies confer and conceptualize job titles. The traditional, rigid designations are gradually making way for more dynamic, reflective, and creative alternatives that encapsulate not just the role, but also the unique value an individual brings to an organization. This isn’t just a cosmetic change, but a strategic move that can have profound implications on company culture and employee satisfaction. It’s a testament to the fact that job titles, when thoughtfully crafted and appropriately assigned, can be potent instruments of motivation and recognition. I’ve been thinking a lot about some of the creative job titles I’ve seen and heard recently. How do these new age and creative titles tie into accurately defining a role? The answer is, they can tie in quite well—if they are well thought out. Director of First Impressions Welcoming Wizard Client Concierge Chief Greeting Officer These are all a spin on the job title for a receptionist! What do you think? There are certainly some pros and cons to having a fun and creative job title. Do you feel that these titles accurately convey and encompass the responsibilities of a receptionist? If you started a new position at a new firm, would you understand what these titles meant? The Power of Language While the advent of creative job titles is refreshing and can add a unique flavor to your company culture, it’s crucial to approach this trend with a strategic mindset, especially when it comes to job advertisements. Why, you might ask? Well, imagine a potential applicant searching for a “Receptionist” role. If you’ve jazzed up that title to “Welcoming Wizard,” your vacancy might just fly under their radar. You can still infuse creativity into your internal job titles while keeping your external communication clear and precise. Use the conventional job titles in your job ads and public-facing content to ensure they align with industry standards and are easily discoverable by job seekers. A creative title, along with a creative job ad that still denotes commonly understood job titles, could make your ad stand out to potential candidates as well. It is a good idea to highlight what makes your firm fun and unique in your job ads. Consider what kind of candidate you are trying to attract, and make sure your ad and job title are going to cast that net the way you want. Internally, feel free to let your “Welcoming Wizard” flag fly. This way, you strike a balance between maintaining your creative corporate culture and ensuring your vacancies reach the right eyes. Remember, it’s all about finding that sweet spot between creativity and practicality. Don’t Let Creativity Create Chaos Also—don’t get so caught up in creating a unique title that you lose sight of what the role is. It can be easy to get so creative with the title that you stray too far from the purpose of the title. How do you feel about this title: “Guest Relations Facilitator?” This is also a creative title for receptionists. However, I feel we have strayed a little too far from the point on this one. This title could easily be confused for a higher-level client relations role. My advice when considering an out-of-the-box, unique job title is to simply look at, and reflect back on, your firm culture. If your culture is strictly professional, calling your receptionist a “Welcoming Wizard” simply may not be a good fit for your firm. Does everyone in your firm have a creative title? If not, it might actually make your receptionist feel a little silly, and the title might stand out in a bad way. However, if your culture is fun, forward, and creative, it may work! Again, what is the message you are trying to convey with the use of a fun title? One of the main benefits of using creative job titles is to help define your culture. So, consider your culture before charging forward with out-of-the-box job titles. Who Are You? Another thing to consider: What are your firm’s Core Values? Do you have them defined? If not, this is perhaps the best first step! Okay, okay, this is definitely the first step! Your core values should be the beacon that guides the decisions made within your firm. This is no exception. Are the creative titles you’ve come up with in line with your core values? Better yet, do the job titles you have drafted PROMOTE your core values? If you can honestly say that the titles you’ve drafted: Accurately transmit the responsibilities of the position Accurately reflect your firm’s culture And aim to promote your core values Then you are on to something great! Roll those titles out! Your friendly, Innovation Alchemist, I mean… Problem Wrangler, I mean… Initiative Officer, I mean… Vista Operations Consultant
Hedgehog and Fox
Leadership
Forget the Foxes: Hedgehogs are Way Cooler
For most entrepreneurs (read: business owners), their world revolves around scanning the horizon for the next great void or need in the market. Once found, exploring a way to fill that void and solve a problem or bring good feelings to the market (while creating a profit for the entrepreneur) sometimes becomes an obsession.
4 min read
Tim McKey
February 12, 2024
For most entrepreneurs (read: business owners), their world revolves around scanning the horizon for the next great void or need in the market. Once found, exploring a way to fill that void and solve a problem or bring good feelings to the market (while creating a profit for the entrepreneur) sometimes becomes an obsession. At times, that obsession or exploration results in a loss of focus in the business or operation that brought initial emotional and financial success to the entrepreneur. This can be dangerous in many ways. Obviously, if focus is lost, operational inefficiencies can creep into systems and processes, causing a slowdown in production, degradation of product/service quality, and, ultimately, reduced profitability in the “core” business. Extreme care should be taken as new “target” businesses or product lines come into view. Well…those who know me personally may know my deep affection for books…. especially the classics. No, not the kinds of classics like Homer’s Iliad and Odyssey…but the business books and quality of life books that have stood the test of time…or at least time enough for me to think they are classics. Books like Stephen Covey’s The Seven Habits of Highly Effective People and Dale Carnegie’s How to Win Friends and Influence People. Lessons Learned in Good to Great Still under consideration by the world…but a slam dunk as a classic in my mind is the 2001 publication of Jim Collins’ Good to Great. In it, Collins defines the characteristics of great companies. Those characteristics are: Have Level Five Leadership (Disciplined People) Develop the Ability to Order Priorities: Know First the Who and then the What (Disciplined People) Have Ability to Confront the Facts (Disciplined Thought) Adhere to the Hedgehog Concept (Disciplined Thought) Create a Culture of Discipline (Disciplined Action) Pay Close Attention to Technology Accelerators (Disciplined Action) It is interesting to me that some of the companies in Collins’ book used as examples of great companies are, sadly, no longer great. It is not that Collins was wrong about what made those companies great. So, why the change for them? They ceased holding dear and following the characteristics. In short, they got lazy and complacent, had a leadership change, and lost focus or drive. What Could All This Possibly Have To Do With Hedgehogs? Obviously, I highly recommend that you acquire and read Good to Great studiously. At a minimum, get a book summary. (As a side note, I subscribe to three book summary services for efficiency in what I want to buy and dig deeper into. They are a great time saver for information digestion and then prioritization.) The concept I want to focus on is in the chapter on the Hedgehog Concept (Simplicity within Three Circles). This concept was born out of an essay, “The Hedgehog and the Fox,” by Isiah Berlin. Berlin divided his view of the world into hedgehogs and foxes. “The fox knows many things, but the hedgehog knows one big thing!” Foxes pursue many wildly disjointed ends at the same time and see a very complex world. The hedgehog simplifies complex things into a single organizing idea, a basic principle or concept that unifies and guides everything. Anything that does not relate to the hedgehog holds no relevance. Hedgehogs see what is essential and ignore the rest. The Hedgehog Concept is not just about focus but about profound understanding. It involves discerning what you can be the best at, deeply comprehending what drives your economic engine, and knowing what you are deeply passionate about. Imagine these three aspects as intersecting circles where the confluence represents your Hedgehog Concept. Businesses, according to Jim Collins, thrive not by being a jack-of-all-trades but by channeling their resources towards a single, intersecting point they can master. The Hedgehog Concept is about achieving excellence through simplicity, doing one thing exceptionally well rather than being mediocre in many areas. It’s about making strategic choices to hone the unique aspects that give you a competitive edge, and it requires discipline, insight, and often, hard choices. So, as an entrepreneur, one must identify his/her Hedgehog Concept. At Vista, our Hedgehog Concept is “Assisting/helping our clients help theirs as efficiently and effectively as possible.” Full stop. If something we are doing does not help our clients, we will not consider doing it! If we can be good (maybe great) at something that does not help our clients, we won’t do it. If we are passionate about something that does not help our clients, we won’t do it. If we can make a ton of money doing something that does not help our clients, we won’t do that either. Do you see a pattern here? Collins’ belief, and mine, is that Hedgehog-focused businesses consider three guiding principles that, when viewed together (as in a Venn diagram), drive decisions. The principles/questions to consider/answer are: What can we be the best in the world at? (The Vista Team is the best in the world at what we do. That is stated as fact by me and not an opinion.) What are we deeply passionate about? (Our team’s passion is one factor in what makes us the best in the world!) What drives our economic engine? (We operate profitably!) The Power of Focus Does staying focused and the Hedgehog Concept make sense and work for you? It certainly does for me. Where are you on the continuum of focus? Most of us fall somewhere in the middle…focused but always looking for that next hole in the market to fill that will NOT take us away from our individual Hedgehog Concept. As businesses grow, job functions and objectives do change. Though an entrepreneur may have initiated a business path, he/she may have delegated some of the focus work to others within the core operation. This is not bad as long as he/she does not divert too many resources to any potential new “shiny object.” The activity required to grow businesses and law firms can be a tricky proposition. What new product lines are close enough to your Hedgehog Concept to be okay? And which are too far away and will cause a lack of focus and dysfunction within your core systems, processes, and team? I do not have the answer, as every situation is unique. Yet recognizing the situation, working with your internal leadership, and gaining external advice will force a level of discernment that is required in these types of important business expansion decisions. You may not make the right decision, but please, please, please make the decision right! In other words, be a Hedgehog. They are really cool.For most entrepreneurs (read: business owners), their world revolves around scanning the horizon for the next great void or need in the market. Once found, exploring a way to fill that void and solve a problem or bring good feelings to the market (while creating a profit for the entrepreneur) sometimes becomes an obsession. At times, that obsession or exploration results in a loss of focus in the business or operation that brought initial emotional and financial success to the entrepreneur. This can be dangerous in many ways. Obviously, if focus is lost, operational inefficiencies can creep into systems and processes, causing a slowdown in production, degradation of product/service quality, and, ultimately, reduced profitability in the “core” business. Extreme care should be taken as new “target” businesses or product lines come into view. Well…those who know me personally may know my deep affection for books…. especially the classics. No, not the kinds of classics like Homer’s Iliad and Odyssey…but the business books and quality of life books that have stood the test of time…or at least time enough for me to think they are classics. Books like Stephen Covey’s The Seven Habits of Highly Effective People and Dale Carnegie’s How to Win Friends and Influence People. Lessons Learned in Good to Great Still under consideration by the world…but a slam dunk as a classic in my mind is the 2001 publication of Jim Collins’ Good to Great. In it, Collins defines the characteristics of great companies. Those characteristics are: Have Level Five Leadership (Disciplined People) Develop the Ability to Order Priorities: Know First the Who and then the What (Disciplined People) Have Ability to Confront the Facts (Disciplined Thought) Adhere to the Hedgehog Concept (Disciplined Thought) Create a Culture of Discipline (Disciplined Action) Pay Close Attention to Technology Accelerators (Disciplined Action) It is interesting to me that some of the companies in Collins’ book used as examples of great companies are, sadly, no longer great. It is not that Collins was wrong about what made those companies great. So, why the change for them? They ceased holding dear and following the characteristics. In short, they got lazy and complacent, had a leadership change, and lost focus or drive. What Could All This Possibly Have To Do With Hedgehogs? Obviously, I highly recommend that you acquire and read Good to Great studiously. At a minimum, get a book summary. (As a side note, I subscribe to three book summary services for efficiency in what I want to buy and dig deeper into. They are a great time saver for information digestion and then prioritization.) The concept I want to focus on is in the chapter on the Hedgehog Concept (Simplicity within Three Circles). This concept was born out of an essay, “The Hedgehog and the Fox,” by Isiah Berlin. Berlin divided his view of the world into hedgehogs and foxes. “The fox knows many things, but the hedgehog knows one big thing!” Foxes pursue many wildly disjointed ends at the same time and see a very complex world. The hedgehog simplifies complex things into a single organizing idea, a basic principle or concept that unifies and guides everything. Anything that does not relate to the hedgehog holds no relevance. Hedgehogs see what is essential and ignore the rest. The Hedgehog Concept is not just about focus but about profound understanding. It involves discerning what you can be the best at, deeply comprehending what drives your economic engine, and knowing what you are deeply passionate about. Imagine these three aspects as intersecting circles where the confluence represents your Hedgehog Concept. Businesses, according to Jim Collins, thrive not by being a jack-of-all-trades but by channeling their resources towards a single, intersecting point they can master. The Hedgehog Concept is about achieving excellence through simplicity, doing one thing exceptionally well rather than being mediocre in many areas. It’s about making strategic choices to hone the unique aspects that give you a competitive edge, and it requires discipline, insight, and often, hard choices. So, as an entrepreneur, one must identify his/her Hedgehog Concept. At Vista, our Hedgehog Concept is “Assisting/helping our clients help theirs as efficiently and effectively as possible.” Full stop. If something we are doing does not help our clients, we will not consider doing it! If we can be good (maybe great) at something that does not help our clients, we won’t do it. If we are passionate about something that does not help our clients, we won’t do it. If we can make a ton of money doing something that does not help our clients, we won’t do that either. Do you see a pattern here? Collins’ belief, and mine, is that Hedgehog-focused businesses consider three guiding principles that, when viewed together (as in a Venn diagram), drive decisions. The principles/questions to consider/answer are: What can we be the best in the world at? (The Vista Team is the best in the world at what we do. That is stated as fact by me and not an opinion.) What are we deeply passionate about? (Our team’s passion is one factor in what makes us the best in the world!) What drives our economic engine? (We operate profitably!) The Power of Focus Does staying focused and the Hedgehog Concept make sense and work for you? It certainly does for me. Where are you on the continuum of focus? Most of us fall somewhere in the middle…focused but always looking for that next hole in the market to fill that will NOT take us away from our individual Hedgehog Concept. As businesses grow, job functions and objectives do change. Though an entrepreneur may have initiated a business path, he/she may have delegated some of the focus work to others within the core operation. This is not bad as long as he/she does not divert too many resources to any potential new “shiny object.” The activity required to grow businesses and law firms can be a tricky proposition. What new product lines are close enough to your Hedgehog Concept to be okay? And which are too far away and will cause a lack of focus and dysfunction within your core systems, processes, and team? I do not have the answer, as every situation is unique. Yet recognizing the situation, working with your internal leadership, and gaining external advice will force a level of discernment that is required in these types of important business expansion decisions. You may not make the right decision, but please, please, please make the decision right! In other words, be a Hedgehog. They are really cool.
image of man on phone
Leadership | Marketing
Unlocking the Power of Employee Advocacy: Turning Your Workforce into Revenue Generators and Personal Brand Ambassadors for Free
Did you know that every week, employees spend around 8 hours of time on their phones during work hours? In fact, a recent article from EnterpriseApps Today showed that employees spend an average of 2.5 hours per working day on their phones.
4 min read
Guest Author
February 5, 2024
Did you know that every week, employees spend around 8 hours of time on their phones during work hours? In fact, a recent article from EnterpriseApps Today showed that employees spend an average of 2.5 hours per working day on their phones. In particular, employees can spend half of that time (nearly one hour) per day scrolling through social media channels like Facebook and Instagram (Statstic: Zippia). As business owners, the thought of this can make us cringe. Here we are, paying our staff to be focused on the tasks that push the company forward. However, it’s 2024, and unless you plan on implementing a “no phone” policy (good luck with this), then it’s time to adapt. No, I do not condone employees’ endless scrolling on their phones. Of course the work needs to get done with quality and care. But what if I were to tell you your employees’ time spent on their phones can actually help your business? What if I told you that your employees one hour on social media per work day can actually help generate revenue? While you may think this sounds crazy, it’s not. It’s EMPLOYEE ADVOCACY. What is Employee Advocacy? Employee advocacy is a concept that encompasses the idea of employees actively promoting and supporting their organization. It involves employees becoming enthusiastic ambassadors for their company, both within and outside the workplace. Employee advocacy goes beyond the boundaries of their job descriptions, as individuals willingly share their positive experiences, insights, and knowledge about their employer’s products, services, and values. This can be something as little as one of your employees telling their neighbor about how great your services are or how wonderful of a workplace it is. It can be something as small as having a company logo sticker on an employee car, which endorses the company culture. While there are many forms of employee advocacy, there is perhaps none better than that of social media. Social Media & Employee Advocacy Social media advocacy is a strategic approach where individuals, often employees or loyal customers, leverage their online presence to actively support and promote their place of work. It involves these advocates sharing content, voicing their opinions, and engaging with the target audience on social media platforms. Through authentic and enthusiastic endorsements, social media advocates help amplify the brand’s message, increase its reach, and build credibility. What many employees tend to forget is that if you have a social media platform, you have a personal brand, and people are influenced by that personal brand. In fact, a study from Statista showed that 89% of consumers trust recommendations from people they know versus branded content from a company. This means if you compare a branded post on your firm social media page to the same post either shared or posted on an employees page, someone is more likely to trust your company and call you if and when they need you when seeing it on the personal social media account. Policies & Procedures for Employee Advocacy Implementing a social media policy within an employee advocacy program is important particularly for a personal injury law firm where confidentiality is crucial. Such policies not only establish clear rules and standards for social media usage in the workplace but also serve as guidelines for employees to grasp the direct impact they can have on the company. By delineating the do’s and don’ts of social media engagement, these policies help protect sensitive information while promoting responsible advocacy. Moreover, they contribute to fostering a positive workplace culture where employees feel empowered to represent their organization effectively. In this context, a well-crafted social media policy not only safeguards confidentiality but also reinforces the symbiotic relationship between employee advocacy and a thriving company ethos. Making It Fun and Lucrative for Your Employees As I initially stated, the beautiful thing about employee advocacy is that it is free for an employee to simply share your company page content to their personal page. But why should they? Yes, they want to be a team player, but why not incentivize your top advocates? At ARO Effect Marketing, we have worked with and built employee advocacy dashboards that recognizes employee advocacy and rewards the top employees based on the amount of likes, shares, and comments they have on company social media content. While this does require an investment, it’s a small one given the return. The act of sharing company content and insights on social media platforms not only amplifies the brand’s message but also makes employees feel like they are contributing to the organization’s success. This sense of involvement and influence is a key driver of empowerment in the digital age. Investing in social media advocacy software and dashboards can enhance this empowerment further. These tools streamline the process of identifying top advocates within the company and make it easier to reward them for their efforts. Recognizing and incentivizing employees through methods like gift cards not only motivates them but also underscores the importance of their social media contributions. Beyond the virtual world, social media advocacy encourages a culture of transparency and open communication within organizations. It fosters a dialogue between leadership and employees, where ideas and feedback can flow freely. This exchange often leads to improvements in company policies, processes, and even product or service offerings, fostering a collaborative and innovative environment. Moreover, employees who actively engage in social media advocacy become brand ambassadors, both within and outside the workplace. Their advocacy efforts positively influence customer perception and the overall brand image. This, in turn, can attract potential clients and enhance the organization’s reputation. Embracing the Power of Social Media Use It’s 2024, and social media is only continuing to grow. More and more people are making decisions based on what they see on social media. This stands true for people choosing the right law firm for them when injured. We all know that the personal injury field is a competitive one, and having an employee advocacy program in place can only help you stand out from the rest and build trust with potential clients. About Erik Ovesny, Founder/CEO, ARO Effect Marketing: Erik Ovesny, hailing from Cleveland, Ohio, is the dynamic Founder and CEO of ARO Effect Marketing, a distinguished digital lead generation and social media advertising agency. In addition, Erik is the visionary leader behind another pioneering venture as the Founder and CEO of an innovative A.I. intake software company, revolutionizing the way law firms and healthcare practices optimize their “speed to lead” tactics. A recognized national speaker on personal injury marketing and employee advocacy, Erik’s dedication to innovation and expertise continues to drive advancements in both the marketing and technology sectors.
graphic of man with checklist
Leadership
Achieving Success Together: Setting Client Expectations
Imagine being in a doctor’s office. You’re taken back to an exam room, and the doctor walks in, picks up a syringe, wipes your arm, and gives you a shot. He then gives you a list of instructions to follow and walks out the door.
7 min read
Pam Travis
January 29, 2024
Imagine being in a doctor’s office. You’re taken back to an exam room, and the doctor walks in, picks up a syringe, wipes your arm, and gives you a shot. He then gives you a list of instructions to follow and walks out the door. I do not know about you, but I would feel confused, upset, and angry. I’d walk out that door as fast as possible and never come back. No one likes going into something blind. We are more comfortable and confident when we know what to expect. This is especially true for our clients who are dealing with difficult, unfamiliar situations and have reached out to you and your firm for help. Preparing your clients so they know what will happen at each step and remaining transparent with them throughout the legal process is essential. This means setting realistic expectations and communicating effectively from the very beginning until the very end. By doing this, your firm can convey the complexities of the legal process, potential challenges, and the probable timeline in a way that clients can understand. This helps clients feel informed and empowered throughout the legal journey, reducing the likelihood of disappointment or frustration later. In this blog, we will delve deeper into the art of setting client expectations. We will explore the importance of clear communication, strategies for effective expectation management, and the crucial role that these elements play in fostering positive client relationships. We aim to provide you with valuable insights and practical tips that will empower you and your firm to set client expectations successfully, ensuring a smoother journey for both your clients and your team through the complex legal landscape. Building Trust and Confidence When someone gets hurt in an accident, they might feel anxious, scared, and unsure about what to do next. It is essential to talk to them in a way that makes them feel comfortable and understood. This helps build trust between you and the client. By actively listening and showing empathy, you can establish a stronger connection with your clients. This will help them feel more confident in your abilities to handle their case effectively. Communication is Key Effective communication is a cornerstone of building trust and confidence with your clients. While demonstrating legal expertise is crucial, it’s also important to communicate complex legal processes and concepts in a manner that your clients can grasp. Use language that is straightforward and uncomplicated, avoiding legal jargon whenever possible. This helps clients understand the process and the steps involved, reinforcing their trust in your capabilities. Underpinning the effectiveness of communication is the principle of dialogue – a two-way exchange of ideas and information. This isn’t just about conveying your expertise and explaining the legal process, but also about listening to your clients. Understanding their concerns, fears, and hopes can empower you to better serve their needs, and assure them that their voices are heard and valued. Regular updates, feedback sessions, and open channels of communication are essential elements of this process. This way, clients are not merely spectators but active participants in their legal journey, which can greatly enhance their trust in your services. When clients trust you, they are more likely to let you help them with their legal case. Transparent, empathetic communication forms the bedrock of trust. Clients who feel heard, understood, and well-informed are more likely to refer their friends and family to you in the event they need an attorney and will also leave you a raving review! Mitigating Anxiety Personal injury cases can be emotionally charged and overwhelming. Your clients have likely experienced a scary, traumatic event and potentially suffered serious losses and damages. You should be intentional about making efforts to alleviate client anxiety by informing them about case progress and the next steps. This allows them space to work through their emotions effectively. Consider key elements like: Collaborative problem-solving: Well-informed clients are experts on their own lived experience, and empowering clients throughout the case journey creates an environment of transparency and open communication. Attorneys can empower clients by viewing them as partners in resolving their own cases. Enhancing case outcomes: Well-informed and engaged clients are assets to their cases. Clients who understand their situation, the strengths and weaknesses of their claims, and their role in the process are more likely to cooperate fully. This can significantly influence the case’s trajectory and ultimate success. Creating a supportive environment: By demonstrating empathy and understanding for their situation, attorneys can create a supportive environment for their clients. This includes taking the time to explain legal terms and processes, answering questions promptly, and offering reassurance when needed. This helps to reduce anxiety and instills confidence in clients about the management of their case. Fostering long-term relationships: Keeping clients informed and engaged throughout the legal process not only benefits the case at hand but also lays the foundation for a long-term relationship. Satisfied clients are more likely to turn to you for future legal needs and refer others to your firm, helping to build a reputation of trust and credibility for your practice. Keys to a Successful Client Relationship In order to foster a successful client relationship, a few key principles are paramount. These principles not only guide your interactions but also shape the overall client experience. A thriving attorney-client relationship is predicated upon mutual trust and respect, which is cultivated over time and through consistent, positive interactions. Here are the fundamental elements integral to establishing and maintaining successful client relationships. Timely and regular contact: Consistency is the key. Provide clear contact information and respond promptly to their questions/calls. Secure client portals or other communication platforms can update clients seamlessly with little to no effort by the legal team. A brief update can go a long way, even when there are no significant changes in their case. Under promise/over deliver: Client expectations are critical. When you overpromise and underdeliver, it can erode trust and damage your reputation. Taking the time to explain the legal process and potential outcomes can manage client expectations effectively. Empower clients with knowledge: Explain legal terminology, the steps taken in a personal injury case, and the potential obstacles they may encounter. An educated client is better equipped to make informed decisions when the time comes. A benefit to empowering clients is that by laying a good foundation, a client can understand their case and contact the attorney less frequently! Confirm the next steps in writing: Provide a document outlining Our Responsibilities and Client Responsibilities. (See examples below). This process could be automated and sent by text or email. Answer all questions: For the client, no question is too small or insignificant. Take the time to listen and repeat the information back to them to confirm the details. Active Listening: Listen to understand – Show genuine empathy and compassion when talking with the client about their experience. Pay close attention to what your client is saying and repeat what you have heard to ensure you understand their perspective. Acknowledging suffering and expressing concern for their well-being makes them feel heard. Documentation: Document ALL client interactions, including phone calls, texts, emails, meetings, and any correspondence. This will provide a history of communication in case of disputes. Accurate record-keeping is essential. Respect cultural differences: When working with clients from diverse backgrounds, it is essential to be sensitive to their unique experiences and adapt your approach accordingly. Recognizing and respecting cultural differences can help you build stronger relationships with your clients and communicate more effectively. Seek feedback: Encourage the clients to provide feedback on your communication and case management processes. Their input can provide precious insights into where improvement is needed. Performing a series of reviews during the case’s life is an opportunity to make things right if the client expresses an unpleasant experience. Example of Our Responsibilities: We will maintain regular contact with you regarding your case, providing updates and explaining developments in a clear and concise manner. We will represent your interests to the best of our abilities, advocating for you throughout the legal process. We will keep all of your information strictly confidential, in line with legal and ethical obligations. We will return your calls and respond to your emails in a timely manner. You should never feel in the dark about your case. We will consider your input and feedback at all stages of the legal process, always respecting your perspective and decisions. We will explain complex legal terms and processes in a way that you can easily understand, ensuring you are informed at every stage. We will document all interactions and correspondence pertaining to your case and make this information available to you upon request. We are committed to continuous learning and improvement based on your feedback and evolving industry best practices. An Example of Client’s Responsibilities: Keep all doctor appointments, and if unable to, reschedule immediately. Do not post anything about your accident/case on social media. Do not speak with the insurance company about anything except property damage if your attorney is not helping you with that matter. Please keep us informed of any new treatment providers. Keep us informed of changes to your injury and/or treatment status. Let us know if there are any health insurance changes. Do not hesitate to call if you have any questions. If you are happy with our service, tell your friends and family! What It Looks Like When Things Go Right Let’s illustrate the principles outlined above with a practical example. This example will highlight the importance of clear communication, trust-building, and expectation management in the attorney-client relationship, showcasing what can happen when things go right. Case Background: A client was involved in a car crash that resulted in severe injuries. The client was anxious and unsure about the legal process, potential compensation, and the timeline for resolution. Initial Meeting: During the initial meeting, the attorney and their team actively listened to the client’s concerns and empathized with their situation. The attorney explained the legal process, potential timelines, and potential outcomes. They explained that personal injury cases can be complex and time-consuming. They also discussed potential challenges, such as dealing with insurance companies and gathering evidence. Appropriate expectations were set, the legal team was introduced, and the client left feeling comfortable and confident in their choice. Regular Updates: The case manager and attorney provided regular, proactive updates to the client about the progress of their case. Too, the team consistently relayed to the client that they can reach out at any time if they have any questions or concerns. This helped to build trust and kept the client informed. Outcome: After several months of negotiation, the attorney was able to secure a favorable settlement for the client. The client was satisfied with the outcome, as it was in line with the expectations set by the attorney at the beginning of the process. In this case, managing client expectations effectively helped build trust and alleviate fears, leading to a successful outcome. In the realm of personal injury law, one thing is clear: Client communication and setting expectations is not just a skill or a task; it is the lifeblood of your practice! By following these fundamentals, you can build stronger relationships with your clients, effectively manage their expectations, and ultimately achieve better outcomes for them. Every client interaction is an opportunity to build trust, educate, and empower your clients while furthering the interests of justice. Keep these principles in mind, and you will see a positive impact on your practice’s success!
man and woman untangling wire
Leadership
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.
6 min read
Kendall Abbott
January 22, 2024
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.
business man getting hated
Human Resources | Leadership
The Complaint Department: The Gift That Keeps on Giving
“You know what I’d really like to hear more of this coming year? Complaining!” said no one ever. I recently saw a post about someone’s New Year’s resolution being to complain less. As people and as business owners and leaders, complaints are a thorn in the side, another issue on the pile to be dealt with.
5 min read
Mary Ellen Murrah
January 15, 2024
“You know what I’d really like to hear more of this coming year? Complaining!” said no one ever. I recently saw a post about someone’s New Year’s resolution being to complain less. As people and as business owners and leaders, complaints are a thorn in the side, another issue on the pile to be dealt with. We view them as annoying, time-consuming, and potentially costly. What if we could shift that mindset and instead see them as opportunities? In my former life, I worked at a legal software company. This is where I “grew up” professionally and got to know the plaintiff’s personal injury legal space. It was my home for 17 years, and it all started with a book and a mindset. Well, it all started with an ad in the newspaper (this was in the early 2000s), but my onboarding included an assignment…read the book, “A Complaint is a Gift.” I was in my early 20s, and my customer service skills to that point had been limited to working retail jobs where stock management was trained much more so than customer service. Nothing in the book was inherently revolutionary. In fact, it was common sense. The crux of the book is that customer complaints are not annoyances but nuggets of gold that can and should be used to improve and grow an organization. The book was an easy read, and it was helpful, but it was the mindset of the organization that really sealed the deal, and that started with leadership. It turns out it was the owner of the company who insisted all new hires read the book. He believed that software was important and necessary, but relationships were the goal. He grew the business by knowing clients by name, by getting to know them deeply on a personal level, by listening to their stories and sending thoughtful gifts, and by leading the organization to do the same. It permeated everything the organization did. Voicemail was outlawed because it was impersonal. Software “wishlists” were the backbone of every new version. Customers drove the business. How? By complaining. Grow Your Business with Complaints It seems so simple, but customer complaints are incredibly valuable pieces of feedback that can be used to improve service, develop relationships, and ultimately strengthen and grow the business. In the software world, that might take the form of a complaint about a limiting feature or an inadequate report. Those complaints are tangible and often have a relatively simple trajectory from complaint to “fix.” The same is true of product complaints. If my car’s backup camera doesn’t have a wide enough angle or bright enough lighting, that complaint can be easily translated into next year’s improved model. Customer service complaints, on the other hand, can be a bit more nuanced, but they are just as critical to improving your business, if not more so. You are in the service industry. You are meeting your clients at a low point in their lives, when they are in pain, confused about the process and timeline of a case, perhaps skeptical of attorneys, and potentially scared, angry, or grieving. Your ability to serve their needs…not only their need for financial recovery, but their need to be heard, to understand the process, and to feel like a priority…translates to your ability to create a loyal referral source and a thriving firm. More Than Lip Service I can’t tell you how many firms I’ve visited where one of the published and touted core values was customer service. Most firm owners know that a focus on their clients is the right approach. It’s a great marketing angle. It looks impressive posted on the lobby wall, and it sounds inspiring during the interview process. But saying it and consistently living it are two very different endeavors. “It’s one of our core values.” “We tell them during training.” “They should know.” Facepalm. It’s not enough to put a sentence in the employee handbook, tell the team to behave a certain way, and hope for the best. Exceptional client service is intentional, it is trained, and it is RE-trained. It also starts at the top. When done well and consistently, it becomes the standard. I’ve seen it happen. At the software company, client service was such a part of culture that team members were almost shamed by other team members if they got it wrong. Dodging calls? Not returning emails? Unacceptable. Take a look at your onboarding and training process. Is customer service part of it for all team members? Do all the systems and processes your team uses support your “customer-first” claims? A good way to know is to listen to your clients complaints. What gets in the way of them having a positive experience? If they don’t consistently hear from their legal team, create a system to ensure it happens. If they don’t have expectations set for them at every stage, consider how that can be built into your processes. Their complaints are a gift that can help your operations team view the current workflow with fresh eyes and a focus not only on efficient workflow but on effective client service. Open Those Communication Lines Has your firm ever attempted client surveys? They are a great tool, and we at Vista recommend conducting them not only at case resolution, but also during the life of the case. Those firms who have implemented this know that surveys can be tough. Clients can view them as a nuisance, and you often fight to get them on the phone or to click the link to complete them. You are desperate for feedback, but it can be tough to come by. However, when a client has a complaint, they are often willing and eager to talk directly. What a gift! If your firm is prepared to listen, you have a rare and golden opportunity to strengthen a relationship, improve a process, and grow your business through critical improvements. All of us are chasing those 5-star reviews, and turning a complaint into an opportunity puts us in the place of most potential to achieve them. Train your team to hear complaints as opportunities to communicate with those very people who make having a firm possible. Train them to see clients not as “crazy,” “annoying,” or “entitled,” but as individuals going through a hard time and communicating a need. Sure, there will be some outlier clients who are unreasonable, but they are the exception, and your team has the potential to forge a relationship, help a client, and earn a review. So Many Gifts! A complaint is a gift to you from your customers, but they aren’t the only ones bestowing gifts. Your team and your potential hires often hand you bundles of blessings in disguise as well. When your team comes to you with a complaint, try to hear that too as an opportunity. Is there a process that is not working? A team member who needs more training or guidance? A leader who has become toxic? Not dismissing those complaints can open your eyes to a better culture and improved employee relations. Too, listen to the complaints of your potential and new hires. They may give you the gift of knowing your process for applying is cumbersome, your website is lacking, your onboarding weak. They are experiencing the holes in the process and bestowing upon you the gift of an opportunity to fix it. Service providers with whom you work may have bundles of joy wrapped in complaints for you as well. They too can open your eyes to flawed processes, difficult team members, or a slow or inconsistent work product. Listen with an ear to improvement! Truly, there are gifts all around us, waiting for a chance to be unwrapped and show us the sparkle of a better firm and a potentially improved bottom line. As we all embark on a fresh year, and many firms begin to implement strategy, put the voice of your clients at the heart of that strategy. View their complaints not as a pain but as a chance to learn, to improve, and to grow. May this year bring you an abundance of complaints…er, gifts!
graphic of man on boat
Leadership
Standing in the Eye of a Hurricane: Leadership Lessons from Mother Nature
In October 2023, the Vista team was in Cabo San Lucas, Mexico for a bi-annual mastermind meeting when Hurricane Norma graced us with her presence. While I would not willingly subject others to the challenges we encountered, the experience yielded valuable insights applicable to the realm of leadership.
5 min read
Terri Houchin
January 8, 2024
In October 2023, the Vista team was in Cabo San Lucas, Mexico for a bi-annual mastermind meeting when Hurricane Norma graced us with her presence. While I would not willingly subject others to the challenges we encountered, the experience yielded valuable insights applicable to the realm of leadership. In the face of unexpected trials, we often discover our real strength and resilience. These challenging situations can be seen as nature’s training ground, where we are put to the test, stripped of our daily comforts and routines, and forced to adapt. Such experiences, while uncomfortable and sometimes frightening, often bestow upon us the most profound lessons that stay with us for the rest of our lives. It’s a paradox, really — how adversity can spur personal growth and leadership development. When we’re thrust into an unpredictable storm, we must find ways to navigate through it, just as we did in the literal one that October. As the saying goes, every experience offers a lesson. This blog is not just about our encounter with Hurricane Norma; it’s about the unexpected places and surprising circumstances from which we find growth and learn lessons about life and leadership. The Dilemma: Do I Stay or Do I Go? On Wednesday, a couple of days before Norma made landfall, I became aware that the location of our stay was within the forecasted path of the storm. Upon this realization, I took the initiative to independently gather more information regarding the severity of the impending threat. However, the messages I received were conflicting, adding complexity to the decision-making process. Leadership Lesson: Decisive action or strategic non-action is paramount in navigating complex situations. Continuously reassess the situation and, as new information emerges, be prepared to adjust the course of action accordingly. In this case, the decision to stay or evacuate was not clear-cut and required constant evaluation of changing circumstances. As leaders, we must be prepared to make difficult decisions in the face of uncertainty and trust our instincts while being open to new information. Avoiding the Lull: The Calm Before the Storm On Thursday morning, as we waited for Norma’s arrival, there was an eerie calmness in the air. The ocean was still, and the winds were manageable, giving us a false sense of security. We used this time to prepare our team and property for potential damage and created a contingency plan in case we needed to evacuate. Little did we know that this brief period of calmness would be followed by relentless wind and rain that would wreak havoc on our surroundings. Leadership Lesson: It’s crucial to be proactive and prepare for the worst-case scenario, even when everything seems calm and under control. When faced with a potential crisis, leaders must take charge and create a plan of action to mitigate risk. This requires foresight, teamwork, and quick decision-making skills. Preparedness: Facing the Storm Head-On On Friday, a noticeable increase in wind speed and the gradual darkening of the sky occurred. The resort initiated precautionary measures, moving outdoor furniture, fastening light fixtures, covering windows, and reducing personpower to a skeleton crew. Hurricane Norma was predicted to be a category 3 storm. The resort was engineered to withstand up to a category 5 storm, so this mitigated concerns about the necessity of relocation. Leadership Lesson: Effective leadership in crises relies on proactive preparedness. Law firms need to identify potential threats – events like cybersecurity risks, natural disasters, and physical harm. Ask yourself: are you adequately prepared for these challenges? Avoid the trap of assuming, “It won’t happen to us.” Seeking Guidance: A Different Perspective Unable to find a local news outlet to help me navigate the situation and struggling with the Weather Channel app that was covering a few different storms, I phoned a friend, my teammate Pam Travis. She lives on the east coast of North Carolina, so she’s intimately familiar with hurricane weather conditions. She was my north star through all of this, providing insights into what I was observing and offering guidance for what I should expect as the storm unfolded. The most comforting news she delivered was that the storm had weakened to a category 1. Leadership Lesson: Seek guidance and support from a colleague or mentor when navigating challenging or unfamiliar situations. It is even better if they have lived through a similar situation before. Their perspective can be invaluable and provide a sense of direction when we feel lost or overwhelmed. As leaders, it’s essential to recognize that we don’t have all the answers, and seeking guidance is a sign of strength, not weakness. Stepping Up: Embracing the Small Stuff As anticipated, the on-site restaurants were closed, but room service was still offered with a modified menu. When I ordered breakfast, I anticipated a brief and transactional delivery experience. However, the reality exceeded expectations as a composed team member delivered my food, meticulously unpacked it on the table, and poured my coffee. They provided a brief but reassuring calmness and grounding to my day, even providing comforting assurances that the resort had been through this before and was prepared and confident. This encounter emphasized the importance of maintaining composure in challenging situations. Leadership Lesson: Even during challenging times, it’s important to uphold unwavering customer service standards. Small gestures, like the one from the room service team member, can have a significant impact on customers and provide them with a sense of normalcy amidst the chaos. As leaders, we must set an example for our team by remaining calm, composed, and focused even in the face of adversity. Our actions influence those around us and can make all the difference in how a situation is perceived. Stay Moving: Redefining Idleness Lingering in a state of idleness tends to usher in unwarranted concerns. Especially in a chaotic or scary situation, sitting still can simply heighten the fear. Recognizing this tendency, I redirected my focus by engaging in activities such as organizing my belongings, praying, and calling my family. Leadership Lesson: The ability to redirect focus and engage in positive actions during challenging times not only enhances personal well-being but also sets a productive example for others to follow. As leaders, it’s essential to stay active and focus on the tasks at hand, even when faced with uncertainty. This mindset can be contagious and inspire others to do the same, creating a sense of productivity and progress even in difficult situations. The Power of Connection: Finding Thanks in the Storm Throughout the storm, my team maintained a group text, lightening the weight of Mother Nature’s might. We bunked together in rooms, spent quality time connecting, and found ways to laugh in the rain. We shared the struggles of minimal generator power, oppressive heat, leaky ceilings, and barely masked fear during the worst of the rattling wind and unrelenting rain. We provided the listening ear, the ready laugh, and the welcome distraction, and our solidarity served to center me. We know this — we’re better together. Leadership Lesson: Your circle of influence matters! The support and connection within a team can significantly impact resilience. As leaders, it’s essential to foster a sense of camaraderie and connection within our teams because when faced with challenges, we are stronger together. Taking the time to build strong relationships and cultivate a positive team dynamic can make all the difference in how we face and overcome adversity. The Aftermath: Picking Up the Pieces In the early hours of Saturday morning, Hurricane Norma passed over us with full force. As the storm subsided, we emerged from our shelters to assess the damage. We found that we were lucky compared to some of our neighboring resorts, and everyone was safe. We were all able to secure flights that would leave the next day. Sometimes, survival can be thrilling. Leadership Lesson: The true test of leadership comes in the aftermath of a crisis. It’s essential to remain calm and focused, assess the situation objectively, and work with your team to rebuild and recover. As leaders, it’s crucial to remain resilient and inspire resilience in others during challenging times. Adversity can bring out the best in individuals and teams, providing opportunities for growth and learning. Continuing the Journey: Lessons Learned The experience of facing Hurricane Norma taught us valuable lessons about leadership in crisis situations. After returning home, it took my nervous system a good week to find its equilibrium. Owning a beach house has officially been crossed off my dream home list, but in its place, I’ve gained a deeper appreciation and newfound humility toward the vast nature of the ocean. In the face of uncertainty and challenges, leaders who embody these lessons not only guide their teams through storms but also inspire them to emerge stronger on the other side. Just as the eye of a hurricane is a temporary respite, effective leadership provides a stable center from which teams can find strength and direction, no matter what challenges come their way.
graphic of boxing gloves between man
Leadership
Stuck in the Middle: Defining Effective Mid-level Leadership
Mid-level leadership, particularly within the context of law firms, encompasses those key roles nestled between top-level management and the broader team. They are the department managers or practice group leaders who form the vital backbone of the organization.
5 min read
Caroline Younger
January 2, 2024
Mid-level leadership, particularly within the context of law firms, encompasses those key roles nestled between top-level management and the broader team. They are the department managers or practice group leaders who form the vital backbone of the organization. This level of leadership carries significant responsibilities; they are not only tasked with their own casework but also charged with motivating and managing their teams, executing strategic initiatives from executive leaders, and often serving as the face of the firm to clients. Balancing these diverse and sometimes conflicting obligations presents a complex challenge that defines the unique role of mid-level leadership in law firms. Law firm owners and C-Suite level executives have their priorities. Your team has never-ending questions, and you are regularly getting pulled in different directions. Being a mid-level leader is about meeting the demands from above while providing resources and support to those below. So, how do you do this well? This blog is for those mid-level leaders navigating the intricate labyrinth of responsibilities, endeavors, and expectations. I recognize your struggle. Whether it’s juggling the directives from executive leadership and the needs of your team or balancing client relationships with your personal caseload, the challenges are intense. This week, I’ll aim to provide the tools, insights, and strategies to help establish balance and harmony in your role as a mid-level leader. Navigating the Challenges of Mid-Level Leadership To be an effective mid-level leader, you need to be a proactive leader as well as an engaged follower. It can be difficult to find common ground between your team members and the executive leadership team. As a leader who leads from the middle, you must make it a priority to contribute to the overall health and performance of the firm, making your role a key element of organizational success. Being a good mid-level leader in a law firm or any organization requires a combination of leadership skills, effective communication, and the ability to find the sweet spot between your team members and executive leadership. To excel as this type of leader, here are a few key skills you should focus on developing and strengthening: Develop Effective Communication Skills You must be able to communicate well with your superiors as well as your team members. Clearly articulating your ideas and expectations is key. As the mid-level leader, you should be able to convey the goals and expectations to your team as well as provide timely updates and insights to your executive team. Communication is a two-way street, so be sure to actively listen and offer support and guidance to your team members when needed. Effective communication will help build trust with your team as well as demonstrate your ability to effectively manage up. Focus on Strategic Thinking As a mid-level leader, you are often tasked with executing strategic initiatives from upper management. It’s important to think beyond just your team’s day-to-day tasks and focus on the bigger picture. This requires a level of strategic thinking and planning to ensure that your team’s efforts align with the overall goals and objectives of the firm. It may also involve identifying potential challenges or roadblocks and developing contingency plans to keep projects moving forward. Build Impressive Decision-Making Skills You will need to be able to make well-informed decisions for your team that align with overall law firm goals while considering the impact of those decisions on your team. As that middle-ground leader, you will likely be held accountable for your decisions if things don’t go as planned, so you must be able to take responsibility for your decisions and actions. Improving your decision-making skills will not only inspire confidence in your leadership but also help you navigate through difficult or high-pressure situations. Embrace a Growth Mindset It’s essential to have a growth mindset as a mid-level leader. This means having the willingness and openness to learn new things, adapt to changing circumstances, and continuously improve yourself and your team. As the legal industry continues to evolve, it’s crucial to stay updated and knowledgeable about new technologies, best practices, and industry trends. This growth mindset will also help you adapt to changing priorities or unexpected challenges, making you a more resilient leader. “We’ve always done it this way” is not an effective strategy for firm or personal growth! Hone Impeccable Problem-Solving Skills All leaders must address challenges that come their way, but you, as a mid-level leader, are in a tricky spot because you must address challenges and seek solutions while considering the well-being of the entire law firm and the impact on your team. When a problem arises, you need to be able to confront the issue and then put together a plan to overcome that challenge. To do this effectively, you must be a creative and critical thinker who can identify potential solutions and weigh the pros and cons to make an informed decision. Be Flexible All organizations go through changes, and as a mid-level leader, you will have to navigate through each change thrown your way. Often, it’s best to embrace new ideas from executive leadership and then present them to your team so they can improve processes. While you might not agree with the changes, you have to lead your team tactfully while aligning with the law firm’s leaders. However, it is also key that you use your communication skills wisely and communicate to your executive team if you feel strongly that a certain change is not for the betterment of the organization as a whole or your team specifically. Advocate For Your Team Your team must trust you to represent their interests to the executive leadership of the law firm. It is imperative that you fight for your team to gain the tools and training they need to do their job well. And when they have performed out of their league, it’s your job to be sure that their efforts are recognized by leadership. This will go a long way when your teammates see you advocating and supporting them to those who sign their checks. Always Look for Continuing Education and Training Opportunities Just as you hope your executive leaders invest in you, it is important that you invest in your team. You should be seeking opportunities to help them grow in their roles. Continuing education and training opportunities for your team can take various forms, and as a mid-level leader, you should actively seek them out to ensure your team’s skills stay current and relevant. These could include: Professional Development Workshops or Seminars: Look for workshops or seminars that are designed for legal professionals. These events can cover a range of topics, from specific operations practices to broader subjects such as leadership or project management. Certification Programs: Encourage your team members to pursue relevant certifications. Not only do these programs provide valuable knowledge and skills, but they also lend an extra level of credibility and professionalism to your team. Online Courses or Webinars: Given the flexibility and wide range of subjects available, online courses and webinars are a great way to keep your team informed about the latest trends and best practices in the legal industry. Legal Conferences: Attend industry conferences or symposiums. These events offer excellent networking opportunities and often feature sessions on the latest legal issues and developments. Mentorship Programs: Implement a mentorship program within your team. This can be an effective way to develop junior team members by pairing them with more experienced colleagues who can guide them and share their knowledge. Investing in your team’s development not only benefits them individually but also strengthens your entire team’s capabilities and contributes to the success of your firm. This will reflect incredibly well on you as a leader as your team begins to perform better and better. If your team is winning, it is likely that the law firm is on its way to winning as well. Solving the Mid-Level Conundrum In a rapidly evolving business landscape, the importance of developing leadership skills for mid-level leaders cannot be overstated. Mid-level leaders are the engine that keeps organizations running. These are the individuals steering the ship, managing larger, strategic initiatives and acting as bridges between the executive level and the front line. The ability of these leaders to manage teams, communicate effectively, and make effective decisions directly impacts the success and productivity of the law firm. Yet, in our experience here at Vista, these leaders are often not given the optimal development and training opportunities that can enable them to lead for results. This is where Vista’s Law Firm Leadership Summit comes into play. Our third annual summit, scheduled for April 29th – May 1st, 2024, will provide both veteran and emerging leaders with a masterclass in navigating change in the ever-evolving landscape of law. The theme, “Disrupt or be Disrupted: Leading When Shift Happens,” is a call to action for mid-level leaders to step up, disrupt the status quo, and lead through the shifts. Registration opens soon, so don’t wait to sign up for early access and exclusive discounts.
graphic of man with net catching workers
Leadership
Navigating the Talent Landscape: Unveiling the Distinction Between Headhunters and Recruiters
In the dynamic realm of talent acquisition, two key players take center stage: headhunters and recruiters. The distinction between these two roles, while seemingly subtle, can make quite a difference in your company’s hiring process.
5 min read
Sarah Waggoner
December 22, 2023
In the dynamic realm of talent acquisition, two key players take center stage: headhunters and recruiters. The distinction between these two roles, while seemingly subtle, can make quite a difference in your company’s hiring process. While the terms are often used interchangeably, there exists a nuanced difference in their approach to finding the best candidate. For businesses seeking the crème de la crème of candidates, understanding this difference is crucial. In this blog, we’ll delve into the fascinating world of talent acquisition and explore the contrasting methods employed by headhunters and recruiters—the age-old battle between fishing and hunting for top-tier talent AND explore how Vista’s talent acquisition approach might be right for your firm. Understanding The Basics Before we dive into the methodologies, it’s crucial to establish a foundational understanding of the talent acquisition roles of recruiter and headhunter. Recruiters are typically engaged in a proactive, broad-based approach to talent acquisition. They work either in-house as part of a company’s human resources team or for a recruitment agency. Their role is comprehensive, starting from understanding the company’s needs, drafting job descriptions, and advertising vacancies on appropriate platforms to screening resumes, conducting preliminary interviews, and coordinating communication between candidates and hiring managers. Recruiters often manage multiple job openings simultaneously and have a large pool of applicants. They are adept at identifying potential candidates whose skills and experience align with the company’s requirements. Their ultimate aim is to facilitate a smooth hiring process, ensuring both the company and the candidate find the best fit. They are the gatekeepers to a company’s hiring process. On the other hand, headhunters or executive search professionals are external entities hired to proactively seek out and attract highly skilled individuals for specialized roles. They often have in-depth knowledge of a specific industry and leverage their extensive network to connect with top-tier talent. Headhunters use tactics such as cold calling, networking events, and referrals to find the perfect candidate for a position. This approach is much more aggressive than most recruiters, who typically rely on job postings and online applications. So why choose one over the other? Many companies prefer working with recruiters because they are more cost-effective and typically have a broader reach. However, headhunters can bring a level of specialization to their search for top talent, making them attractive to companies seeking specific skill sets. Ultimately, the decision on which role is right for your firm comes down to what it is you’re looking for. Fishers vs. Hunters Recruiters, akin to fishers, employ patience and strategy in their approach. They cast a wide net in the talent pool via multiple channels like job boards, social media, and their own career sites. The recruiter’s role is to attract as many suitable candidates as possible, much like a fisher who casts their net, hoping to catch a sizable haul. They wait for interested individuals to take the bait — that is, to apply for the job. Once the applications start rolling in, recruiters, like fishers sorting through their catch, screen these resumes, carefully selecting the individuals who best fit the role and the company’s culture. This fisher-like method employed by recruiters is essential in fostering a diverse and inclusive talent pool, capturing a wide variety of candidates from different backgrounds, industries, and experience levels. This fishing approach allows recruiters to engage with a broad audience and build a diverse candidate pipeline of individuals who are actively looking for new employment opportunities. Headhunters, on the other hand, are akin to skilled hunters pursuing a specific target. Rather than waiting for candidates to come to them, headhunters actively seek out individuals who possess the unique skill set required for a particular role. They scour industry events, professional networks, and competitor organizations, employing a more targeted approach. This hunting expedition ensures the candidates presented to clients are not only qualified but often have a proven track record of success in similar roles, although they might not need or want to leave their current place of employment. The Tech Connection In today’s digital era, both recruiters and headhunters harness technology as an invaluable tool in their respective talent acquisition strategies. Recruitment technology platforms, particularly Applicant Tracking Systems (ATS), have revolutionized the process of sourcing, tracking, and managing job applicants. These systems offer a centralized database for candidate profiles, automate repetitive tasks like resume screening, and help to streamline the recruitment pipeline, improving efficiency and reducing time-to-hire. Artificial Intelligence (AI) and machine learning algorithms are increasingly being utilized to automate the initial screening process, enabling recruiters and headhunters to swiftly identify the most qualified candidates from a vast pool of applications. These advanced algorithms are capable of analyzing a candidate’s skills, experience, and other relevant attributes and matching them against the job requirements. Data analytics also plays a key role, providing insights into recruitment metrics, candidate behavior, and industry trends. This data-driven approach aids recruiters and headhunters in making informed strategic decisions, optimizing their recruitment campaigns, and enhancing the overall quality of hire. Digital communication tools and online networking platforms, such as LinkedIn, have become integral to the talent acquisition process. These platforms not only facilitate easy communication and engagement with potential candidates but also offer a wealth of information about their backgrounds and skills. A Third Option: The Blended Approach While headhunters and recruiters may employ different strategies—hunting and fishing, respectively—they both play integral roles in the intricate dance of talent acquisition. In a harmonious talent ecosystem, organizations may find value in blending the headhunters’ approach with the efficiency of recruiters, creating a dynamic technique that maximizes the chances of securing the best talent for any given role. Enter Vista and our Talent Acquisition Services! Vista’s distinctive talent acquisition strategy seamlessly integrates headhunting and recruiting methodologies, striking an optimal balance between efficiency and personalized engagement. We recognize a purely headhunting approach can lack a personal touch; therefore, our methodology goes beyond mere compensation-driven decisions. We understand attracting top-tier candidates requires a nuanced understanding of their aspirations, values, and career goals as well as those of your firm. By fostering genuine connections with potential hires, we prioritize long-term fit over immediate financial incentives. Unlike traditional headhunting practices that may result in candidates being lured solely by compensation, our approach aims to align professionals with roles that resonate with their intrinsic motivations and professional ambitions. At Vista, we believe in forging lasting partnerships between candidates and employers, ensuring that our talent acquisition process transcends short-term gains to build enduring and mutually beneficial relationships in the ever-evolving professional landscape. At Vista, we prioritize transparency and meaningful relationships above all else. Our approach is founded on the vital principle of thoroughly understanding the ins and outs of your firm and its unique talent requirements. Since we’ve rolled out our talent acquisition service, we’ve already witnessed the establishment of numerous enduring relationships with top-tier candidates seeking lasting professional homes. What sets us apart is our unparalleled understanding of the legal industry, where our consultants collaborate seamlessly with the talent acquisition team to forge a robust partnership with your firm. Our comprehensive service includes: Assessing your targeted hiring needs through an intense discovery interview Collaborating to create unique job ads from your firm’s various job descriptions Reviewing each candidate who has actively applied to your job ad Screening candidates based on the job requirements, skill levels, and prior experience established by your firm Contacting, screening, and interviewing candidates prior to presenting them to your firm Coordinating in-person and online interviews with candidates and current team members Navigating the talent acquisition landscape can be both overwhelming and time-consuming, particularly for firms without a dedicated HR team member for hiring efforts or those facing time constraints. Our mission is to alleviate these challenges, offering efficient and effective solutions to ensure your firm’s talent needs are met seamlessly and successfully. Whether you prefer hunting, fishing, or a blended approach, your brand begins with your people. It is imperative to invest the time and resources needed to assemble a team that not only meets but exceeds and elevates the standards of your organization. With Vista, the pursuit of the right fit becomes not just a challenge but an opportunity to enhance your firm’s overall success and reputation. That is what sets us apart! If the task of immediate hiring proves elusive, if finding the right candidates feels like searching for a needle in a haystack, or if the constraints of time and resources hinder your hiring process, consider us your ally in navigating these complexities with a thoughtful and nonintrusive partnership.
graphic of girl with new year's resolutions
Human Resources | Leadership
Next Year Will Be Different: How to Set You and Your Team Up for Success with Your New Year’s Resolutions
It’s that time of year again! While you’re probably enjoying the holiday season, it’s important to take some time to reflect on the past year and plan for the future.
7 min read
Pam Travis
December 18, 2023
It’s that time of year again! While you’re probably enjoying the holiday season, it’s important to take some time to reflect on the past year and plan for the future. This year has been unpredictable for many of us, and next year may be no different. However, acknowledging that your plans may need to accommodate some twists and turns will help you stay focused on your goals. People and business leaders alike set New Year’s resolutions as a means to establish and strive toward clear, tangible goals for the coming year. This time-honored tradition allows individuals and organizations to reflect on past experiences, identify areas of growth and improvement, and commit to achieving specific objectives. For business leaders, it provides an opportunity to align their teams around unified visions, foster a culture of ongoing improvement, and set the stage for measurable success. By setting resolutions, they not only promote individual accountability, but also encourage collective progress, driving the organization toward its strategic objectives. The Pitfalls of New Year’s Resolutions Studies show that 92% of people who set resolutions for the New Year fail to achieve them. Overall, 80% of New Year’s resolutions fail by February. These statistics are not specific to people, but include businesses, as well. Often, New Year’s resolutions fail due to a combination of factors. For starters, people and businesses alike tend to set overly ambitious goals without a clear and realistic plan to achieve them. This lack of proper planning can lead to frustration and eventual abandonment of the resolution. Too, the excitement of the new year can lead to a rush in decision-making, causing us to set resolutions that are not truly aligned with our personal or professional long-term goals. When this initial enthusiasm wanes, maintaining the commitment to these resolutions becomes challenging. In the context of businesses, another common issue is the lack of measurable goals. If a company’s resolution for the year is too vague, such as ‘increasing sales,’ it becomes difficult to track progress and maintain momentum. A lack of consistent monitoring and follow-up throughout the year often results in these goals being forgotten or overlooked. Both individuals and businesses tend to view New Year’s resolutions as an all-or-nothing venture. The moment a setback occurs, the whole resolution is deemed a failure, which discourages continuation. Remember, progress is usually incremental and requires patience and persistence. Making the New Year a Screaming Success To avoid becoming part of depressing and discouraging statistics, it’s important to review the past year before making plans for the next. It’s vital to note that the success of a resolution depends on a variety of factors, such as the resources available, the commitment of the team involved, and the nature of the resolution. Here are some steps you can take to set yourself and your team up for success by taking a look back and setting your sights on the future: Identify your wins: Make a list of 3-5 large wins from the past year, not just case wins. For each win, identify what worked well and what areas needed improvement. You can then focus on what you can implement to improve your processes. Celebrate progress and achievements: Celebrate both large and small achievements your firm has made in the past year. This will keep you motivated. Identify barriers and challenges: Make a list of the barriers and challenges that prevented you from achieving your goals last year. Was it a lack of time, motivation, resources, or support? For example, did your firm struggle to reach your case-settled goal? Would a new software tool for your team help with efficiency to avoid bottlenecks that may have contributed to that loss? Or was it because you didn’t have enough support from your team? Focus on strategy: Identify what your firm does well and what your strategy is for success. It is important to look at things from a short and a long–term perspective. Learn from mistakes: Identify mistakes you made in the past year and learn from them. What were the takeaways? Why did they happen? This will help you avoid making the same mistakes in the future. Leverage technology: In this time of AI (artificial intelligence) hype, it’s important to leverage technology to stay ahead of the competition. Consider investing in or upgrading your legal technology tools that can automate repetitive tasks, streamline workflows, and improve efficiency. Involve your team in evaluating these systems. Buy-in when making change is critical! Evaluate your marketing strategies: Are you reaching your target audience? Is your mission and vision represented in your brand? Review your client base to identify any additional areas where you could expand your services and take steps to update your marketing efforts in those areas. Focus on client satisfaction: This is the key to the success of any law firm. Make sure you are providing the best possible service to your clients. Communicating regularly is most important. Updating them with the information they need and ensuring their needs are met will make them raving fans of your firm and will be a tremendous referral source. Assess your staffing needs: Take a step back and look at your team as a whole. Determine if you need to hire additional team members or outsource any work. Law firms have a larger number of options for filling key positions than they’ve ever had in the past. Think through any staffing needs carefully, and do your due diligence if you choose to outsource any roles or tasks. Revisit your procedures: Very few firms are well-oiled machines, although that’s obviously the goal! Take some time to streamline your intake forms, file opening processes, monthly trust account reconciliation, etc. Now is a good time to revamp or draft these procedures for the first time for implementation in the New Year. Take better care of yourself and your team: Health and wellness are important, and you’re not going to make a splash in the new year if everyone is burned out or downright sick. Make sure you and your team are taking good care of yourselves. This includes taking breaks, getting enough sleep, and eating well. Most importantly: Don’t give up. Remember that setbacks are a natural part of the process. Growth isn’t always forward motion. That’s natural! Don’t give up on your goals if you experience setbacks along the way. Stay committed to your journey for both you and your team. Motivating Your Team: Igniting Passion and Performance In the dynamic world of a plaintiff law firm, keeping your team motivated is crucial for both short-term tasks and long-term goals. A motivated team is more likely to demonstrate commitment, produce quality work, and contribute innovatively to the firm’s growth. Understanding the individual aspirations of your team members, acknowledging their achievements, and fostering an encouraging work environment can greatly enhance motivation levels. In this section, we’ll explore effective strategies for boosting your team’s motivation and fostering a conducive atmosphere for growth and success. Motivating your team for the New Year can be a very challenging task. Here are some areas you can focus on and ideas for inspiring passion and motivation: Set clear goals: Help keep your team focused and motivated by setting clear and achievable goals. Make sure that the goals are specific, measurable, attainable, relevant, and time-bound (SMART). Celebrate success: Celebrating success is a great way to motivate your team. REGULARLY recognize and reward your team members for their hard work and achievements. This can be done in various ways, such as giving bonuses, organizing team outings, or simply acknowledging their efforts. Encourage collaboration: Encouraging collaboration can help your team members feel more connected and motivated. Foster an environment where everyone feels comfortable sharing their ideas and opinions. This can be done by organizing brainstorming sessions, team-building activities, or simply creating an open-door policy. Invest in your team by providing growth opportunities: Providing growth opportunities can help your team members feel more engaged and motivated. Offer training programs, mentorship opportunities, or chances to work on new projects. Send them to legal industry events. This will not only boost their confidence, but it can help your team members develop new skills and feel more invested in their work. Communicate effectively: Effective communication is key to keeping your team motivated. Make sure that you are communicating regularly with your team members and that you are providing them with the information they need to do their jobs effectively. This can be done through regular team meetings, one-on-one check-ins, or simply keeping an open line of communication. Have the team write a letter to their future self: Writing a letter to your future self can be a great motivator by setting intentions for the new year. In the letter, they can reflect on the past year and set goals for the future. The letters can then be sealed and opened it at the end of the year to see how far they’ve come. Host a team-building event: Hosting a team-building event can help your team members feel more connected and motivated. You can organize a fun activity, such as a scavenger hunt or an escape room, or simply have a team lunch or dinner. Don’t forget to include any remote workers in these events! Encourage the team to create a gratitude jar: A gratitude jar is a jar filled with notes of things you’re grateful for. You and your team members can write down things you’re grateful for throughout the year and add them to the jar. At the end of the year, you can read through the notes and reflect on all the good things that happened. Set a theme for the year: Setting a theme for the year can help you stay focused on your goals and aspirations. The theme can be a word or a phrase that represents what you want to achieve in the new year. For example, your theme could be “growth” or “innovation.” Wrapping Up 2023 and Seizing 2024 As we bid farewell to 2023 and embrace 2024, I want to reiterate the importance of setting realistic New Year’s resolutions, adhering to them, and transforming them into successful outcomes. Remember not just about setting goals, but identifying clear, actionable steps towards achieving them. It requires commitment, patience, perseverance, and the ability to embrace failure as a stepping stone towards success. Don’t be disheartened by setbacks; they are a natural part of the journey. Instead, use them as learning opportunities to refine your strategies and bounce back stronger. Keep the communication lines open, celebrate every success, no matter how small, and most importantly, take care of yourself and your team. The heart of a law firm is its people – the team behind the scenes that drives everyday operations and long-term success. Healthy and happy individuals form the backbone of a successful law firm. Each step taken towards a motivating work environment is a stride towards the overall growth and success of the firm for the New Year and beyond. Remember, behind every successful law firm is a team that’s motivated, passionate, and ready to conquer challenges head-on. I hope these suggestions and creative ideas help set yourself and your team up for success in the coming year. Here’s to a successful 2024 filled with growth, innovation, and unprecedented success! Good luck!
graphic of man speaking to workers
Leadership
Cultivating Leadership Skills: A Pathway to Business Success
Ah, the holiday season! It’s a time to be grateful for all that we have and to joyfully celebrate with friends and family as we wind down another year. It’s a time to look back on the year, contemplating and preparing goals for the year ahead.
5 min read
Stephanie Demont, Esq.
December 12, 2023
Ah, the holiday season! It’s a time to be grateful for all that we have and to joyfully celebrate with friends and family as we wind down another year. It’s a time to look back on the year, contemplating and preparing goals for the year ahead. It’s also the ideal time to give some thought to the ambitions and career paths of those who drive your business, without whom many of the firm’s desired initiatives and resulting achievements might just remain a wish — the leaders in your firm. According to this year’s Global Leadership Forecast, leaders who understand their career path are four times more likely to find meaning and purpose in their jobs. Stephanie Neal, Director of Development Dimensions International’s (DDI) Center for Analytics and Behavioral Research, was quoted in a recent Forbes article addressing the topic. “Younger high-potential workers want more development, coaching, and feedback on how they can grow as leaders within the company. We found that 50% of younger high-potential workers who received key developmental experiences reported having a stronger sense of purpose at work, compared to only 35% who didn’t receive the same experiences. The research also shows that 85% of young workers want more coaching. Leaders who receive quality coaching from their managers were far more likely to see a clear path to grow at their organization.” From C-suite leaders to mid-level managers and supervisors, the desire for professional growth, promotions, and continuous financial advancement in a firm is something ambitious professionals have in common. However, given the traditional organizational structure of law firms, paths for growth and promotion can seem limited, especially in smaller firms. Unless opportunities are afforded and encouraged, many team members assume they will have to leave to continue to grow. Historically, mid-level managers in law firms would eventually “hit the ceiling” in terms of promotional opportunities unless they went to law school or pursued an adjacent path to further their careers. For many, law school is simply not an option, and for those who stay with the firm, over time, lack of professional development can lead to apathy, job dissatisfaction, and eventually resignation. But it doesn’t have to be that way! There are many ways to grow skills and specialties and advance the development and earning capacity of the leaders in your firm, but we must approach this deliberately to help our leaders follow through to attain their goals. Helping people invest in their own professional and personal development is one of the best ways to retain and reward top talent. Here’s how to do it. Planning and Goal Setting Just as we set production goals and financial goals for the coming year, owners and partners should set aside time to meet with each of their direct report managers individually to discuss their career goals. The simple act of having these one-on-one discussions may yield information about your managers that you might not otherwise know, and the end of the year is the perfect time to have these discussions so that a plan can be mapped out in writing for the coming year beginning in January. The objective is to gauge each leader’s desired growth in the coming year and to discuss how, together, you can develop a cogent plan to meet each milestone. The discussion should include an honest acknowledgment of the manager’s strengths and weaknesses. Owners should provide candid feedback about their observations of the manager’s strengths and areas where they believe their manager could benefit from additional training and/or education. Given the manager’s goals, a reasonable plan with target dates for each milestone should be crafted and agreed upon for the coming year. Budget for Leadership Development Like the legal profession recognized the need for lawyers to take part in mandatory continuing education, all leaders in a firm should be required to keep their skills fresh and evolving. It’s far more likely that leaders will take advantage of learning opportunities when the firm pays the expense and the time invested takes place during business hours. A budget should be created for all managers, supervisors, and emerging leaders for continuing education such as webinars, in-house training such as lunch and learns, live seminars, and skills training courses – both online and in-person. Leaders should be told how much is available in the budget for their use and should be encouraged to take advantage of courses and to read books relating to their career goals. Finally, there are also countless free resources available such as Ted Talks and online periodicals, blogs, and journals. Leaders are readers! Emerging Leaders and Manager Skill Refinement According to the research conducted by DDI, there are five critical skills every emerging leader needs to master. They are: Identifying and developing future talent Strategic thinking Managing successful change Decision-making and prioritization Influencing others Active Coaching Tips for Owners and Partners For owners and partners who actively work in the business (handling client cases, leading meetings, making decisions, etc.), there are many things you can do to make the space for emerging leaders to practice and hone their skills. Hold back during meetings: Instead, allow an emerging leader to drive some meetings. Observe their speaking skills, tone, and preparedness, note opportunities for improvement, and provide feedback. Then, work with the leader and HR/Training to identify the proper training tools to build skills and close the gaps. Break down the silos: Encourage cross-training among leaders. What would happen if your bookkeeper and their assistant quit on the same day? Would anyone else know what to do? A COO or Manager should have a basic working knowledge of your accounting software and how to cut checks if necessary. Cross-training leaders between departments reduces the vulnerability of the firm caused by specialization and provides new and interesting growth experiences for existing leaders. Provide contemporaneous feedback and give annual previews: Much has been emphasized about the importance of conducting timely annual reviews for team members, but too often, managers and leaders aren’t provided the same degree of formal feedback. We often hear, “If they don’t hear from me, they can assume they are doing a good job.” Good leaders want and deserve to know what they do well and where they can improve. When feedback is constructively communicated, leaders gain clarity and become more invested. In addition to annual reviews, leaders should be told what is expected of them in the coming year – a “pre-view.” Often, this discussion relates to KPI goals but should also contain professional development goals, such as representing the firm as a guest speaker at a legal industry event or attending Vista’s annual Law Firm Leadership Summit. Take an interest and follow up: Check-in with your leaders from time to time. Ask them how their milestones are going, whether they are on pace to meet the established target dates, and ask them to tell you about things they’ve learned along the way. Taking an interest in the growth and development of your leaders is a guaranteed way to show you really care. Sandbox solutions: Present an issue and ask them a simple question: “What do you think?” An effective way to test the critical and/or strategic thinking skills of an emerging leader is to invite them into a dilemma and ask how they would handle it. This can reveal tremendous insight into things such as judgment and maturity. Apply the waterline principle: When allowing emerging leaders to make decisions, start with the waterline principle. On a ship, any decision made above the waterline will not sink the ship, whereas any made below the waterline will have catastrophic consequences. Start small but do empower new leaders with making decisions (above the waterline – for now!) Cultivate Leaders, Elevate Your Business The cultivation of leadership within your organization plays a pivotal role in the long-term success and resilience of your business. By setting clear expectations, fostering a culture of continuous learning, and actively involving emerging leaders in decision-making, you not only equip them with the skills and knowledge necessary for their roles, but also show your genuine interest in their professional growth. Leadership isn’t merely about holding a position, but rather about making impactful decisions and guiding others through the journey of growth and success. Make leadership development a priority, and witness how it positively influences your firm’s trajectory.
graphic of doctor with girl patient
Leadership
The Role That’s Revolutionizing Law Firms: Does My Firm Need a Medical Care Coordinator?
A critical element of a personal injury claim is the client’s medical care and resulting records that help to support their claim for losses.
6 min read
Terri Houchin
December 4, 2023
A critical element of a personal injury claim is the client’s medical care and resulting records that help to support their claim for losses. A growing number of plaintiff law firms are taking a proactive stance in this regard, guiding their clients through the maze of medical care with intentionality and innovation. It’s a partnership that has proven to be a win-win situation. On one hand, clients are relieved of an added burden during an already tumultuous time in their lives. On the other, attorneys are empowered to secure the maximum possible compensation on their client’s behalf. And how are law firms stepping up to assist their clients in this area? Let’s delve into these questions. Defining the Medical Care Coordinator Position In order to help clients manage medical care, many law firms are adding a medical care coordinator position to their team. We have seen success using registered nurses to fill this nuanced position. They have the benefit of being able to decipher the client’s medical records and determine what additional care and treatment may be appropriate for the client to receive. This position works well if the medical care coordinator is responsible for reviewing all new cases within 30 days. Ideally, they review the file and pertinent medical records, ensuring that the firm has obtained all test results and applicable records. As we know, sometimes clients present with multiple injuries, and the more severe injuries take precedence. A dedicated medical care coordinator can ensure that all injuries have been documented and the pertinent records obtained. This provides a full-scope, 360-degree view of the client’s condition as it relates to their personal injury claim. It also provides critical information the medical care coordinator would need in order to follow up with the client and ensure they are receiving the treatment they need for all their injuries. Taking the time to properly onboard your clients is important. A medical care coordinator can set the stage for a client relationship that allows them to be comfortable sharing information. Remember, you’re relying on your client to be willing to open up to you about intimate details regarding their health and overall medical condition. That can be tough for some people. Setting the right tone at the very beginning will go a long way toward creating a healthy, productive relationship. A medical care coordinator can develop a comprehensive onboarding process that will ensure clients share information regarding all of their injuries, not just the ones they were treated for in the emergency room. In addition to medical record review and follow-up, a firm’s medical care coordinator should be knowledgeable and be able to provide clients with information like: Where the medical facility or doctor’s office is located The business hours of the medical care facility, specialty office, or doctor’s office If any other clients have received treatment there (of course, we would not provide specifics, but sometimes clients feel comfortable knowing the firm has a relationship with the facility and that other clients have had a positive experience there) What insurance carriers are accepted Estimated waiting time for appointments Any specific preparations required prior to visiting the medical facility Whether transportation assistance is available if needed Why Having a Dedicated Medical Care Coordinator is Critical Creating a medical care coordinator position at your firm also serves to eliminate the “public bathroom cleaning problem.” Here’s the idea: If everyone’s responsible for cleaning the bathroom, then no one’s responsible, and it will likely end up not getting done. Paralegals, legal assistants, case managers, and attorneys deal with heavy caseloads requiring lots of time and attention. If there is some responsibility placed on all of your team members for the critical task of medical records review and medical care coordination, it’s possible that no one is really giving it the necessary amount of attention. Sometimes, the process of nuanced medical record review and effective coordination of a client’s care can get lost in the already enormous to-do piles on other team members’ desks. They may not have the medical knowledge needed to spot red flags in medical records or pick up on potentially overlooked complaints your client has. If you don’t have a dedicated position at your firm that serves to ensure clients’ medical care is a priority, then you have a team of people who may be thinking someone else is taking care of the task! The medical care coordinator should also work to build relationships with medical providers and grow that core network so your firm is better able to serve your clients. This involves establishing relationships with doctors’ offices and medical facilities and building trust and a reliable rapport with them. Being able to get appointments quickly is key to avoiding gaps in treatment and unnecessary pain. This is incredibly important since many medical offices are struggling with staffing issues post-pandemic. Having a medical care coordinator can also forge the kind of relationship where the provider’s office calls us if our client isn’t being compliant with treatment. That will allow us to reach out to the client and have a conversation about their treatment. We can ask questions like: Are you having trouble with appointment times? Are there transportation issues preventing you from getting to your appointments? Is there a misunderstanding or confusion about the importance of your treatment regimen? Are you struggling to establish a good relationship with your doctor? Is the location of the facility making it difficult for you to make it to your appointments? This may help determine the root cause of why a client is not appearing for their appointments and help ensure they remain compliant with medical treatment. Again, a dedicated team member who is able to focus on critical issues like these and create the kind of relationships that are needed to provide critical insight is hugely beneficial. Ongoing Team Training Elevates Your Firm Filling this position at your firm doesn’t mean you can ignore training for your other team members. Ensuring your team is educated on medical terminology is vital. You don’t want adjusters to be the ones to educate your team members on medical terminology! The more your team understands, the better able to assist and support clients they’ll be. If you hire a nurse to fill the medical care coordinator position at your firm, they are the logical choice to help train your team. They can develop a training program for the case management and intake team that covers common medical terminology, how to assist with medical referrals, and what to look for in medical records. When these teams know what to look and listen for, they can be a powerful ally to your medical care coordinator. They will be better equipped to know when to have the medical care coordinator conduct another file review or bring them back into the fold on a particular case if needed. This approach may even add value to the case, as multiple parties are speaking with the client about their treatment and injuries. It helps ensure no red flag symptom or diagnosis slips through the cracks or does not make it into the demand. Also, your team will be able to develop more empathy for the client as they gain a real understanding of what each client is going through. It will help to strengthen their connections and relationships with clients. It can be easy to become desensitized over the years, as a legal team member, to the pain and hardships our clients are forced to endure through no fault of their own. Allowing your team space to understand, on a deeper level, what their clients are going through is impactful. Sometimes, clients are embarrassed to admit that they’re in pain or that their pain is going unmanaged. When you have a team that is well-equipped to listen to and understand your clients, you will be better able to serve and support them. If a client knows that your firm has a medical care coordinator, they will feel less like they’re alone and more open to discussing their issues. Their issues may be related to medical concerns, an inability to pay a copay, concerns about ongoing medical costs, or difficulty getting to and from appointments. No matter what the issue is, having a sympathetic and knowledgeable person to turn to will help to improve the client experience drastically. Focusing on Client Needs The ultimate goal of the medical care coordinator position is to ensure that the client’s treatment is on schedule, their pain is being managed, and that the client is compliant with their treatment. Your firm aims to get your clients fairly compensated for their injuries. The road to recovery for many clients is long and difficult. Supporting them throughout this process is vital. In doing so, you’ll create raving fans of your brand, team, and law firm. Ultimately, that’s the kind of reputation and experience you want to create. The addition of a medical care coordinator can make all the difference in achieving this goal. So, continue building your team, defining roles, and investing in their education and development. It will pay off tenfold when you see happier clients, better case outcomes, and a thriving law firm.
Human Resources
Busy Bragging: A Badge of Honor or a Cry for Help?
In our latest blog by Operations Consultant Dr. Heather Carroll, we will dive into the fascinating world of 'busy bragging' and discover its hidden pitfalls.
6 min read
Dr. Heather Carroll
November 28, 2023
As I sit here, hunched over my keyboard, my coffee cup is on its third refill and it’s not even noon yet. The aroma of caffeine is my constant companion as I juggle a conference call, an ever-growing inbox, and a project deadline that’s fast approaching. My phone buzzes relentlessly with notifications – messages from colleagues, reminders for meetings, and, oh yes, those social media updates that keep me in the loop. I weave through the labyrinth of tasks and feel a strange sense of accomplishment. I’m riding the wave of busyness, my calendar bursting at the seams with commitments. It’s like running a marathon, with each ticked-off task propelling me closer to the finish line. This is what success looks like, right? “Did I tell you about the new project I took on?” I casually mention at the water cooler, my tone dripping with a mix of exhaustion and pride. The nods of admiration fuel me, affirming my status as the office’s ‘busy bee.’ And when I finally crawl into bed at night, the satisfaction of another bustling day keeps me company. Because in this world where time is gold, busy is the new rich. But let me ask you this: Amidst the hustle and bustle, are we truly productive or just caught in the whirlwind of busy bragging? The Phenomenon of Busy Bragging Busy bragging is simply the tendency we have to continuously boast about how busy we are. Do you ever catch yourself juggling deadlines, meetings, and personal commitments, and think, “Wow, I’m really nailing this busy thing?” Have you found yourself at a social gathering, subtly boasting about your packed schedule? If you’ve been nodding along, you might just be a ‘busy bragger.’ Welcome to the club! It’s a fast-paced, exhilarating, and sometimes exhausting world where being busy isn’t just a state of affairs—it’s a status symbol. It happens when we proclaim busy as if it were in and of itself an accomplishment. But let’s pause for a moment (yes, even you, multi-tasker). Is all this ‘busy bragging’ truly a testament to our productivity, or could it be a cry for a better work-life balance? We all do it… we don’t even think about it. I am confident you are, in fact, quite busy, so I appreciate the time you have taken to read about this crazy phenomenon called busy bragging. Is Busy a Badge of Honor? The answer is complex. Perhaps it’s a representation of how important we are. Sometimes, busy bragging manifests as an exaggeration, sometimes as an excuse, and sometimes, you are legitimately as busy as you claim. It can all be busy bragging, though, regardless of the truth behind the busy brag. Have you encountered this? Think for a moment – you run into an old acquaintance, friend, colleague, etc., and you are exchanging pleasantries, including asking how they have been. What percentage of the time do you think the word “busy” is mentioned? Does it often end there, or do you find yourself sucked into conversations about demanding schedules and the hectic grind? If you check your social media feeds right now, how many posts will you see about being on the road again to the next conference or another late night or Saturday in the office? Why do we feel this incessant need to busy brag? To some degree, it’s because, as a society, we have normalized it. For one, we never unplug. We have our phones and laptops with us at all times, so we have not only allowed ourselves to actually stay busy, but we have all set the expectation (by busy bragging) that we should stay busy. But since that expectation has been set, we feel the need to be recognized. We need the validation. Deep down inside, we want praise and admiration for how busy and important we are. We will send that 3:00 am email, and we also REALLY want you to see that it was sent at 3:00 am. If we are busy, then aren’t we hardworking and dedicated? Not necessarily, but I’ll get to that in a minute. If you find yourself making that excuse of being busy frequently, consider that it’s entirely possible that you might not have needed to make excuses if you were less busy, busy bragging! What a tongue twister, huh? How much time are you spending making those social media posts to let everyone know how busy you are? Is busy bragging, making you… dare I say it… busier?? Another reason we busy brag is that it’s a convenient excuse. This might be a tad uncomfortable, but take heart: I am calling myself out here as well. We use “busy” as an excuse. We don’t want to do something, or we dropped the ball on something, or we haven’t kept up personal communication as well as we should… we excuse it by saying how busy we have been. The reality (I did say this would be uncomfortable, remember?) is that we simply did not prioritize the task for which we are making excuses. Consider it in reverse. When are you being given “busy” as an excuse? What you really hear is, “I didn’t prioritize you or it,” right? We are all busy, but the skill of effective navigation lies in prioritization. The Hazards of Busy Bragging Busy bragging may seem like a harmless attempt to showcase our productivity. However, it carries several potential hazards that can have detrimental impacts on our well-being and productivity. Health ImplicationsConstantly being in a state of busyness (whether genuine or manufactured) can lead to stress, which has debilitating effects on the body. It can make individuals more prone to illness and disrupt healthy sleep habits, which creates a dangerous cycle for your body and mind. Impacts on Career and Personal GrowthThere is a growing movement that’s actively pushing back against the act of busy bragging. Mindsets are shifting and red flags are going up more and more often when people hear a friend or colleague constantly busy brag. In fact, according to LinkedIn, when people brag about being super busy at work, it’s not impressive and can actually damage one’s career. Promotes InauthenticityWhen we’re too focused on conveying to everyone around us just how busy we are, we may not be practicing authenticity. This trend is not conducive to genuine connections and emotional well-being. The biggest hazard I want to discuss is that we, as a society, have placed the most value on the wrong thing here. We have placed all this value on being busy. Just busy — not successful, fulfilled, content, or happy. Have we glamorized burnout and stress in our culture? Absolutely. The culture of busy bragging promotes a toxic cycle where success is measured by hours worked rather than the quality of work produced. We’ve managed to develop a deep misunderstanding of productivity. A piece by Forbes emphasizes that being busy doesn’t necessarily equate to being productive. Bragging about busyness often masks a poor understanding of what truly matters in life. Outcomes, not occupied time, should be the focus. When exchanging those pleasantries I mentioned earlier, wouldn’t you rather hear about how your friend’s business has grown or the exciting trip they took with their kids? It’s worth saying again — being busy isn’t a skill, but effective delegation and time management are. Just being busy doesn’t mean your firm is running successfully and efficiently. Being busy with the right things is key. I said earlier I would get back to “hardworking and dedicated”… unfortunately anyone can stay busy. It doesn’t equate to skill, success, or work ethic. Look at those outputs vs. inputs! While it may seem tempting to join the busy-bragging bandwagon, the hazards associated with this behavior suggest a need for a shift in perspective. It’s time to value productivity over busyness and prioritize balanced living over constant hustling. Finding New Focus in Our Professional and Personal Lives I would love for us to collectively place a bigger emphasis on well-being, life balance, and personal and professional fulfillment than we do on simply being busy. I know this will take time, but in the meantime, we can start by focusing more on our actual achievements. When greeting that old friend or making that social media post, stop and consider your message. At Vista, we love to say that words mean things, and they do. Is your message focused on achievement, or is it busy bragging? Can you think of a better message than busy? I know you all have achievements worth mentioning. Heading off to another conference? Why? Because of the grind? Or because you have built a successful business, or even better, because you have built a successful business with a positive learning culture that you are out there embracing for your team and your clients? Do you truly want to be recognized for how busy you are? Or for your outputs? Your meaningful successes? Embrace those achievements, folks! Then work backward. Did we have to be so busy to get these results? Are we prioritizing our time well? Are we delegating effectively? What is the admiration and validation you REALLY want from your friends, family, and colleagues? We can get past busy and get to the good stuff.
Leadership
Thriving at the Helm: The Importance of Self-Care for Leaders
In this week’s Vista blog, Operations Consultant Dr. Heather Carroll will help you slow down and focus on the art of self-care. Firm owners and leaders often feel forced to shove self-care to the very bottom of their priority list, struggling to ever check it off in a given day. That approach, though, is often more draining, causes higher levels of stress, and limits your ability to lead effectively and efficiently.
6 min read
Dr. Heather Carroll
November 20, 2023
We tend to be a society driven by the concept of “hustle” – the need to climb higher, make more money, and achieve professional success. Too often, though, the means to achieve those goals come at the expense of our bodies, mental health, and overall well-being. We can simply push too hard. That’s why the concept of self-care has become a popular topic lately. A quick Google search will point you to a long list of books, podcasts, documentaries, YouTube videos, and self-care experts, all of which will reveal the secret mantras and routines you need to employ in order to take care of yourself. For business leaders who shoulder the responsibility and stress of entire teams and companies, practicing self-care is particularly important. We’ve all heard the saying, “You can’t pour from an empty cup.” If you’re not intentionally refilling yourself on a regular basis, you’ll inevitably run dry and be unable to perform and meet the monumental responsibilities you face. Practicing a healthy amount of self-care will make you a better and more effective leader. So why do we often find that leaders are the ones most resistant to self-care? Unfortunately, recognizing your needs and taking the time to tend to them is somehow misconstrued as a weakness. Leaders often feel they are too busy to reflect on their own needs. They feel they should be able to be strong and power through for the sake of their team. However, recognizing and tending to your own needs is not a weakness. It will make you a stronger and more compassionate leader for your team. If your team doesn’t see you value your own self-care, then what perception does it give them about your valuation of their own well-being? If you let your needs go unmet, then I assure you that you are not leading others to your full potential. As much as you may feel you should push through, exhausted leadership is often ineffective leadership. What are some ways leaders can practice effective self-care? I know, I know…you’re busy. I won’t let you off that easily, though. Regular self-care doesn’t have to equate to impossible-to-meet daily time investments. If you don’t have a lot of time or aren’t ready to embrace the concept of incense and meditation, that’s okay! There are still some powerful things you can do. Understand that self-care is entirely individual. The concept is all about recognizing YOUR needs. Here are some general self-care starter pointers: TAKE BREAKS: If you think you don’t have the time for a break, then consider this: research has proven that taking even small breaks can increase motivation, prevent decision fatigue, increase memory and learning retention, and increase overall productivity! With that increased productivity, you might find that you have more time than you think! Breaks can encompass anything from taking a lengthy vacation to a five-minute step out for some fresh air. Take the effort to schedule some breaks into your day. Don’t wait for the opportunity to arise. It may not. Control your day and your time instead of letting it control you. Schedule a few regular breaks, and then, and this is important, take those breaks! BE MINDFUL: You need to be mindful of your needs. Start each day by asking yourself what your current needs are, then answer yourself honestly. Don’t fall into the trap of confusing your needs with either your wants or your idea of what your needs should be. There are no right answers here. Contemplate your own individual needs and reflect on how you can fulfill them. Throughout your day, stay mindful. Live in the present and be aware of the situation around you. Stay focused. Being mindful will help you tend to your own needs and will make you a better, more compassionate leader overall. In a 2017 article published by the University of Colorado Law School, mindfulness is specifically linked to an improvement in lawyer decision-making, ethics, and leadership. To truly be mindful means that you should keep a flexible state of mind that is focused and sensitive to the present situation. SET BOUNDARIES: Setting boundaries is a way of protecting your own needs. Defined boundaries can serve to protect the areas you decide are most important to you. Along with boundaries, you can set expectations for others. Once you know where you draw the line, you can make that clear to others, thus lessening the need to either continuously say “no” or get sucked into situations that do not gratify your needs. For example, if you decide that you function best when you eat a healthy lunch daily, you need to protect your ability to partake in a daily healthy mid-day meal. Set that boundary and block that time out on your calendar. Let others know that you are not available during that time each day. The consequence of not setting and protecting that boundary is that not only will you function at diminished capacity without your lunch break, but you will ultimately begin to resent individuals and activities causing the interference. EAT WHOLE FOODS: I would be remiss if I didn’t mention at least once that self-care should include making good choices for yourself. Research has linked a healthy diet and regular exercise to better mental function and increased productivity. Specifically, the food we eat has a direct link to cognitive performance. A study published by the British Journal of Health Psychology concluded that consuming more fruits and vegetables increased engagement and creativity among participants. Eat what you like, but make smart choices. Self-care should include equal parts of doing and consuming the things that bring you joy and are good for you. A smart diet can offer a way of practicing good self-care that doesn’t require any additional time in your day. MOVE YOUR BODY: Exercise is important for many reasons, one of which is that your body needs it to stay healthy and energized. Exercise has also been linked to improved mental health and overall wellbeing. Physical activity releases endorphins, reducing stress and improving mood. You don’t have to become a gym rat or train for a marathon (unless you want to!), but find physical activities that you enjoy, such as yoga, boxing, biking, walking, or hiking. It doesn’t have to be a huge time commitment or require a lot of expensive equipment. It just needs to be a practice that you’re able to do relatively consistently. Make it a part of your regular self-care routine to move your body and get those endorphins flowing. CONNECT WITH OTHERS: As social beings, humans crave connection with others, but in our busy lives, creating and maintaining meaningful relationships can often fall by the wayside. I’ve found this is especially true for people in leadership positions. It can be lonely at the top. But making time for social connections is essential to self-care. Schedule regular catch-ups with friends or family, join a club or group that shares your interests, and make an effort to reconnect with old acquaintances. These vital social interactions can be a great source of support, stress relief, and enjoyment. Too, they can provide space away from work to allow you to disconnect and be present. ENGAGE IN ACTIVITIES THAT BRING YOU JOY: A common misconception I often hear people convey about self-care practices is that they take too much time. I understand time is a precious commodity. Self-care doesn’t have to mean adding more tasks to your already busy day. You can practice self-care by engaging in activities that bring you joy and help you unwind from everyday stressors. This could include anything from watching your favorite TV show, reading a book, playing a musical instrument, or taking a bubble bath. Whatever it is that brings you happiness and relaxation, make time for it regularly as a form of self-care. Remember, self-care is about prioritizing your own needs and well-being, so don’t feel guilty for taking time to do the things that make you happy. GET ENOUGH REST AND SLEEP: This is a big one for law firm leaders! Often in my work with firm owners and leaders, I hear complaints about major sleep deficits. You’re the first in the office and the last to leave. And when you get home, you’re still connected (thanks, Smartphones!) and your working hours get longer and longer and longer with each passing year. In our fast-paced society, getting enough rest can often be overlooked in favor of productivity and success. But it’s truly a non-negotiable! Getting proper rest and sleep is essential for both physical and mental health. Make sure to prioritize getting 7-9 hours of sleep each night and create a relaxing bedtime routine to help you wind down from the day. Seriously, don’t underestimate the power of sleep and rest. Your body and mind both need it! SET A GOOD EXAMPLE FOR YOUR TEAM: As I mentioned earlier, practicing a reasonable amount of self-care should not be perceived as a weakness by your team. Quite the contrary when approached thoughtfully! It can and should set a good example for the people around you. Your team needs to know you value well-being, both yours and theirs. Creating a workplace culture that includes and promotes both emotional and physical well-being will ultimately lead to increased performance of your team. That culture starts at the top. As a leader, it is your job to set that culture. Set the example from the top that recognizing and protecting your needs is a crucial element of strong performance. Allow your team to practice self-care and expect high performance in return. Part of being a great leader is having high expectations: high expectations of yourself and your team. Therefore, keep those expectations high, but consider self-care to be a tool you and your team need to practice in order to live up to those high expectations. Don’t shrug off self-care as nonsense or a momentary fad. It’s not. Loads of scientific research back the practice of self-care and the benefits it provides. As leaders, it’s when we learn to manage our whole selves better that we become capable of true leadership. We can’t get there without putting in the work in every area of our lives. Once you begin your self-care journey, you may just find that taking care of yourself means you can take care of everything else. So, start today! Make a commitment to consider your own needs on a regular basis and practice self-care as part of your daily routine. Your mind, body, and team will thank you for it. Enjoy the journey!
Leadership
Recovering from a Post-Event Hangover: Tips and Tactics for Making Impactful Changes at Your Firm
I’d be willing to bet your email inbox and social feeds, on a regular basis, are full of opportunities for legal seminars, workshops, and conferences. The market for such events has become increasingly large, and we’ve heard from many of our clients that they struggle to decide what’s worth attending and what could be skipped.
4 min read
Mary Ellen Murrah
November 13, 2023
The plaintiff legal industry is flourishing with more events and conferences than ever before, each with its own unique appeal and value proposition. The menu of events in our industry caters to various interests and specializations, from CLE seminars to deep-dive mass tort events to tech-focused conferences that offer insights into the latest advancements revolutionizing the industry. With such a diverse selection, legal professionals have the ability to choose events that best align with their professional development goals and areas of interest. Regardless of the event you attend, hopefully, you leave with a wealth of information, practical takeaways, and an opportunity to network with peers. Events can feel like a whirlwind of inspiration, ideas, and knowledge. At Vista, we often see firms struggle with post-event implementation. Firm leadership conveys to us that they are eager to put their newly earned knowledge to good use. Many attendees feel overwhelmed with the burden of turning inspiration and ideas into tangible improvements for their firms. This can lead to feeling stuck, demotivated, and unsure where to start. The sheer volume of data and suggestions can be daunting. It’s like drinking from a fire hose – so much to absorb, yet so little time to fully comprehend and even less time to implement! Translating insights into actionable changes at the firm requires careful planning, prioritization, and, often, a radical shift in established practices. In this blog, we’ll provide useful tips and tactics to help you recover from a post-educational event hangover and make impactful changes at your firm. How to Turn Knowledge Into Impact Initiating change after an educational event can seem daunting. However, with the right approach, it is possible to channel your newfound knowledge into viable improvements for your firm. Transforming your post-event hangover into a productive action plan can indeed be a smoother transition than you might think. These strategic tips and effective tactics will assist you in navigating this process: Take Time to Reflect It’s important to recognize that absorbing the wealth of information and contacts acquired at an event is not an instantaneous process. Give yourself some time to step back, reflect on the event, and allow the knowledge to sink in fully. This pause can provide the clarity needed to sift through the deluge of data and insights, helping you identify the most relevant and actionable items for your firm. Before you dive into making changes, take some time to reflect on what you learned. Write down the top three most valuable things you learned and how they apply to your firm. Take note of what changes need to be made and how you will measure success. This sort of reflection helps clarify your goals and makes it easier to prioritize where to begin. Start With Small Changes Implementing everything you learned all at once can be overwhelming and counterproductive. Start with small changes that are easy to implement and will have an immediate impact. For instance, at Vista University, we spent an entire day on intake, and our recommendations ranged from minimal change (ensuring you have a place to capture whether a case is “wanted” and fits your criteria) to larger scale (analyzing your closed cases to determine if shifts need to be made to your overall criteria.) Begin by adopting one small process effectively before moving on to the next one. Delegate Responsibilities You don’t have to do everything yourself! Delegating responsibilities to others in your firm can help you accomplish more in a shorter period of time. Consider appointing a team to work on specific projects. Often, your team is aware of procedural nuances and can take an idea from ‘law industry’ generic to ‘your firm’ specific if you give them information, parameters, and a deadline. Delegation is a skill, and if your expectation is that you provide a vague account of a presentation and expect magic, you might be disappointed. Create a Plan A strategic plan is crucial to successfully implementing any change. Creating a clear and actionable plan helps ensure that you are not only making progress but also measuring it. Identify who will be responsible for what tasks and set clear deadlines. Remember to create a feedback loop so that you can determine what’s working and what needs to be improved. Get Everyone Involved It’s important to get everyone on board with the changes you are making. This means communicating your objectives, explaining how the new processes work, and training your team so that they can operate more efficiently and effectively. It’s important to tie initiatives to your firm’s mission, vision, and values and to ensure that changes make sense for your workflow, business, and team. At Vista, we have the benefit of seeing many firms, and what works beautifully in one is not always the perfect fit in another. Many times, initiatives, even well intentioned ones, are missing a crucial ingredient: the communication of the why. Explaining the “why” behind new processes and procedures goes a long way to securing buy in from your team. When you bring ideas and suggestions to the team, listen to their objections and address concerns. Your team will be much more likely to buy in and help implement if they are involved! Getting Unstuck Attending post-educational events can be a great way to learn about new tools and strategies that can help you and your firm succeed. However, it’s important to remember that this process is not just about absorbing all the information presented at these events – it’s about using that information to make tangible improvements in your work and the workflows of your firm. By reflecting on what you learned, starting with small changes, delegating responsibilities, creating a strategic plan, and getting everyone involved, you can make the most of all the knowledge and practical takeaways from post-educational events. So next time you attend an event, remember these tips for implementing impactful changes at your firm. Vista Consulting Team – Your Partner in Success At Vista, we take pride in being more than just a consulting service – we are your business resource, dedicated to optimizing operations and driving success for plaintiff law firms nationwide. Every day, we work tirelessly with firms like yours to translate the wealth of knowledge acquired at educational events into actionable, effective strategies. You don’t have to feel overwhelmed or stuck after an event. With Vista, you have a partner who understands the unique challenges of your industry and knows exactly how to turn insights into impact. Our vast experience, coupled with our deep understanding of plaintiff law firm operations, makes us the ideal partner to kickstart your firm’s transformation journey. Don’t let the post-event hangover hold you back!
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Leadership
Turning Participation Into Profit: Achieving Real ROI from Conferences
Have you ever experienced the feeling of total panic before a big meeting where you fixate on one obsessive thought in your head: Will this be the moment when I’m found out - the moment when they discover I don’t really belong here? In this week’s Vista blog, Operations Consultant and Vista Strategist Mary Ellen Murrah shines the spotlight on the phenomenon of imposter syndrome.
6 min read
Mary Ellen Murrah
November 6, 2023
I’d be willing to bet your email inbox and social feeds, on a regular basis, are full of opportunities for legal seminars, workshops, and conferences. The market for such events has become increasingly large, and we’ve heard from many of our clients that they struggle to decide what’s worth attending and what could be skipped. You just can’t do them all, nor should you. These events represent significant time away from the office. If you haven’t done your due diligence, you could find yourself spending weeks and weeks a year away from your firm without ever getting any real payoff. One of our primary objectives at Vista is to help firms and team members see the payoff. In this blog, we’ll help you identify tools for both selecting the right events and making the most of your experience there. Picking the Right Industry Event for Your Needs Too often, I think we don’t do a good job in selecting a handful of impactful, well-suited events and instead opt to stretch ourselves too thin and attend every conference whose ad catches our eye on our social media feeds. So many events in the legal industry promise magic bullets and millions of dollars in revenue increase in exchange for attendance I’ve been in this industry for more than 20 years, and while I’ve seen some impactful and motivational speakers and walked away with some great nuggets, I’ve never received the secret pixie dust to transform a business (spoiler alert – it doesn’t exist. Well, maybe it does, but it involves a lot of hard work, solid processes, the right people, and a well-thought-out vision to implement with intention. It doesn’t involve a cut-and-paste recipe that looks the same for every firm and every business!) I’ve also grown a little weary of the same speakers with the same message or sales pitch. There’s a whole wide world of personalities, perspectives, advice, and ideas out there. So, how do you find those events in a crowded market that will really help you grow your firm, inspire your team, and optimize your firm’s operations? Ask yourself some of these questions when you’re deciding if an event is right for you or not: Does it align with your firm’s practice area? Will you have opportunities to network with other firms and firm leaders? Does it align with your firm’s mission and vision? Will you/your team grow personally and professionally from attending the event? Is the company hosting it reputable? Is the company hosting it familiar with the industry? Is there diversity in the speakers/presenters that may help you find a new perspective? Are the speakers there to sell you a product or service or to really educate or inspire you? Are there sessions that provide practical experience? Is there sufficient time built into the agenda for relationship-building? Once you ask those questions, you should be able to filter out some events that just aren’t well-suited to your current goals or otherwise clearly won’t benefit you. From that culled-down list, take the time to do your due diligence. Ask trusted contacts if they’ve attended previously and see what their experience was like. Would they go back again? Did they gain anything from the event? Our industry is tight-knit enough that you should be able to glean some great information from other’s experiences so you can best invest your dollars in the right events. Crafting an Effective Strategy for Conference Participation Once you’ve selected the right-fit conferences for your needs and the needs of your team, you must take responsibility to ensure your experience there is well-spent and worthwhile. Waiting for a magical conference experience to find you is a passive approach that will likely never yield any meaningful results. Take the initiative to enrich your time at the event and make every moment count. Here’s how: NETWORKIf you picked an event that is well-suited to your role, position at the firm, location, or practice area, then you’re likely sitting in a room full of potential new network members. Go find them! Attend all networking events like happy hours and after-event dinners, take advantage of breaks in the event, read nametags, introduce yourself, bring business cards, and hand them out generously. This can be tough for introverts, but hopefully, you’ve chosen your events wisely, and you can flag people you’d like to meet from the list of attendees, the introductions, or the curated connections conference facilitators can make. Try to view that networking as a chance to expand your trusted circle. It doesn’t have to be you on a stage doing karaoke. Take the approach that feels authentic for you and your personality! BE IN THE MOMENTI know, I know. This one is tough. You’re busy, and you likely feel an immediate panic that stems simply from being away from the office. So, put in the work ahead of time so that at the event, you can truly leave work behind. Make a plan with your team for your absence. Assign out duties ahead of time and ensure your team has ample time to ask questions and prepare for your absence. Make sure they know you’ll be offline and unavailable during the event. Remember, sometimes letting go can result in incredible gains. If you’ve prepared in advance, then really check in to the event. Listen to the speakers. Engage with them. Take notes. Embrace the time at the end of the day to digest everything you’ve learned. ASK QUESTIONSIf you’re attending an event that features insightful, experienced presenters, take advantage of that! Most events encourage attendees to ask questions, so be the first to raise your hand and pick the brains of the industry’s best minds. Bounce ideas off them, ask them to clarify information they relayed in their presentations, and try to get a feel for their approach. It may be different than yours, which could present bountiful opportunities to expand your firm’s potential and paths toward success. Great minds always seek out knowledge and insight from others. The more involved you are, the more valuable the experience will likely be. Allow your hunger to learn to fuel and enrich your event experiences. TAKE NOTESDuring the event, take thorough notes. These will serve as a valuable reference point after the conference and will help you to better retain the information and ideas presented at the event. Include details like the speaker’s name, company information, and key questions asked during the presentation. Was there any content that was impactful to you? Did you have any aha moments during the presentation? Take time after each day of the event to review your notes and reflect on what you have learned. This will help solidify your understanding and allow you to identify key takeaways that can be applied back in your firm. DIGEST BEFORE YOU IMPLEMENTThis is a big one!!! Don’t start sending emails during a presentation asking your team back home to implement some idea you just heard or purchase a new practice management system you just demoed. That’s a poor approach that will almost certainly guarantee failed projects, frustrated teams, and feelings of wasted conference dollars. Instead, take a beat. Listen and learn, then, digest and consider. Take good ideas back home and meet with your team to review and discuss their viability. As a firm leader, you’re likely not aware of some of the nuanced details that go into firm processes. Your team, however, is. They need to be included in plans for big overhaul projects and sweeping changes. You can always put big ideas that aren’t yet ready for implementation into your “parking lot” for later. That way, you’ve captured the idea and can tackle it when the time is right. DON’T SIT AND SOAKIt can be tempting to come to a conference and let the information wash over you. Resist that temptation. While sitting and soaking can be fun and educational, you bring value simply by being in the industry and having experiences unique to you, your firm, your market, or your position. Much of the beauty that comes from conferences is the validation that you’re not alone. Share your firm’s challenges, successes, and questions. Validate others who are struggling with similar issues. Some of the most magical moments I’ve seen at conferences happen when firms share information with each other. DON’T HIDE FROM SPONSORSMost events come with sponsors and often feature an exhibit area. It can feel tempting to walk past those tables without making eye contact as you make a beeline to get a cup of coffee. The most successful people I know are lifelong learners who make it a point to be “in the know” about our industry. Many service providers can give you amazing education on processes or services you weren’t aware of or haven’t visited in some time. Stop by, say hello, and see what’s out there. Even if something isn’t right for you at this time, it’s good to make contacts and be aware of the products and services available to law firms. BE OPEN TO NEW IDEASAttending a conference offers an opportunity to step outside of your comfort zone and explore new concepts. Be open to ideas that may challenge your pre-existing beliefs or methods of operation. You might discover a more efficient process, a fresh perspective on a persistent challenge, or an innovative solution to an ongoing issue. Even if an idea doesn’t seem immediately applicable, it could spark a thought process leading to significant improvements in your firm’s operations. Enjoy the Ride As you embark on your conference journey, remember that the biggest investment you’re making is not financial, it’s an investment of time. You’re taking hours, days, or even a week away from your daily responsibilities to focus on your personal growth and the advancement of your firm. Make the most out of this sacrifice by actively participating, learning, and networking. Find the balance between absorbing new ideas and sharing your own. Getting conference attendance right can make all the difference in receiving a valuable ROI on your investment. That means you must invest time and effort in finding the right events for you, and when event time comes, you have to make it count. Don’t let those dollars dissolve into wasted time away from the office. The payoff? Achieve new goals. Grow your firm. Empower your team. Expand your reach. What’s not to love? The experience will be what you make of it, so set clear goals, stay open-minded, and, most importantly, enjoy the ride.
Graphic image of intake department employees
Intake
Top Five Worst Mistakes an Intake Department Can Make
Mistakes made by your intake team can be damaging. Systemic issues that exist within an intake department can not only result in missed opportunities to sign clients, but they can also, if not addressed, negatively affect your firm’s reputation. The goal of plaintiff law firms is to turn every client and potential client into a raving fan of your firm, regardless of the outcome of the claim. How do you do that?
5 min read
Terri Houchin
October 30, 2023
Mistakes made by your intake team can be damaging. Systemic issues that exist within an intake department can not only result in missed opportunities to sign clients, but they can also, if not addressed, negatively affect your firm’s reputation. The goal of plaintiff law firms is to turn every client and potential client into a raving fan of your firm, regardless of the outcome of the claim. How do you do that? You create a client experience that serves to make people feel heard, informed, and important. This is accomplished by mitigating the common team mistakes through training and ongoing education and by ingraining your firm’s mission, vision, and values into your team. Over the past decade, Vista has had the honor of getting to work with many amazing law firms. This wide lens perspective has allowed us to identify and counter mistakes firms (both big and small) make in their intake department. Here are the top five worst mistakes we see intake departments make and how you can avoid them: #1. They Don’t Treat Every New Call/Lead with the Utmost Urgency. The importance of this cannot be overstated. Potential clients are often juggling multiple concerns, seeking the quickest and most reassuring legal support. If your firm doesn’t respond promptly, they may easily turn to your competitors. The team should not only respond rapidly but also exude warmth and professionalism in every interaction. When every call or inquiry is treated with a sense of urgency, it communicates respect for the caller’s situation, time, and needs. It assures them that they are valued and that their case is a priority. Every call should be treated as if it’s the most important task of the day because, to the person on the other end of the line, it truly is. #2. They Don’t Make Every Effort to Sign the Potential Client Up on the First Call. This might be the first time the potential client has been injured and needs representation. They may be afraid of hiring an attorney right away. If it’s a case you want, but they need more time to think about it, let them speak with another team member. Answer their questions, ensure they feel heard, and explain the process so that it feels less daunting and unfamiliar. It could simply be that they need to hear another voice reassuring them that they are taking the right next step. And it doesn’t have to be an attorney. Consider escalating the call to a peer or Intake Manager. Too, train your team to have rebuttals at the ready for common objections. Sometimes being armed with the right words is all it takes for your team, and the potential client, to feel confident. #3. They Miss Out on Using Quality Control as a Coaching/Training Tool. A great way to continue to grow and develop your team is by listening to call recordings and providing feedback. Sometimes, team members don’t know what they don’t know. They may not even realize there’s a better way to handle a common situation or question. Listening to call recordings together as a team can help identify strengths, weaknesses, and opportunities for improvement. Use these sessions to provide feedback and training on tone, language, and the overall client experience. Allowing your intake team members to listen to their own calls with a discerning eye can be incredibly impactful. Even long-tenured team members can begin to sound mechanical over time. This is a great way to get ahead of that and have confidence that your firm is changing the way people see lawyers one call at a time. Quality control isn’t just about identifying mistakes or shortcomings; it’s also a space to acknowledge and celebrate success. When your intake team members execute a call flawlessly, use that call recording in your training sessions to exemplify best practices. This not only boosts their morale but also sets a clear benchmark for others to strive towards. These feedback sessions should be a safe, non-judgmental space where team members feel comfortable discussing their challenges and seeking advice. It’s important to foster an environment of continuous learning, where every interaction is seen as an opportunity to improve and refine skills. Regular quality control checks and feedback sessions ensure that your firm’s mission, vision, and values are consistently reflected in every interaction your intake team has with potential clients. This consistency in client interaction helps to build trust and credibility, which are crucial in turning potential clients into lifelong advocates of your firm. #4. They Fail to Brand-Build on Every Call. Professionalism and kindness should be the consistent tone throughout every call, regardless of the outcome. You may not be able to help every new caller, but every caller should feel heard and supported. The team should always communicate your firm’s brand values and mission during every interaction, even if you are unable to assist with their specific concern. Provide information about the areas of law your firm specializes in, and offer advice or referrals to other resources if appropriate. In some cases, callers may not have a case that fits your firm’s expertise, but they could in the future, or they may know someone who does. By presenting your firm as a helpful and knowledgeable resource, you can leave a lasting positive impression. Every phone call is an opportunity for branding, even if it doesn’t result in immediate business. Include them in marketing efforts like newsletters and birthday greetings. They’ll remember your name, and, if the need ever arises, you’ll be the first firm they reach out to. #5. They Don’t Know Their Numbers! What is your conversion rate? Wanted rate? Attrition rate? The best firms measure and analyze their numbers…then improve upon their personal best. Law firms produce huge amounts of data on a daily basis. It’s essential to track and analyze this data to understand the strengths and weaknesses of your intake process. By knowing your numbers, you can identify areas for improvement, measure success, and make data-driven decisions. Tracking your conversion rate (the percentage of leads that turn into clients) is crucial in understanding the effectiveness of your intake process. A low conversion rate may indicate issues with your team’s response time, communication skills, or follow-up procedures. It can also signal that there are gaps in the services you offer or in the way you market your firm to potential clients. Similarly, tracking the wanted rate (the percentage of cases that meet your desired criteria) and attrition rate (the percentage of potential clients who do not sign up with your firm) can provide valuable insights into the quality of your leads and the effectiveness of your intake process. By monitoring these numbers, you can make strategic changes to improve your firm’s overall success. The best, most successful firms are using that data to drive business decisions, develop and hone standard operating procedures, and motivate team members to raise the bar. Your intake team should be aware of their key performance indicators (KPIs), and they should aim to meet their goals every month. The good news? Fixing these huge mistakes and improving your processes doesn’t have to be something earth-shattering. A small tweak can turn a stumbling block into a stepping stone. Take the time to work with your team to ensure they have the tools, training, and expectations to deliver top-quality client service day in and day out. Your intake team can help your firm build on its stellar reputation. They should truly see themselves as brand ambassadors who are on the front lines. If they embrace this role, your firm will land the leads they want and surpass once-distant milestones. Your intake team is the first point of contact that potential clients have with your firm and first impressions matter. An efficient, professional, and empathetic intake team can differentiate your firm from the competition, enhancing your reputation and improving client satisfaction. So, invest time in training your team, listen to their concerns, and help them understand their role in creating a positive client experience. Your effort will not only drive the success of your intake process but also contribute significantly to the overall growth of your firm.
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Human Resources | Leadership
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.
5 min read
Kendall Abbott
October 23, 2023
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!
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Leadership
Driving Ambition: Understanding the Motivational Factors for Generation Z
Generation Z, those folks born between 1996 and 2010, has uniquely thrived in the digital age, demonstrated resilience in the face of climate challenges, adapted to evolving financial landscapes, and demonstrated remarkable strength during the COVID-19 era. As the second-youngest generation, they are surrounded by the wisdom of millennials ahead of them and the bright future of Generation Alpha following in their footsteps.
5 min read
Terri Houchin
October 16, 2023
Generation Z, those folks born between 1996 and 2010, has uniquely thrived in the digital age, demonstrated resilience in the face of climate challenges, adapted to evolving financial landscapes, and demonstrated remarkable strength during the COVID-19 era. As the second-youngest generation, they are surrounded by the wisdom of millennials ahead of them and the bright future of Generation Alpha following in their footsteps. In the pursuit of nurturing a stronger sense of connectivity within the ranks of their organizations, forward-thinking law firm owners seek insight into the motivations and values of Generation Z to facilitate enhanced engagement and productivity. Through teachings and observations, I’ve gleaned wisdom into some of these key motivating factors. Then, it struck me like a bolt of lightning illuminating the darkness. My children are Generation Z, so why not consult the very stars that cast light upon my life’s path? As fate would have it, or perhaps the universe’s wry sense of humor, our family beach trip was coming up, presenting seven hours of confined car time to pose my question. With everyone nestled in their seats and nothing but the open road stretched ahead, I curiously asked, “What motivates you to work?” I couldn’t help but be fascinated with their opinions and revelations on the inner workings of motivation in the modern workplace. Here’s what I learned are the top motivators for the unique members of Generation Z: Culture and Genuine Passion Both of these ingredients are non-negotiable. This generation values an environment that embodies a positive and inclusive culture where their unique perspectives are respected and celebrated. Beyond that, Gen Z is driven by a profound desire to do work that truly matters to them. They seek purpose and fulfillment in their careers and endeavors, driven by a deep-seated belief that they can make a meaningful impact on the world. And they want their workmates to be equally passionate about their work, too. That means they tend to motivate others and bring out the best in their colleagues. Fair Pay Competitive compensation is essential to motivate Generation Z. They’ve done their homework and researched industry standards to ensure their salary and benefits packages align with market rates. Take note: This generation is willing to do the research and hold you accountable based on what they find. Compensation that reflects their contributions motivates them to perform at their best. Equally remarkable is their proclivity to explore alternative career avenues should they perceive that their current employer underestimates their worth. Realistic Expectations This generation has a firm grasp on what can reasonably be accomplished in a work day. Organizations that set and uphold realistic expectations around productivity and performance provide Gen Z’ers with a workplace where they thrive. By recognizing the value of balance and ensuring that tasks align with the available time and resources, employers empower their teams to excel without undue stress. This approach not only fosters a positive work environment, but also leads to more sustainable success and accomplishments that are truly meaningful. Customer-Focused This generation highly values brands that are customer-centric and socially responsible. Being part of a customer-focused team allows them to contribute to building a positive brand image. Plus, customer-focused work allows them to directly see the impact of their efforts on real people, aligning with their desire for meaningful work. One of my children initiated a conversation with their employer, which led to identifying an inefficient process that could be streamlined and automated. This optimization would result in increased customer interaction and connection. This discovery exemplified their employer’s commitment to customer-centric practices. Training and Accountability These two critical practices hold a special place in the hearts of Generation Z. They understand that continuous learning is the key to staying relevant and excelling in a fast-paced world. By valuing training, Gen Z can acquire new skills and adapt to evolving challenges with ease. They are lifelong learners at heart! What a powerful asset to have on your team. Moreover, they appreciate accountability because it instills a sense of responsibility and ownership in their endeavors, empowering them to make a meaningful impact. In a world where change is constant, Gen Z’s commitment to training and accountability ensures they remain agile, competent, and ready to tackle any challenge that comes their way. Embrace Technology Generation Z boasts remarkable tech-savviness and embraces the seamless integration of technology within the workplace. In today’s rapidly evolving technological landscape, the wisdom of experience meets the promise of innovation. Embracing new technology isn’t just a choice; it’s a strategic imperative. For the older generation entrusted with the helm of firm technology, this is the moment to harness the power of the digital age. By embracing new technology, you unlock the potential for efficiency, improved decision-making, and expanded horizons. It’s a testament to adaptability, a commitment to progress, and a legacy of leadership. Seize the opportunity, for in this fusion of age-old expertise and cutting-edge tools rests the formula for future success. Relaxed Dress Code Cutting back on overly stringent dress requirements is a welcome relief for this generation that values comfort, individuality, and practicality. It eliminates the stress of adhering to rigid clothing norms, allowing them to focus their energy on tasks and strategic thinking rather than their attire. Bonus: they look forward to casual Fridays, proudly showcasing company-branded attire. If your organization is still clinging to outdated dress code practices, it may be a good time to sit down and take a closer look at the policy and the why behind it. Team Bonding This generation loves fellowship and connection. For them, outside the office is more than just fun; it’s this generation’s secret sauce for success. It’s a chance to break down barriers, strengthen connections, and foster a sense of camaraderie that transcends the workplace. Law firms that choose to lean into this trait reap the benefits of a stronger and more connected organization. Go team! Modern Office It’s more than just a workplace for Gen Z. A state-of-the-art facility is a canvas for creativity and innovation, a reflection of their spirit. It’s also a welcoming environment where extending warm greetings to guests and visitors is a breeze. Communication and Transparency Both of these organizational attributes are paramount to Generation Z. Raised in a digital age of instant information and connectivity, this generation places a high premium on open, honest, and authentic communication. They crave transparency because it aligns with their values of trust and fairness. In a world where misinformation and hidden agendas are all too common, Gen Z seeks clarity and authenticity in relationships and their workplace. It’s important to note that motivations can be highly individualized, and not all members of Generation Z will be driven by the same factors. Also, motivations can evolve over time as individuals’ goals and life chapters change. I wholeheartedly urge you to initiate candid conversations with your team. Seek out members from every generation that comprise your organization. Ask them questions that can help you understand what drives them, like: What are they looking for? What motivates them? What are you doing right? What can you do better? These dialogues become the pathway to unite generations and unveil the distinct motivators inspiring each team member. By taking this proactive stance, you pave the way for a workforce united in harmony and motivation, fostering an environment of empathy and teamwork that enriches us all.
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Leadership
On Second Thought: The Lesson of Digesting
As I have acquired additional seasoning in life (aka gotten older), I’ve learned to appreciate words of wisdom from those even more seasoned than myself. I will deny writing this blog if you let this secret out, but one of my favorite mentors to learn from is the one and only Tim McKey.
5 min read
Amanda Hankins
October 9, 2023
As I have acquired additional seasoning in life (aka gotten older), I’ve learned to appreciate words of wisdom from those even more seasoned than myself. I will deny writing this blog if you let this secret out, but one of my favorite mentors to learn from is the one and only Tim McKey. Tim is known for his famous “Timisims,” random sports trivia knowledge, and playlists like no other. Believe me, without this leader in my life, I wouldn’t know a quarterback from a linebacker, what “too much sugar for a dime” means, or why Tim talks about Billie Joe every 3rd of June. I have been privileged to listen to Tim present dozens of times on many different topics. A couple of years ago, Tim was presenting on the topic of self-awareness to a mastermind-type group Vista hosts twice a year. At the time, this seemed like another touchy-feely, get-to-know-your-inner-self lecture. But the more I listened, the more I learned (from Tim, of all people!). The takeaway for me from this presentation was about “going with your second thought.” Challenging myself to not go with the very first thoughts, words, or actions that jumped into my head meant giving my brain a moment to process before allowing my Enneagram 1 (gut triad) self to think, speak, or do. For those of us who are natural reactors, fixers, or doers, this simple life lesson can be a difficult one to learn and take to heart. How second thoughts lead me down the path toward growth Over the past couple of years, I have tried to reflect and become more self-aware in my professional and personal life. Honestly, up to the point of hearing Tim speak about second thoughts, I wasn’t taking time to pour into myself. I was just hoping I would acquire growth and development with more trips around the sun. If you had asked me then, I would have told you I was too busy and too consumed with day-to-day work to make time to invest in myself. If there’s one thing you should take away from this blog, it’s this: You are important. Your growth is important. As Tim would say, “We all have the same 24/7 – MAKE time.” There have been four vital tools I have used to grow, both personally and professionally. These tools have made a great impact and have helped me dig deeper into who I am and why I approach things the way I do. I can honestly say the practice of pouring into myself has exponentially increased the rate of my growth as a person and professional. For me, books, podcasts, an impactful mentor, and moments of sincere self-reflection have made all the difference. I am much more self-aware now, not perfect, but more aware. Most likely, I will never have the poise and self-control my mentor Stephanie Demont possesses, but I am much more in tune with the impact I might have on someone, good or bad. Because the path of second thoughts and the journey of growth for me means embracing the idea of generosity in spirit and knowledge, I wanted to share a few of my go-to tools. PODCAST Recently, Craig Groschel enlightened me with a couple of points in his leadership podcast while speaking with Albert Tate regarding the art of vulnerable communication. The questions posed during this conversation were powerful and allowed me to really go far beyond the surface. He had me asking questions like: What is it like to be on the other side of my leadership? Do those I lead think of me as patient, kind, and approachable or disorganized, grumpy, and aloof? What is my impact in a room? I know my intent, but what is my impact? Do I pull people into conversation or make those in the room fearful of communicating their ideas and opinions? The key takeaway for me: When you are an impactful leader, your energy will affect the room. If I am not careful, my confidence and lack of fear to speak up will push down a more passive individual in the conversation. MENTOR In the demanding and complex world of law, mentorship holds a power that cannot be underestimated, particularly for women navigating their way in this industry. A mentor in the legal profession is not just a guiding light but a catalyst for confidence, knowledge, and empowerment. Studies have shown that mentorship is instrumental in addressing the ‘women’s recession’ in law, providing essential support, unprecedented opportunities, and robust advocacy. The power of mentorship in the legal industry goes beyond individual relationships. It shapes the future of the field, paving the way for greater diversity, inclusion, and equality. In 2023, I set a goal to seek out and capture my very own mentor. I hoped to find a strong woman who understood the legal industry, was down to earth, and made me feel safe in a no-judgment zone. This sounded like a unicorn. The powers that be gave me the confidence to reach out, and I am happy to say I have met with my mentor for the past three months. This work has been profound and immeasurably meaningful. Having a sounding board to listen, understand, and provide powerful feedback to you is just an incredible experience. If you don’t have a mentor, I encourage you to go out and find one. BOOKS Expanding your library on a regular basis is a critical step toward developing a broader perspective and learning how to understand yourself on a deeper level. If you think you don’t have time to read books, I’ll encourage you to revisit Tim’s take on time in a day. To put it simply: Make time. Here are two of the books I’ve crossed off my list recently: The Sum of 4 by Blue Stiley is a must-read. Blue discusses four elements to unlock your own equation: mentor, develop, execute, and succeed. Emotional Intelligence by Daniel Goleman is a staple to help with self-awareness, as well as managing and recognizing emotions in others. SELF-REFLECTION I was determined to become more emotionally intelligent by learning to keep all emotions in check (the good, bad, and ugly). I have always been a very kind, empathetic person but could flip a switch and become judgmental and ruthless when someone didn’t agree with my point of view. So, one of the first steps in my process was to pay close attention to motivators and triggers in my life. I have developed an intentional practice of self-reflection. I take time to sit with myself, to ask some hard questions, and to consider moments. I do this with as little self-deprecation and harsh criticism as possible. That can be a tough task for many and can even discourage some from embracing a practice like self-reflection. You’re your worst critic, right? Try this: Think about the way you speak to someone you love. When you begin a practice of self-reflection, remember that voice. Speak to yourself with honesty and candor, yes, but also kindness and understanding. You’re on a journey, and you’re incredibly brave for that! In the presentation I mentioned, Tim also discussed the definition of the word sonder. Coined by John Koenig in his Dictionary of Obscure Sorrows: sonder is “the realization that each random passerby is living a life as vivid and complex as your own — populated with their own ambitions, friends, routines, worries and inherited craziness — an epic story that continues invisibly around you like an anthill sprawling deep underground, with elaborate passageways to thousands of other lives that you’ll never know existed…” People are experiencing their own successes and accomplishments, trials and tribulations, life and death. I get wrapped up in my own life, and if I am not careful, forget there are eight billion other people in the world who have their own individual experiences. As you walk your path, remember it’s a great big world, and people are complicated. Take it easy on others and on yourself. “The more you practice self-awareness, the more your second thoughts will become your first.” — Tim McKey
graphic of boss and heroes
Leadership
Quiet Power: Unleashing the Leadership Potential of Introverts in Your Law Firm
Hi, my name is Heather, and I am an introvert. It’s true. In large gatherings, I am the one off to the side or purposely surrounding myself with those who are in my comfort zone. Not the picture that pops into your head when you think of the personality of a strong, confident leader? That one-dimensional trope, though, is outdated and incomplete. Don’t write introverts off just yet when building out your leadership team.
4 min read
Dr. Heather Carroll
October 2, 2023
Hi, my name is Heather, and I am an introvert. It’s true. In large gatherings, I am the one off to the side or purposely surrounding myself with those who are in my comfort zone. Not the picture that pops into your head when you think of the personality of a strong, confident leader? That one-dimensional trope, though, is outdated and incomplete. Don’t write introverts off just yet when building out your leadership team. When we think of a strong leader, we tend to picture that outgoing personality, the person who can instantly command a room. We think of those leaders who can talk to anyone and everyone and win them over with that charismatic smile and personality, right? I truly think introverts get overlooked in their leadership potential way too often. Extroverts: take comfort, I am not proposing that introverts make better leaders, I am simply saying that there is value in diversity within leadership teams. Finding a good core leadership team for your firm is crucial to your growth and success. It’s also no easy feat. Identifying the right individuals, developing them, and putting them into positions that embrace their strengths, is a seriously intentional process. So, it would be a shame if you had team members with real leadership potential sitting untapped in your firm. Let’s lose the stereotypes. There is no standard for a great leader, and diverse personalities and skill sets will only strengthen your leadership team and your firm. The skills a leader needs So, what makes an introvert a successful leader? Obviously, each individual is different… I am not proposing that all introverts possess the same strengths and weaknesses, but there are some common traits that introverts tend to possess that can translate into excellent leadership skills. These are the types of skills that can create connections, broaden perspectives, and encourage innovation. That means they are skills your firm likely needs and can’t afford to ignore. Great Listeners While introverts do not tend to command the conversation, they can be excellent listeners. They tend to avoid interrupting. They take the time to absorb and understand what is being said to them. Then they generally reply in a calculated, well-thought-out manner. Knowing that their supervisor, team leaders, etc., will take the time to hear and understand their concerns can be a huge comfort to your team members. Also, because introverts play a deeper listening than speaking role, they may pick up on clues or details in a conversation that others could overlook. Their contributions to conversations often include thought-provoking questions that lead to more substantial conversations overall. Introverts may not enjoy networking the way that extroverts tend to, but they tend to create deeper, more meaningful relationships with those they meet and talk to. These deeper connections can also help them relate to their team in a constructive manner. They have a natural ability to gain deep insight into their employees’ strengths and weaknesses. This can allow them a unique ability to offer effective coaching and support to their team members when needed. Excellent Problem Solvers Introverts tend to be very observant. They may notice details in a room, situation, system, or conversation that others might overlook. They may be the first to notice red flags that could signal a problem situation. This allows them to be very proactive leaders. Because introverts tend to weigh situations and information thoroughly before taking action, you may find them less inclined to deploy temporary or band-aid solutions and more inclined to evaluate options and devise comprehensive solutions to complex issues as they arise in your firm. Risk-takers Extroverts are often known for their risk-taking. They make big bold moves — which often pay off. Introverts can be risk-takers as well, but they have a tendency to go at those risks a little more cautiously. They tend to take well-thought-out, calculated risks. Introverts may be less likely to play the lottery as they calculate the risk against the reward. Introverts look and think, then take calculated leaps. Being introverted doesn’t mean you won’t take risks, but you likely choose which risks to take a tad more strategically. This can actually be a great balance for your leadership team. Having a mix of introverts and extroverts on your team can add a great checks and balance system to your risk-taking and planning. They are Humble Introverts, in general, are unlikely to boast and brag because they are simply less likely to want to draw that attention upon themselves. Therefore, they are often more than happy to share credit for success with their colleagues and team. This is generally a trait that garners them high levels of respect from others. Leaders who display humility can inspire more commitment and teamwork in their team. This does not mean leaders should not exhibit pride in their accomplishments or confidence in their abilities. It simply means balancing pride with humility can help make them well-respected leaders. We are all individuals. All introverts do not necessarily exhibit all of these traits. Too, you may find these same qualities within many extroverts. However, what I challenge us all to do is to let go of that stereotypical image of the bold, outspoken leader. If you don’t, you will overlook individuals within your team that may have real leadership potential. We all need leadership development — so look to balance out your leadership team with diverse personalities. It will pay off for you in the end. Stay true to yourself Fellow introverts, I have a challenge for you, as well. Have you ever found yourself trying to channel your inner extrovert in order to get ahead? In order to be seen, heard, and noticed as an effective leader? It’s exhausting, isn’t it? Perhaps it is because you don’t have an inner extrovert! Perhaps it is because you are who you are, and that’s okay! So, I challenge you to stop. Have confidence in your own leadership style. Not only are your own introverted qualities valuable, but studies have actually shown that when introverts attempt to act more extroverted than they naturally are, it causes them to underperform. The time and effort you are putting into being unnaturally extroverted is a distraction and disruption to your natural performance abilities. There is no one standard pattern for an excellent leader. Leaders come in all shapes and varieties. Embracing your own strengths and unique abilities, while seeking to further develop and improve your weaknesses is what will set you apart as a strong leader. "Quiet people have the loudest minds" — Stephen Hawking
graphic of band
Leadership
The Swift Way to Success: Unraveling Leadership Styles from Taylor Swift's Groundbreaking Eras Tour
Taylor Swift has been a key voice in almost every playlist I’ve created since middle school. I will unabashedly turn her tunes up and sing along. Her music makes me happy and has always connected with me.
6 min read
Caroline Younger
September 22, 2023
Quotes about the tour “A once in a lifetime phenomenon” – Variety “A masterclass in pop ambition” – Los Angeles Times “A career spanning victory lap” – Rolling Stone “The most impressive stadium show ever conceived” – uproxx Taylor Swift has been a key voice in almost every playlist I’ve created since middle school. I will unabashedly turn her tunes up and sing along. Her music makes me happy and has always connected with me. I first got to see her perform live at LSU’s Tiger Stadium when I was in high school. That show was unreal. So, when she announced her Eras Tour, I knew I had to be a part of it. I saw her epic and amazing show in Chicago this year, and I am heading back in 2024 with my sister and nieces in tow. Now, why should you be paying attention to a pop icon’s latest tour? Taylor Swift is not only a global pop icon, but also an astute business leader, constantly innovating and crafting her brand in an industry marked by fierce competition and rapid change. Over the years, Swift has shown a knack for redefining her image and music to appeal to a broad and evolving audience. Beyond the stage, she has negotiated multi-million dollar contracts, fought for artists’ rights against streaming giants, and built an impressive music empire, all of which underscore her business acumen and leadership prowess. As a woman in a predominantly male industry, her achievements are even more noteworthy, making her a role model for women aspiring to leadership roles in their respective fields. If you have surfed any type of news outlet in the past five months, I’m sure you have seen a headline or two revolving around Taylor Swift! Swift has planned 146 shows across five continents to pay homage to her 17 years of music. The Eras Tour is a testament to Taylor Swift’s adaptability, a key trait of effective leadership. Swift’s ability to reinvent herself across different eras of her music while still staying true to her core values is truly remarkable. From country crooner to pop princess, each era is distinct yet unmistakably Swift. This tour, with its diverse setlist, inclusive audience engagement, and seamless choreography, serves as a shining example of Swift’s ability to lead a team, adapt to changes, and stay authentic, all while creating an unforgettable experience for her fans. This tour has been fascinating to witness, as it’s not just a musical journey through her diverse portfolio; it is also a masterclass in leadership. As one of the most prominent figures in the music industry, Swift’s evolution as an artist and leader is on full display during the tour. In this blog, let’s take a look at this rock star’s recent accomplishments and see what she can teach us about efficient and effective leadership within law firms. Great leaders embrace diversity and inclusion. I am sure you have heard that good leadership embraces diversity and inclusion. (If you haven’t, you need to read more Vista blogs!) I think that statement is true and very important. Having a dynamic and inclusive team allows for enhanced creativity and innovation within a group of individuals. These types of teams lead to more dynamic problem-solving and can create a competitive edge for your firm in the marketplace. With each team member bringing different experiences and perspectives to the table, you are more likely to elevate your successes and consistently reach better outcomes than firms that have less diverse teams. During the Eras Tour, Taylor Swift displayed this idea of embracing diversity and promoting inclusion. Swift’s lyrics resonate with a wide range of listeners. With every album, she’s elevated her craft, and often, that elevation has been a result of her willingness and openness to see things from different perspectives and intentionally work to expand her own worldview. Swift’s music resonates with people of all ages, backgrounds, and walks of life. Within the 10 eras that she displays during the show, she is able to pull the heartstrings of those young, wild, free, in love, heartbroken, vengeful, and the many emotions in between. Her empathetic approach to storytelling is what draws people in as she acknowledges and validates diverse perspectives and shared experiences. This approach draws in a wide range of listeners, which ultimately has made this tour so successful. There’s evidence of clear growth and evolution in her library. That’s an impressive trait as an artist and a leader. Not only does Swift’s storytelling lyrics embrace diversity and inclusion, but her choice of tour openers fortifies her commitment to this concept as well. More than half of Swift’s tour openers are members of the LGBTQ+ community, making the Eras Tour the most LGBTQ-friendly in recent memory. Swift has been vocal about issues of gender equality and diversity in the music industry. She has used her platform to advocate for greater representation of women and minorities in the industry. That’s a leader who puts their beliefs into action. Her team for this tour is also one of the most diverse and inclusive the industry has seen.  The “Eras Tour” showcases a wide array of talents – from seasoned musicians to dynamic dancers – each bringing their unique flair and expertise. Swift has purposefully curated a team representing various backgrounds, experiences, and skills, fostering a rich tapestry of diversity. This approach to team composition not only reflects the real world but also contributes to the tour’s extraordinary success. It brings different insights, creative ideas, and problem-solving techniques to the forefront. Swift’s commitment to diversity and inclusion is a powerful lesson for leaders in any industry, illustrating the benefits of embracing different perspectives and experiences. Diversity and inclusion are critical topics, especially in the workplace. It is important not only from an ethical standpoint, but also for improving decision-making, attracting clients, retaining talent, addressing any bias, and fostering innovation. As leaders, we should strive to create diverse and inclusive environments where everyone feels respected and valued. By doing this, we unlock the full potential of all our team members. What leader doesn’t want their team to work at their full potential? Quality leaders treat their team like royalty. It has been reported that Taylor Swift gave over $55 million dollars in bonuses to the crew of her Eras Tour.  The crew includes her dancers, sound crew, catering staff, and truck drivers. They all received a check and a handwritten letter from Taylor. WOW! Talk about taking the time to show your team how much you value them. Now, don’t read that as good leadership gives out lots of money or large bonuses. That’s not the point. What I am saying is that good leadership treats their team well, recognizes hard work, and gives honor where honor is deserved. Any person knows that putting on over 100 concerts night after night takes hard work, so for Swift to recognize those who helped make her show possible is a leadership move that I can stand behind. Many law firms that we come across want to treat their teams well. It’s important to note that doesn’t always mean money. Yes, of course, a yearly performance (if the team member performed well) bonus is great, but what about small gestures throughout the year? Many team members would love to have sodas in the break room, casual dress one day a week, or a food truck Friday once a month. Little things done on a consistent basis add up and convey to your team how much they mean to you. Treating those who work hard to do something special can go a long way. Take a note from Swift’s book and recognize those who work hard day in and day out for their clients. Thoughtful leaders understand the power of connection. One of the most remarkable aspects of Swift’s tour is the strong connection she has with her audience. Through her lyrics, she has built a sense of unity and belonging with her fans, but she has also studied her audience and crafted experiences to deepen and solidify her relationship with them. She added more tour dates and has a movie coming out in October to cover the tour. She wants to allow as many opportunities as possible for her fans to experience her epic tour. The want is there, and she delivered. To date, Swift has sold out every show that tickets are available for purchase! That’s impressive! Another fun and impactful experience that Swift has provided for her audience is the trading of friendship bracelets. In her song, “You’re On Your Own, Kid” Swift sings about making friendship bracelets. At each and every show you can find thousands of fans connecting with others over the trading of bracelets they have made.  Taylor set the stage and her audience bought in and made new connections with people at each show. That’s such a cool way to create community amongst a group of people who have at least one thing in common. Through Swift’s actions, she teaches us the importance of fostering meaningful connections with others, valuing relationships, and emphasizing the importance of moments together. The power of connection is a huge way to display quality leadership within a law firm. As you know, for plaintiff law firms, many high-value cases are the result of word-of-mouth referrals. Making that connection with your clients or future clients is so powerful. Take the time to listen to their story and display empathy. This starts as soon as the phone rings and is fostered throughout the life of the case. Every touch to a client is an opportunity to make a connection with them that in turn could lead to another case and another opportunity for the law firm. Too, show up in your community. Support local events, fundraisers, or festivals. Integrate your firm into the DNA of your community. Your team will take notice as will a whole sea of potential clients. Taylor Swift’s exemplary leadership approach transcends the music industry and offers valuable insights that can be applied across multiple sectors, including law firms. The importance of fostering diversity and inclusion, recognizing and rewarding the efforts of team members, and building strong, meaningful connections with clients are all significant aspects of successful leadership. Swift’s methods illustrate how prioritizing these elements can not only enhance the work environment but also contribute to achieving overarching business objectives. Therefore, business leaders would do well to consider implementing these strategies within their own organizations. Now, take a note from this set list and go rock out at your firm!
graphic image of law scale
Leadership
That Dude Gets Paid More Than Me?!?!: Why Pay Equity Matters
Every year on September 18th, International Equal Pay Day is celebrated as a reminder of the continued gender pay gap that exists worldwide in the workforce. While progress has been made in recent years, women still earn, on average, only 81 cents for every dollar earned by their male counterparts (less for women of color).
6 min read
Mary Ellen Murrah
September 18, 2023
Every year on September 18th, International Equal Pay Day is celebrated as a reminder of the continued gender pay gap that exists worldwide in the workforce. While progress has been made in recent years, women still earn, on average, only 81 cents for every dollar earned by their male counterparts (less for women of color). As leaders in our organizations and in the legal industry, it’s our responsibility to take action to create pay equity. In this blog, we’ll explore what pay equity is, why it matters, and what to do if you find your firm falling short. What is pay equity? Pay equity refers to the principle that all team members should receive equal pay for equal work, regardless of their gender, race, ethnicity, or other personal characteristics. I’ve spoken with firm leaders who hear this and think it means that every paralegal should make the exact same amount. Of course, there is room for nuance, and that’s where pay ranges come in. A pay range allows you some flexibility to account for differences in things like education level, years of experience, and stellar performance reviews. Pay equity does not mean every person in the same job receives the exact same pay. Pay equity does mean that those doing the same job or jobs requiring similar skills all fall into the range set for that position. When we create pay equity in our organizations, we are ensuring that all employees are treated fairly and with respect. Why does pay equity matter? Creating pay equity in your firm is not only the right thing to do, it’s also good for business. When we pay all employees fairly, we increase employee morale and engagement, boost productivity, and decrease turnover. Additionally, organizations that prioritize diversity, equity, and inclusion are more likely to both attract and retain top talent. By creating a workplace where everyone is valued and treated fairly, we also contribute to a more just and equitable society. The employment landscape has been the wild, wild west since COVID-19 began. It’s still considered an employee market, and younger generations have shed the fear and secrecy surrounding discussions of pay. Your team members are likely much more comfortable openly discussing their pay and actively seek organizations with pay equity. Employment laws protect them in having these open discussions. That’s right: It’s both perfectly legal and healthy for your team members to discuss their pay. Your team members are talking, and you’d be wise to create a culture of pay transparency if you want to continue to attract and retain the best people. As a leader of people, there have been times in my career where I’ve had access to payroll and seen firsthand how a well-meaning organization can end up with serious and disheartening pay disparities. It happens innocently enough. We ask candidates about their past salary history and base their current pay on that, leaving women and people of color in an impossibly deep hole and inheriting the inequities they’ve likely experienced throughout their careers. That’s why it’s critical to pay by the job and not by the candidate! We capitulate to people asking for a raise that puts them outside their pay range because we are scared to lose them. We cave to threats and end up on the losing end of negotiations, giving a squeaky wheel all the grease while dedicated and excellent team members continue to work hard and hope their efforts will be rewarded when the time is right. That’s not leadership, and it’s certainly not smart business. We get too busy to keep up with market trends. We see the insurance renewal numbers, we know how much the team-building activities cost, and we speak with other firms who don’t provide the work environment we do. We get jaded and think our people should be grateful and should know our grass is the greenest. We feel personally hurt when they ask for a raise or a salary review. This “pay by default and feeling” strategy is hurting our businesses and creating pay disparities. There is a better way. How to conduct a pay audit Instead of operating on one-sided negotiations, past pay, feelings, and possibly deep-seated unintentional bias, conduct a pay audit of your organization. This is a crucial step in creating pay equity. A pay audit involves analyzing your organization’s pay practices to identify any discrepancies and ensure all employees are being paid fairly for their work. Here are some steps to follow when conducting a pay audit: Gather relevant data and do your leg work: First things first – do you have job descriptions in place for all your team members? This is a fundamental first step in identifying which jobs require similar skills and tasks. We can’t create pay ranges for positions if we don’t know the work those positions entail! Create a spreadsheet that lists every job title in the organization with the relevant fundamental tasks, required educational level, required certifications, and other critical details. Slot those positions in order from entry-level jobs to high-level management positions. Consider factors like experience, education, and training as you rank the positions. Inevitably, there will be some judgment calls as you map out these positions. This step is both art and science, and that’s okay. Create pay ranges: You’ll want to review the current pay for those positions as well as review market data to determine if your current pay falls below, at, or above market for your area. You can work with an HR consultant to conduct a market analysis, pay for reports that list out market rates, and do some digging online (knowing that all sites are not created equal when it comes to reporting salaries.) Typically, entry-level jobs have a narrower pay range, and high-level management positions have wider pay ranges. You also have a decision to make. Maybe you want your firm to lead the market, paying a higher rate than other firms to attract top talent. Maybe your aim is to pay right at market rate, or perhaps you want to lag the market and pay below market rate, knowing that some other aspect of your firm (like culture, training, prestige, or other benefits) will still attract top talent. Whatever your decision, be consistent across the board and add your pay ranges to your spreadsheet, keeping your payroll budget in mind throughout this process. Identify pay gaps: Once you’ve done your analysis, it’s time to look at your current team and analyze their pay. Identify any disparities in pay between male and female employees, as well as other demographic groups. You may be surprised by what you find here if you haven’t taken the time to look at this with a lens of pay equity in mind. I’ve been in this position and was appalled to discover that the only male in a fundamental position at an organization I led was paid significantly higher than his other five female counterparts, doing the exact same job for the same length of time, with equal education. How had this happened on my watch? It needed correction immediately. Address any disparities: This is the most crucial step. If pay gaps are identified, take steps to address them, such as adjusting salaries or re-evaluating job descriptions. This is called right-sizing. It can feel painful, but it’s absolutely necessary. It can also result in team member buy-in and increased retention. Imagine how an employee would feel if you PROACTIVELY approached them to let them know your analysis indicated that a pay raise was in order! Firms may balk at the budget needed to close the pay gap, but keep in mind that budget is not an acceptable defense to a discriminatory pay gap claim. Discuss solutions you can afford and create a plan with a timeline to institute those solutions. As a general rule, you should only raise salaries to right-size a pay gap, not lower the higher ones. Monitor progress: Conduct regular pay audits to ensure that any pay disparities are corrected and that your firm is aligned with the principle of pay equity. This is an ongoing process, as pay is a moving target. This approach helps your organization have pay equity, and it also helps you have cogent conversations at review time. If your pay ranges are transparent and a team member is asking for a raise that puts them out of range, you have an objective rebuttal. When a star team member asks for a raise that places them out of range, it’s time to flip that conversation. Consider instead if there is a path for growth for them. What’s the next stepping stone that comes with a higher range? What steps could they take to put them in the running for that position? The answer doesn’t have to be a no. It can be a cogent conversation about growth. Creating pay equity in our organizations is both a moral and business imperative. By committing to this principle, we can create a workplace where everyone is valued and treated fairly and which attracts and retains top talent. Pay equity isn’t just about compliance; it’s about doing what’s right and ensuring every single member of your team is on an equal playing field. We work in the legal industry, where you and your firm fight daily to ensure justice – Let’s commit to creating a more equal and just legal industry by prioritizing pay equity in our organizations.
graphic image of boss leading team
Leadership
Shape it Up: Building a Profitable Firm from the Inside Out
In mathematics, congruency is a term that describes the property of two objects being equivalent in shape and size. Congruency is an important concept in geometry and is used in various fields, such as engineering, architecture, and physics, where accurate measurements and matching shapes are essential.
5 min read
Guest Author
September 11, 2023
In mathematics, congruency is a term that describes the property of two objects being equivalent in shape and size. Congruency is an important concept in geometry and is used in various fields, such as engineering, architecture, and physics, where accurate measurements and matching shapes are essential. While math is awesome – I’m a law firm coach… so I’m going to ask you to think about the shape of your firm. If it’s unruly, under-disciplined, flabby around the op expenses, needing a little kick in the proverbial pants, or just simply getting by…we have one principle to fix the shape: Look at the core. Look at your leadership team. I believe that congruency is one of the most important aspects of leading your law firm. So listen up, math fans…because it doesn’t just apply to shapes anymore! Who are you? Authenticity is a crucial aspect of effective leadership. Authentic leaders are those who are true to themselves, their beliefs, and their values and who display these qualities consistently in their interactions with others. The importance of authenticity in leadership, the characteristics of authentic and congruent leaders, is how we get the firm to yield its highest potential. Why does it matter? First of all, authenticity in leadership is critical because it fosters trust and builds strong relationships. When leaders are genuine, honest, and transparent, their followers are more likely to trust them and feel connected to them. Authentic leaders are able to build strong relationships because they are perceived as being trustworthy and approachable. This trust and connection can be critical in times of crisis or change when employees may feel anxious or uncertain. In such circumstances, employees will look to their leaders for guidance and reassurance, and leaders who are authentic are better equipped to provide this. Second, authenticity in leadership is important because it creates a positive work environment. Leaders who are congruent with their authenticity are more likely to create a workplace culture that is inclusive, supportive, and empowering. This is because every day they are able to bring their whole selves to work and encourage others to do the same. When employees feel that they can be themselves at work, they are more likely to be engaged and productive and less likely to experience burnout or disengagement. Remember how painful it was to replace that kick-butt paralegal? Yep, that, too, can be fixed with authenticity and congruence. Authenticity in leadership is also important because it helps to inspire and motivate others. Authentic leaders are able to communicate their vision and goals in a way that is inspiring and motivating. They are able to do this because they are passionate about what they do and genuinely believe in their vision and goals. When employees see their leaders’ passion and commitment – and their actions show congruency, they are more likely to be inspired to work towards achieving the same goals. Authentic leaders are also able to provide feedback and recognition in a way that is sincere and meaningful, which can be a powerful motivator for employees. What’s your shape? Understanding the shape of your law firm requires an intimate look into your organization’s inner workings. It’s about more than just the numbers on a balance sheet or the number of cases won. It involves listening to the heartbeat of your organization – its culture, its people, and its vision. Consider your team dynamics first. Are your team members actively engaged, pulling together towards shared objectives? This isn’t just about outward teamwork; it’s about a deep-seated alignment of values and aspirations. Are your colleagues supportive of each other’s growth and development, building a nurturing environment that fosters mutual respect and collaboration? Next, evaluate the respect within your workplace. Respect isn’t a one-way street, and it isn’t just about professional courtesies. It extends beyond the boardroom, permeating every interaction, every decision, every communication. Is there an environment of genuine respect that appreciates the unique contributions every team member brings? Finally, assess the shared vision. Does everyone on your team understand the mission of the firm and how their role contributes to that mission? Is there a clear strategic direction that everyone is committed to? Is your team’s vision congruent with the firm’s, and is everyone motivated to achieve shared goals? When you see positive responses to these questions, you’ll know your firm is well on its way to achieving true congruence. This isn’t a one-time assessment; it’s a continuous process – an ongoing commitment to nurturing an authentic and congruent shape for your law firm. Creating the mold Okay, so you’re bought in. You’ve signed up for the tough hot yoga course in leading your firm. Let’s see the ways that you – and your leadership team – can build these muscles: Self-awareness: Authentic leaders have a deep understanding of their own strengths, weaknesses, and values. They are able to recognize their own biases and limitations and work to overcome them. Get a mirror, folks – or a business coach. Transparency: Authentic leaders are open and honest in their communications with others. They are willing to share their thoughts and feelings, even if it means being vulnerable. This is tough…be patient if this is a new skill. Consistency: Authentic leaders display their values and beliefs consistently in their interactions with others. They do not change their behavior depending on who they are interacting with. Ahem, this is congruency – like the geometric shapes we talked about. Empathy: Authentic leaders are able to put themselves in others’ shoes and understand their perspectives. They are able to listen actively and respond with empathy and compassion. Courage: Authentic leaders are willing to take risks and stand up for what they believe in, even if it means going against the status quo. The practice of continuous improvement Developing authenticity is an ongoing process that requires self-reflection, self-awareness, and a willingness to learn and grow. This isn’t a get-skinny-fast scheme – this is about kaizen. Here are some strategies that leaders can use to develop authenticity over time: Reflect on values and beliefs: Take the time to reflect on what is most important to you and how your values and beliefs align with your leadership role. Identify any areas where you may have conflicts or inconsistencies and work to resolve them. Practice self-awareness: Develop a regular practice of self-reflection and self-evaluation. This may involve journaling, meditation, or seeking feedback from others. Build strong relationships: Develop strong relationships with your employees, peers, and mentors. Seek out feedback and advice from those you trust and respect. Be vulnerable: Be willing to share what is going on in an authentic and open manner. So, kick off your shoes, leaders of law firms…because our cardio class starts in five. It’s not easy – but the results yielded with congruency – where the leaders are filled with authenticity – are boundless. Because, my friends, it turns out that your law firm is best when the truest and most spectacular parts shine from the inside out. About Sara Frasca, CEO, Point NorthEast: With the curiosity of Galileo and the tenacity of a street fighter, Sara Frasca is an innovation and business growth expert. Honing her skills at senior leadership roles in both Corporate America and the world of startups, Sara now serves as Chief Executive Officer for Point Northeast, a global business coaching firm. She helps leading organizations cultivate human imagination, build a culture of accountability, and solve complex problems to drive business growth. Sara is the go-to resource for leaders seeking competitive advantage and sustainable success by harnessing alignment, marketing, and data. Prior to Point Northeast, Sara spent 13 years at General Mills in multiple leadership roles. She was also an account director at the interactive agency ePrize, leading the forefront of digital transformation for Fortune 500 brands. Sara is the founder and proud owner of Trasca & Co. Eatery, and was named the 2017 Female Entrepreneur of the Year in Jacksonville, Florida.
graphic image of team
Human Resources
Jumping Through Hoops: Don’t get caught up in the hiring game
Interviews are a fundamental part of the recruiting process for any business. In this week’s Vista blog, Recruitment Coordinator Sarah Waggoner walks you through what a robust interview process entails.
4 min read
Sarah Waggoner
September 1, 2023
Let’s face it: NO ONE enjoys jumping through hoops…BUT…we tend to jump a lot, don’t we? I know as a working mom to three young children, my hoop-jumping game is stellar, to say the least. Merriam-Webster defines the idiom “jumping through hoops” as the act of doing a “complicated or annoying series of tasks in order to get or achieve something.” Who knew this was even in the dictionary? Nevertheless, I love Mr. Webster’s choice of words to describe this common phrase…complicated or annoying. Quite the contrast, right? Complicated implies these hoops could be challenging. Annoying is quite the opposite.  Personally, I choose to view those complicated hoops as a challenge…that’s the competitive athlete in me, especially if the outcome is rewarding. The annoying hoops, though, seem to be just that, ANNOYING. The Cambridge dictionary defined the popular idiom using these words, “to have to do a lot of things that seem difficult or unnecessary in order to achieve something.” Cambridge seems to think the hoop jumper’s perspective plays a part in determining if the hoops are difficult or unnecessary. Difficult and complicated OR annoying and unnecessary, hoops are around every corner. It’s important for us to examine those hoops and how they might play a part in the key areas of our firm. In today’s blog, let’s look at hiring hoops and how they might be deterring potential team members from applying to become part of your organization. If you were to ask a marketing director or someone in direct sales if they want their advertising to cause their potential customers to jump through hoops to buy their product, what would they say? Well, NO, of course. I can imagine you would say the same of your clients. You don’t want them to jump through hoops to find your firm, and I can bet you’ve worked relentlessly to make your sign-up process seamless and non-hoop-like, right? Part of the customer service aspect of your firm relies heavily on a streamlined procedure. The same needs to be said of your hiring process. My colleague, Kendall Abbott, wrote an incredible blog series on creating and nurturing unforgettable first impressions. (If you missed them, check out Part 1 and Part 2.) Your hiring process could be a person’s first glimpse of your firm. What first impression are you creating? Have you taken a deep dive into what you are asking potential team members to do before they can submit an application to work for you? Could your expectations be viewed as flaming hoops of fire? They might not seem that way to you, but from the candidate’s perspective, they could be very annoying and highly unnecessary. Keep in mind these hoops might look good to the insider, but are they really serving the right purpose and getting the best candidates through your door? The Top Three Hiring Hoops to Avoid Too many clicks or action steps: Tim Sackett, SHRM-SCP, a technology expert and author, recently said, “The greatest advertising in the world won’t fix your terrible apply process!” Whether your potential team member has come across your ad on a job board or your firm’s career site, the next steps must be very clear. DO NOT LET YOUR APPLICATION PROCESS “turn off” potentially excellent candidates by asking them to set up a username and password to access the application page or follow a unique set of bizarre instructions to apply. While you, the hiring manager, might see these tasks as a tool to “weed” out candidates, they could be doing just the opposite. These “action items” could deter candidates from applying at all. It’s important to be very clear in what the next steps should be. It’s perfectly acceptable and necessary to ask something of the candidate. In fact, we recommend it. After submitting their resume either through the job board or your company’s website, ask them to send you an email answering one or two specific questions. There is no need for the application process to be a hoop your potential team members need to jump through. Timed assesments: First off, let me say that all assessments are not BAD. At Vista, we simply view assessments as a tool, and how you use that tool is equally as important as the tool itself. BUT…there is a time and place for assessments. Having a potential candidate complete a timed assessment as part of the application process is one more hoop for them to jump through and, quite frankly, where most A+ players drop out of the process altogether. Not every candidate has the same set of skills. You must determine if these application assessments are measuring something meaningful and applicable to the job itself. If the answer is yes, perhaps place that assessment as part of the second phase of your hiring process and NOT part of the initial application. Candidates want to be known AND valued by their future employers. These assessments should never take the place of having an actual conversation. Call the candidate or email them and explain the reasoning behind the test and why it’s important. Yes, it is adding a step for the hiring manager, but it establishes a rapport that is otherwise lost. If used correctly and placed in the right “phase” of your hiring process, these assessments can be a wonderful part of the onboarding process, not to mention, a candidate’s personal development within your organization. Pre-recorded interviews: There are tons of online platforms these days used for screening potential candidates.  One of the newer features I have seen asks candidates a series of questions and requires them to complete a video recording of their answers.  Hard stop here. If candidates don’t have access to video capabilities, they are automatically left out.   Not to mention, this more than likely requires them to create a profile, username, and password to continue. It also adds more clicks to the application process. You are sending a VERY clear message to your potential candidates: They aren’t worth a face-to-face interview! Nine times out of ten, should they pass this pre-recorded interview, you are going to bring them into your office for an in-person interview and ask them these same questions again.  This “ask” of a candidate is a HUGE hoop.  To a candidate, this action suggests that you and your organization don’t know how to interview. While that may not be the case, it’s important to look at these hoops from the candidate’s perspective.  While it might save you time, it’s costing time to the candidate. Take the time to look at your hiring process as if YOU were the candidate. Are you making a good first impression through what you are asking the candidate to do and the language in the ad? Do the hoops communicate the warm and friendly culture you’ve created at your office? Or do they come across as difficult and annoying? While some of us find it fun and challenging to jump through hoops, others tend to shy away from them. In the end, the hiring process isn’t a game. If your application process isn’t clear and concise, you could be losing those quality candidates you are so desperately searching for.
graphic image of lawyer wack a mole
Human Resources | Leadership
Unlocking Efficiency: The Power of an Operations Manual
What’s the one essential resource every firm needs to reduce turnover, improve employee engagement, and consistently ensure a high-quality work product? The operations manual. Those who have one and use it properly know the power of this tool. Those who don’t are doomed to a life of frustration, repeating the same mistakes over and over again.
5 min read
Stephanie Demont, Esq.
August 28, 2023
What’s the one essential resource every firm needs to reduce turnover, improve employee engagement, and consistently ensure a high-quality work product? The operations manual. Those who have one and use it properly know the power of this tool. Those who don’t are doomed to a life of frustration, repeating the same mistakes over and over again. Trying to run and scale your business without one is needlessly difficult, so before you spend one more dollar on marketing, read this blog! You’ve crafted a solid vision and mission statement, hired enough people, and seem to be well-positioned for growth, but the same problems continue to reoccur. Pockets of team members are just phoning it in. Some seem checked out and confused, lacking both energy and enthusiasm. Turnover is too high, and intake and case handling quality are inconsistent. You may have a few experienced team members who are repeatedly asked to train new hires, but many new hires leave shortly thereafter, or worse, stay and underperform, weighing your firm down. You’ve heard how helpful procedural manuals can be, but your team doesn’t have the time to write a manual, they are too busy handling cases! At Vista, we have encountered this situation in countless firms. Sadly, many managers think this is just the nature of the business and that it has to be this way. It doesn’t! There is a solution. It’s an operations manual that incorporates your customized client service standards with proper instructions on how to use your case management software. The operations manual is so much more than just a training or a reference tool. It is a game changer. It’s essential to ensure a consistent, high-quality client experience every time. The bottom line is that if you want to compete with the best in the business, you can’t afford not to make the time to create your own. The advantages of having an operations manual It serves as a training tool for new hires as well as a back-to-basics reference tool for veteran team members. It provides the content for consistent, standardized training and increases the likelihood that the same high-level quality will be delivered by everyone every time. It reduces the number of repeat questions fielded by senior team members. Legal work requires attention and focus. Every time a co-worker is interrupted with a question, more time is required to recover and regain focus on the original task. This is inefficient and, over time, can cause stress and friction among team members. Rather than repeatedly asking the same questions of already busy paralegals, team members can now go look up the answers themselves. It reduces turnover because trying to memorize every procedural rule learned in initial training sets new hires up for failure. They need a resource to go to when they forget the right way to do something. Many team members don’t want to bother their team leader or another paralegal by asking too many questions, so instead, they will just complete the task wrong or not complete it at all. Employees do not enjoy having to do this, they just don’t feel like they have a better option. Eventually, lacking proper training and support, these people will leave. Now, your senior paralegals, who already handle full caseloads, will need to stop what they are doing and train another new hire who may or may not stay. This is a vicious cycle! Team members are most engaged and thrive when they know exactly what to do and how to do it. They leave at the end of the day knowing they did great work for their clients within the specific guidelines of the firm. The clients are happy, the team members are happy. Win/win! How to eat the elephant If you’re thinking creating an operations manual is a big task, you’re right. Getting a solid, well-thought-out operations manual in place takes time and commitment. So, for an already overwhelmed firm, who should complete this project? It’s usually choreographed by the office manager, operations manager, or COO, but that doesn’t mean they should attempt to complete it all themselves. First, assign a project manager. Then identify and choose one subject matter expert from each phase of case handling, beginning with intake. The project manager should call a meeting with all subject matter experts to explain the goal of the project and outline the plan. This will involve explaining that each subject matter expert will be responsible for writing a rough draft of their phase on how to handle cases within your firm’s case management system and within your client service expectation guidelines. The drafts should provide a detailed explanation of how to complete each step in the case stage process. Including screenshots from your case management system is strongly encouraged. Remember, every team consists of different types of learners. Visual learners need screenshots, in fact, they’ll be lost without them, and your manual will be ineffective. Next, the project manager should decide how many rough drafts should be submitted before the final draft is due. The project manager should then enter the plan with the subject matter experts’ names and target completion dates into your project management software or simply a calendar. Due dates are important. Do not skip this step! Finally, the project manager should schedule the next meeting for the same day the first drafts are due. The project manager should review each first draft for content and for consistency in terms of the level of detail provided by each subject matter expert. Some drafts will likely be written in general terms, some in more specific terms. Because the more specific, the better, the best version should be shared by the project manager as an example of how much detail is expected. Each subject matter expert should polish up their drafts and submit the appropriate content and detail in draft number two. This process should continue for at least three drafts until the project manager deems the final draft complete. At that point, the final draft should be handed off to someone in the firm who can automate it into a learning management system (LMS). While you do not need to use a learning management system (a Word document or PowerPoint with screenshots would do), screen recording software is particularly useful for visual learners. If, however, you craft a written manual, be sure to break it up into brief paragraphs and use lots of screenshots from your case management system. What should my operations manual include? Begin at the beginning. Every operations manual should have an introduction to the philosophy of your firm, your vision, mission, and core values. This sets the tone for your firm’s culture. It should also contain a table of contents. The first section might begin with instructions on basic telephone hardware use and instructions on how the firm greets clients, including scripts. The table of contents should continue in order of case stage handling through the disbursement process and close with specific techniques on how to brand build and market to former clients. Keeping it alive Now that you have done all the work in crafting this masterpiece, don’t let it sit on a shelf! The Operations Manual should be a living document and must be updated continuously as tools, workflows, and procedures change. Appoint someone responsible for doing this task. While it should be made available to everyone in the firm, it is not enough to expect your team to read it or watch the tutorials in their spare time. Trainers or team leaders must make time during the day to train and conduct refresher training in small groups using the manual regularly on an ongoing basis. This will keep their skills sharp and reinforce your firm’s commitment to quality case management. Once these steps are in place, EVERYTHING gets better. Repetition is the key. Now you are ready to grow your firm with a standardized approach and a solid foundation in place!
graphic image of growing the firm line chart
Human Resources | Leadership
From Small Seeds to Big Success: Overcoming Growing Pains in Your Law Firm's Journey
Do you remember when you were a kid waking during the night with pain in your legs, calves, and thighs? I can remember many tearful nights when my mom would have me soak in a warm bath and take Children’s Tylenol to ease what she called growing pains. My mom would promise the pain wouldn’t last too long, that I was growing stronger and taller. She was always right, and I would feel better by the morning.
9 min read
Amanda Hankins
August 21, 2023
Do you remember when you were a kid waking during the night with pain in your legs, calves, and thighs? I can remember many tearful nights when my mom would have me soak in a warm bath and take Children’s Tylenol to ease what she called growing pains. My mom would promise the pain wouldn’t last too long, that I was growing stronger and taller. She was always right, and I would feel better by the morning. Much like my childhood growing pains, personal injury law firms experience a similar phenomenon as they expand in revenue and team size. With well over 50,000 personal injury law firms in the US, I am sure someone out there can relate. Let’s face it: growth can be downright painful. I’ve had the opportunity to work with firms in the industry from coast to coast and of all shapes and sizes. The similarities I’ve seen in the growing pains lead me to write this blog. There are peaks when the pain seems unbearable, even so horrendous, you might question why you ever decided to hang a shingle and start a law firm. While a warm bath and a heavy pour of bourbon might ease the adult business owner’s pain, it’s not going to subside until you learn how to grow as a leader. In fact, until you’re ready to relinquish some responsibilities and trust your leadership team, you might be in for many sleepless nights. Your firm’s leadership must evolve over time if you want to be successful. In this blog, I’ll look at firms of varying sizes, dissect some of their specific growing pains, and provide tips on overcoming them at every benchmark. Law firms with up to 15 team members Where you are For firms under a total of 15 team members (team members defined as every person that works at the firm, including the owners), you can get away with rapid, quick-fire change. You know that glorious timeframe when everyone still knows everyone, you try to make it to each other’s celebrations,  leaders are expected to have an open-door policy, there’s no problem too small or large, and you want everyone to feel like “family.” Who needs meetings, we all eat lunch together, isn’t that enough? You may have thought of yourself as a “boutique” practice or a “start-up” at this size. You pride yourself on being able to really get to know all the clients that trust your brand. All team members wear multiple hats, and as a leader in the firm, you are under a microscope by your team and must lead by example with professionalism and integrity. There are not many processes, and each team member might have their own way of taking care of tasks because no one has taken the time to think about a standardized firm way of doing things. Where to go next This is the perfect time to empower your team and implement streamlined processes that can support future growth. Here are some key steps you can take to navigate this transition: Standardize and Document Workflows: Start by identifying recurring tasks and creating standardized workflows for them. Document these processes in a clear and accessible manner, ensuring that every team member understands how to approach each task efficiently. This will not only promote consistency, but also streamline training for new hires. Invest in Technology: Explore legal practice management software or case management systems that can automate routine administrative tasks. By leveraging technology, you can reduce manual errors, improve efficiency, and free up valuable time for more strategic work. Encourage Collaboration: Foster a culture of collaboration among your team members. Encourage regular communication and knowledge-sharing to foster creativity and innovation. Consider implementing project management tools or internal communication platforms to facilitate seamless collaboration. Delegate Responsibility: As your firm grows, it’s crucial to delegate tasks and responsibilities. Identify team members’ strengths and distribute workload accordingly. Delegation empowers your team and allows you to focus on high-level strategies and client relationships. Continued Professional Development: Invest in ongoing professional development opportunities for your team. This could include attending legal conferences, participating in webinars, or enrolling in courses specific to your practice area. By sharpening their skills, your team will be better equipped to handle complex cases and deliver exceptional service. Remember, embracing change and implementing efficient processes now will set a solid foundation for future growth. While it’s essential to maintain the personal touch that sets smaller firms apart, combining it with streamlined operations will allow you to scale and meet the needs of an expanding client base. Law firms with up to 40 team members Where you are Congratulations! You’ve successfully grown your practice to include 30-40 team members, and revenue has soared to eight figures. It’s astounding to see how far you’ve come, but you may be feeling a mix of excitement and overwhelm. With a growing team, you’ve likely outgrown your office space and find yourself encountering unfamiliar faces in the hallway. While you still cherish personal connections and maintain an open-door policy, the demands of managing a larger team are stretching your already busy schedule. Meetings dominate your days, leaving little time for lawyering. If you haven’t implemented processes, manuals, handbooks, and disciplinary procedures, it’s time to take a pause and reassess. Your seasoned team members may also voice concerns about preserving the family-like atmosphere amid rapid growth. At this vital stage, it is important to have developed a strong leadership team to work side by side with the owner and second in command, probably a COO or very skilled Firm Administrator. The leaders are typically in the role of overseeing legal operations, non-legal operations, marketing, and finance. You can get away without an actual Human Resources department, but not for much longer. Owners typically have a hard time letting go at this stage since, not too many years ago, they did almost everything without help. Understand this reality: Most days, you probably want to nail your door closed. Where to go next As your firm continues to flourish, it’s essential to strike a balance between maintaining a close-knit culture and implementing the necessary procedures to support your expanding operations. Here are some key considerations for this stage: Scale Your Leadership: As the firm’s leader, it’s crucial to delegate responsibilities and empower your team members. Identify individuals who can lead various departments or practice areas, allowing you to focus on strategic decision-making and client relationships. By distributing leadership and fostering a sense of ownership, you can navigate growth while preserving the essence of your firm. Establish Clear Processes and Documentation: Take the time to develop comprehensive processes, manuals, and handbooks that outline the firm’s policies, procedures, and expectations. This documentation will provide consistency, ensure everyone is on the same page, and serve as a valuable resource for new hires. Regularly review and update these materials to reflect any changes in your firm’s structure or practices. Invest in Next-Level Technology and Automation: Consider implementing advanced legal technology solutions to streamline your firm’s operations. Practice management software, document automation tools, and client management systems can help you automate repetitive tasks, reduce errors, and enhance efficiency. This will free up time for you and your team to focus on delivering exceptional legal services. Cultivate a Positive Work Environment: As your firm grows, pay close attention to maintaining a positive work culture. Encourage open communication, foster teamwork, and provide opportunities for professional development. Regularly check in with your team members to address any concerns or challenges they may be facing. Remember, a happy and engaged team is more likely to deliver exceptional results to your clients. Embrace Change: Growth often requires adapting and evolving. Embrace change and encourage a growth mindset among your team members. Be open to new ideas, encourage innovation, and embrace technology as a tool for growth rather than a threat to the firm’s culture. Navigating growth while preserving the family-like atmosphere requires intentional effort and strategic planning. By implementing effective processes, embracing technology, and cultivating a positive work environment, you can continue to thrive and deliver outstanding legal services to your clients. Law firms with up to 80 team members Where you are If this was a dream of yours and you’ve made it to this level, please pause to pat yourself on the back. You have celebrated many firm anniversaries by now, 5, 10, 15+ years of serving clients in your community. Your leadership team has doubled in size with the addition of an HR Director, a New Business Director, a Client & Community Outreach Lead, and a CFO. Your marketing team has you at events shaking hands and kissing babies, being filmed while you learn bizarre Tik Tok dances, and you are bogged down with service providers wanting to help you build your brand. At this point, you might not visit the office daily or ever visit the satellite offices. Your leadership team has done a good job structuring meetings, and providing you with great scoreboard reports so you know if you are winning or losing, but your head is probably spinning with so many ideas it’s hard to slow down and smell the roses. Where to go next As your firm continues its upward trajectory, it’s crucial to consolidate your success and lay the foundation for sustainable growth. Here are some key steps to consider: Establish Local Leadership: If you’ve opened additional office locations, ensure that each one has a dedicated leader. These leaders should be cross-trained to handle all essential duties, guaranteeing operational continuity even if someone needs time off. By empowering local leaders, you can foster a sense of ownership and accountability at each location. Revisit Processes and Documentation: Growth often brings changes, and it’s vital to keep your processes, meetings, reports, and handbooks in line with your evolving firm. Regularly review and update these resources to ensure they reflect the current needs and challenges of your expanding team. Streamline workflows, eliminate any redundancies, and incorporate feedback from your team to create efficient systems that support productivity and collaboration. Continue Investing in Professional Development: As your firm grows, invest in the professional development of your team members. Offer training programs, mentorship opportunities, and continuing education to enhance their skills and keep them aligned with industry trends. By prioritizing their growth, you’ll foster a culture of continuous improvement and attract top talent to your firm. Stay Connected to Your Purpose: Amidst the rapid growth and expanding responsibilities, remind yourself and your team of the firm’s purpose and values. Regularly communicate and reinforce these guiding principles to ensure everyone remains aligned and motivated. Celebrate your achievements as a team, and don’t forget to take a moment to appreciate the journey you’ve embarked upon. As you continue to build your firm’s legacy, remember to strike a balance between ambitious growth and maintaining a supportive and engaging work environment. By investing in your team, revisiting processes, and embracing technology, you’ll position your firm for long-term success. Law firms with over 150 team members Where you are You’ve hit the big time! There’s a chance your growth from 80 – 150 happened at an accelerated rate. You blinked and realized you’re a business owner of a legitimately big business. At this stage, you must be okay that at any given moment, at any given place, someone is screwing something up. That’s important to remember because we are all human-ing: your team and your clients. You still have a corner office (that your COO wants to cut up and divide into two since you are never in the office). Team members have probably never met you, only heard your voice on commercials or a recorded onboarding message. There are decisions being made without your input, you have the flexibility, structure, and cash flow to breathe just a little. The firm has been through leadership changes/challenges, technology enhancements and built a strong reputation. Where to go next As your firm continues to thrive and assert its dominance, it’s crucial to focus on sustaining and elevating your success. Here are key areas to consider: Strengthen Leadership Continuity: With a larger team, it’s imperative to ensure smooth leadership transitions and maintain a strong sense of continuity. Foster a culture of succession planning and mentorship, allowing potential leaders to grow and develop within the organization. By nurturing future talent, you’ll create a seamless transition process and ensure your firm’s long-term stability. Foster Collaboration and Communication: Despite your expanding size, it’s essential to foster a sense of unity and cohesion among your team members. Implement robust communication channels and collaboration platforms to facilitate knowledge sharing, idea exchange, and cross-departmental cooperation. Encourage open dialogue and create opportunities for team members to connect and build relationships, even in a virtual or distributed work environment. Refine Processes and Systems: As your firm continues to grow, regularly assess and refine your processes and systems to accommodate the increased volume of work. Streamline workflows, automate repetitive tasks, and implement advanced case management software to enhance efficiency and productivity. Continuously evaluate the effectiveness of your systems and seek feedback from your team to drive continuous improvement. Leverage Technology for Innovation: Embrace cutting-edge technologies and legal innovations to stay ahead in a rapidly evolving industry. Explore emerging trends such as artificial intelligence to optimize your legal processes, streamline research and analysis, and deliver exceptional client experiences. Adopting technology-driven solutions will position your firm as a leader in the digital age and enable you to deliver unparalleled value to your clients. Cultivate a Positive Workplace Culture: As your firm continues to grow, don’t lose sight of the importance of a positive workplace culture. Nurture an environment that values collaboration, diversity, and work-life balance. Celebrate achievements, recognize outstanding contributions, and create opportunities for team building and social connection. A thriving and supportive culture will attract top talent, boost employee morale, and enhance client satisfaction. Reaching the milestone of a law firm with over 150 team members is a remarkable achievement. With your firm’s strong foundation, expansive resources, and unwavering commitment to excellence, the possibilities for growth and success are endless. Embrace these next steps with confidence and continue to chart a path that sets new standards in the legal industry. As you navigate this stage of growth, it’s important to remember that success is not an endpoint, but a continuous journey. By navigating growing pains at every phase, you can propel your firm to even greater heights. Remember, Rome wasn’t built in a day, and neither is a thriving law firm. Stay committed to constant improvement, to industry changes, and delivering exceptional client experiences. Embrace challenges as opportunities for growth, cultivate a team of dedicated professionals, and remain at the forefront of legal innovation. With your unwavering dedication, your law firm will continue to flourish and solidify its position as a true industry leader.
graphic image of leader sweating on communication
Human Resources
Say It Like You Mean It: Powerful Communication Hacks for the Modern Professional
I’m sorry, I don’t mean to take too much of your time. I just wanted to offer my opinions on the effects of using diminishing language. While I’m certainly no expert on the topic, I think words have a huge impact on business communication. I hope this makes sense!
5 min read
Mary Ellen Murrah
August 14, 2023
I’m sorry, I don’t mean to take too much of your time. I just wanted to offer my opinions on the effects of using diminishing language. While I’m certainly no expert on the topic, I think words have a huge impact on business communication. I hope this makes sense! Record scratch. Incredulous stares. I likely just lost more than half of the people who came to this blog expecting thought leadership, didn’t I? Let’s try that intro again: You minimize your own worth at work when you resort to language that comes off as passive or weak. Full stop. Have you ever paused in the midst of your workday, fingers hovering over the keyboard, wrestling with the right words to use in an email? Or perhaps you’ve sat in a meeting, insightful thoughts swirling in your mind, yet hesitating to voice them for fear of being perceived as too assertive or domineering? If so, you’re not alone. Particularly for women navigating the professional landscape, striking that delicate balance between asserting oneself and avoiding labels such as ‘bossy’ or ‘aggressive’ can often feel like tightrope walking. In fact, this dance of diplomacy and self-expression has become such a common feature of our professional lives that it’s almost taken for granted. It’s seen as an intricate part of the corporate game, a skill to be mastered rather than a dilemma to be solved. And while there’s no denying the importance of tact and diplomacy, one has to wonder – at what point does this careful self-editing start to erode our authentic voice? This constant self-monitoring is not just emotionally draining; it can also impact your career progression. When we continually shrink our words or dilute our delivery, we inadvertently project a lack of confidence, which can hamper our professional growth. So, if you’re tired of second-guessing every word and skirting around issues, it’s time for a change. Here’s the good news: You don’t need a complete communication overhaul. Small, incremental changes can make a significant difference. In the following sections, we’ll explore practical tweaks you can implement today to strengthen your communication, reclaim your voice, and ultimately, propel your career forward. Let’s dive in! Embrace the power of “No Apologies!” It may seem unconventional, but consider this: What if you could expunge the phrase “I’m sorry” from your daily dialogue? This doesn’t imply that you absolve yourself from accountability when it’s called for. Instead, it’s about refraining from unnecessary apologies for situations that don’t warrant contrition. This is a principle I’ve adopted wholeheartedly in my professional interactions. Rather than saying, “I’m sorry for the late response,” I’ve transitioned to expressing, “Thank you for your patience while I gathered the necessary information.” It’s a subtle shift, but one that transforms the narrative from apology to appreciation. I often find people using, “I’m sorry” as a way to get into the conversation, further the discussion, or introduce an opposing viewpoint. It can feel like a polite way to get your voice in there, but the apology is unnecessary. If you’re at the table, you’re there for a reason. Shift your language from apologetic to confident by saying things like, “I’d love to offer a different perspective,” “I believe,” or “I’d like to add.” These phrases help you contribute your voice and perspective without sounding fearful of doing so. Our intrinsic apologetic reflex often tries to surface in various situations. Picture this: you’re on a Zoom call and encounter technical difficulties with your audio or screen sharing function. Instead of defaulting to a profuse apology to fill an awkward pause, consider acknowledging the situation with a light-hearted remark like, “Ah, the joys of technology!” or, “Thanks for your patience while I troubleshoot this issue.” By adopting this approach, we not only preserve our self-confidence but also foster a more positive, assertive communication style. Moreover, it helps us ensure that when we do apologize, it carries weight and sincerity, rather than being a reflexive and devalued response. Even when an apology is truly warranted, and you have done something wrong, “I’m sorry” doesn’t have to be the only default response. It’s gotten so watered down, it can feel insufficient. A stronger and more genuine apology is one that acknowledges your wrongdoing and communicates what will be done to resolve the issue. Something like, “I take full responsibility for that and appreciate the feedback. Here’s what I’m doing to address it…” communicates accountability and a desire to make it right. Asking, “What can I do to improve and ensure this does not happen again?” also allows you to take responsibility and show a desire for improvement. In essence, it’s not about never saying, “I’m sorry.” Instead, it’s about understanding when an apology is truly warranted and when it’s simply a habitual response. So, let’s embark on this journey of unapologetic confidence together, one conversation at a time. Remove the word, “just” from your vocabulary “Hey, I just wanted to check in on that report…” “I’m just a case manager.” “I just feel like we could approach this in a more strategic way.” Sound familiar? The word “just” sneaks into our professional language like a thief in the night, stealthily devaluing our statements before we even realize it. It’s the linguistic equivalent of tiptoeing around a topic, apologizing for taking up space, or downplaying your expertise. Why are we sugarcoating our words with “just“? Are we afraid of coming off too strong, too assertive, too… competent? It’s high time we give “just” the boot. After all, you’re not “just” asking for a report; you’re doing your job. You’re not “just” sharing an idea; you’re contributing to the team. You’re not “just” a case manager; you’re making a difference in the lives of your clients. So, let’s put a stop to this diminutive discourse. Banish “just” from your vocabulary and watch as your words take on a newfound power. The next time you catch yourself starting a sentence with “I just think…” stop, rewind, and rephrase. Because you don’t “just” think, you know. Convey your worth with confidence Now, let’s talk about a little something called self-worth. No, not the kind you find in self-help books or motivational podcasts, but the kind that shines through in every email you send, every presentation you deliver, and every meeting you lead. How often do you find yourself downplaying your achievements, questioning your ideas, or second-guessing your decisions? If your answer is “too often,” then it’s time for some serious self-talk. Start by acknowledging your worth. Recognize your expertise, your experience, and your unique perspective. Remember, you were hired for a reason. You bring something valuable to the table. So why hide it under a bushel of self-doubt? Instead of saying, “I might be wrong, but…“, try “Based on my experience, I believe…“. Replace “I hope this makes sense” with “I look forward to your thoughts on my proposal.” Too, think about your instinct to deflect compliments or underplay your achievements. How many times do you deflect a compliment by diminishing your involvement? When someone asks you what you do, are you able to own your own incredible journey and speak with pride about your accomplishments, or do you wiggle and squirm and downplay the incredible impact you had? I often see women struggle with confidently owning their achievements, opting instead for a passive approach. Did you deliver on a project, get a promotion, earn a degree, navigate a tough conversation, or help a client? Good for you! When someone compliments you on it, it’s entirely appropriate to say, “Thank you, I worked really hard for that.” When someone asks for your bio so they can introduce you, give them the undiminished version. When someone says, “Tell me a little about yourself,” have your elevator pitch about the amazing person who is you at the ready. In other words, convey your worth with confidence. Speak with authority. Assert your ideas with conviction. And most importantly, believe in your capabilities. Because if you don’t, who will? Language is power. Use it wisely. It’s essential to understand the impact of your language in professional settings. The words you choose can either empower you or diminish your authority. Scrutinizing the language you use at work isn’t about being overly critical or feeding into the fear of sounding too assertive. It’s about asserting your expertise, dismissing unnecessary apologies, and eliminating passive language. When you make these shifts in your communication, not only do you provide a clearer image of your abilities, but you also contribute to a more respectful and effective work environment. It’s time to let go of the words that are holding you back and embrace language that reflects your capabilities and worth. Remember, you’re not ‘just’ anything – you’re a professional with valuable insights to share.
graphic image of leader pushing all aspects of a business
Leadership
Paving the Way to Success: Preparing Your Firm Before Hiring a COO
As business consultants to the plaintiff law firm industry, a question we are often asked is, “Is it time for our firm to hire a Chief Operating Officer (COO)?” And, like any good consultant, our answer is likely to be, “It depends.” Hiring a COO is a significant step for any law firm.
4 min read
Tim McKey
August 7, 2023
As business consultants to the plaintiff law firm industry, a question we are often asked is, “Is it time for our firm to hire a Chief Operating Officer (COO)?” And, like any good consultant, our answer is likely to be, “It depends.” Hiring a COO is a significant step for any law firm. It signifies a commitment to growth, efficiency, and strategic management. However, the process of hiring a COO should not be rushed or taken lightly. It requires careful planning, foresight, and a clear understanding of your firm’s needs. Before welcoming a new COO on board, there are several essential steps that law firms need to undertake to set the stage for their success. In this blog, we’ll cover the role and key attributes of a great law firm COO, why taking note of your current firm position is vital, and how a needs assessment can help set your new hire up for success. The role of a COO in a law firm A COO’s primary role is to ensure the efficient functioning of a law firm. They oversee daily operations, create operational strategies, manage firm resources, work closely with the owner, and provide a cogent liaison with all other team members to execute the firm’s vision. It’s important to understand that the role of a COO in a law firm also extends to fostering a culture of continuous improvement within the organization. The COO is often tasked with identifying and implementing best practices, streamlining processes, and deploying technology to increase efficiency. They are not just managers, but leaders who drive change, inspire team members and cultivate an environment that encourages innovation and adaptability. This unique blend of operational acumen and leadership prowess makes the COO an invaluable asset to any law firm, ready to steer the ship through both calm and turbulent waters. A COO can bring a wealth of experience and expertise to your firm, but their impact is significantly enhanced if they have a clear roadmap to guide their initial steps. The importance of identifying your firm’s current landscape A firm needs assessment is like a health checkup for your firm. It provides an unbiased view of your firm’s current status, identifying strengths, weaknesses, opportunities, and threats. It helps pinpoint areas that need improvement and highlights potential areas for growth. When you hire a COO or other operational personnel without first conducting a total firm needs assessment, you’re essentially asking them to find their way in unfamiliar territory without a map. They may eventually figure things out, but it will take time, effort, and possibly a few wrong turns along the way. These wrong turns can be dangerous and costly. On the other hand, when you provide your new operational team member with the insights gained from an assessment, you’re equipping them with a roadmap that clearly outlines the firm’s current landscape. They can hit the ground running, knowing exactly what issues need to be addressed, what priorities to focus on, and what strategies might work best. Without knowing the efficiency and effectiveness of the firm’s current operational workflow, cultural health, and the quality of its infrastructure, just about any answer to any operational question would be a guess. However, by undertaking a total firm operational assessment, most of the guesswork can be removed. If the assessment yields affirmation that the firm is functioning extremely well in most areas, the need for a C-suite level employee may not be needed at this time. Possibly an experienced office manager or another operational team member may be able to provide the oversight needed, or a group of functional area managers could meet the perceived need. In any event, the overall firm needs assessment will grant you the knowledge needed to make a well-informed decision on the type of hire needed and if a hire is needed at all. Know where you’re going The real power of the assessment lies in its objectivity. It’s a third-party analysis that takes into account various aspects of your firm – from financials and operations to team dynamics and client relations. This comprehensive view eliminates internal biases and provides a balanced perspective that a new COO might not be able to achieve until well into their tenure. The resulting report from an assessment serves as a strategic tool for the firm. It not only highlights the areas that require their immediate attention but also offers recommendations for action. This enables the new team members to make impactful decisions right off the bat, gaining early yardage and fostering a sense of momentum. Having the roadmap (assessment report) in place before hiring shows that your firm is committed to growth and improvement. It sends a clear message to your operational hire that you value their role and want to set them up for success. It also fosters transparency, showing them that you’re willing to look at your firm objectively and work on areas that need improvement. The skills needed for success Hiring leaders in operational positions is always a significant investment for any business, let alone plaintiff law firms. It’s a decision that can steer your firm toward unprecedented growth and success. However, to truly maximize their potential, it’s crucial that you, as a firm leader, identify team members who possess some critical skills needed to navigate your firm’s culture and landscape. Along with providing these new team members with a roadmap, certain interpersonal characteristics critical for COOs also allow for an improved likelihood of success. Here are some key skills to look for when hiring a new COO: The ability to be a good communicator and coach. A knack for leading with a balance of caring AND being firm. Being intuitive about talent and identifying “right-fit” team members. The ability to squash drama in its many forms in the workplace. Seeing the big picture Providing any COO or operational personnel with a roadmap by undertaking a firm needs assessment AND hiring for the right interpersonal skills will boost the batting average of a successful hire, increase firm operational effectiveness, and improve profitability. This approach provides a clear and systematic roadmap for a Chief Operating Officer or operational personnel, ensuring that each step taken aligns with the organization’s broader goals and objectives. With a team composed of individuals whose abilities match the organization’s requirements, there’s a natural boost in productivity and efficiency. The ripple effect of this improved operational effectiveness inevitably leads to enhanced profitability, creating a healthier bottom line for the firm. Too, the added benefit will be an overall better culture and a much happier team. Ultimately, undertaking a firm needs assessment and prioritizing interpersonal skills in hiring are not merely administrative steps, but strategic moves that can transform an organization. These processes are pivotal in driving success, enhancing profitability, and fostering a vibrant, inclusive culture that makes a company not just a good place to work, but a great one.
graphic image of team
Human Resources | Leadership | Marketing
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.
6 min read
Kendall Abbott
July 31, 2023
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!
graphic image of two people shaking hands
Human Resources | Leadership
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.
4 min read
Kendall Abbott
July 24, 2023
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.
graphic image of man carrying bubble
Human Resources
The Overthinker's Odyssey: Unraveling the Knots of the Mind
For as long as I can remember, I’ve been an overthinker. I once wore that characteristic about myself like a badge of honor. That I was gifted at perfect decision-making by believing that if my mind played through every possible scenario, the end result would be shock and awe with the best solution. That I was ready for whatever life tossed my way, and I wouldn’t ever be caught napping. Resources were preserved, and only those who needed to be involved were.
5 min read
Terri Houchin
July 17, 2023
For as long as I can remember, I’ve been an overthinker. I once wore that characteristic about myself like a badge of honor. That I was gifted at perfect decision-making by believing that if my mind played through every possible scenario, the end result would be shock and awe with the best solution. That I was ready for whatever life tossed my way, and I wouldn’t ever be caught napping. Resources were preserved, and only those who needed to be involved were. Years ago, I learned that not every brain is programmed this way (nor should it be). That it’s possible to be presented with an opportunity, make a decision, and then move on. Excuse me? No unpacking every detail from every viewpoint or second-guessing decisions long after they’ve happened? No thinking about it until you exhaust yourself with scenarios and then procrastinate on taking action because you’re paralyzed with “what if” fear? Who are these magical creatures who just make decisions as if the fate of the world does not hang in the balance? In truth, as I advanced in my professional career, I felt like I had to keep my overthinking to myself – like a secret no one could know. Frequently, there seemed to be more time spent thinking than doing. I would quietly play through all the possible scenarios in my head, making a thoughtful, albeit, slow, decision before moving on to the next one. When I realized this was happening and that it was impacting my potential and productivity, I knew something had to change about how I managed my thinking. Hacks from a former overthinker Navigating the vast landscape of our minds can be a daunting task, especially when it’s teeming with wild thoughts, fears, paralytic habits, and doubts. These unwelcome intruders often gallop freely, causing chaos and clouding our clarity. But fear not, for I have found ways to tame this mental wilderness. So, saddle up as I share my personal strategies. When my unbridled thoughts start running wild with my fears and doubts, here’s what I do to wrangle my ruminating mind: Remind yourself about yourself I’ve created a running list of the things — varying in degrees of difficulty — that I’ve overcome or accomplished, both personally and professionally. I’m of the belief that overthinking manifests itself in all areas of my life. Some of the events on that list are — surviving a plane losing an engine mid-flight, presenting in front of an audience without passing out from public speaking, and navigating my way through high-courage conversations. After I read my (more robust) list, I’m reminded that this isn’t the first time I’ve had similar doubts about my ability or skillset. Yet, those premature thoughts did not keep me from lacing up to blaze a trail. Plus, looking back at what you’ve already experienced is a huge confidence boost. Now what does the desired outcome for this look like? Once I have that visual, I reverse engineer the steps to get me there and channel my finite time and energy into decision-making and productive action. Positive words from friends Maybe I’m a party of one, but jotting down positive words to describe myself doesn’t come naturally or with ease. As part of my mental well-being plan for 2022, I started seeing a therapist. This endeavor has been enlightening for a variety of reasons, but one of the biggest benefits has been an improvement in my communication skills – with others and with myself. During one of my sessions, my therapist asked me what my strengths were. Easy question, right? Not for me. At that moment, no words sprung to mind. All I could offer was a deer-in-headlights look. To get me to blink, she asked me to do an exercise. Ask my closest friends to provide me with a list of my strengths and areas for improvement. Easy enough. I sent a message to three of my friends, asking them for complete honesty since I have thick-ish skin, and explained what I needed from them to complete this exercise. The responses they provided were humbling, and I’ll share one from each list with you: Strengths “Kindness and empathy – I always marvel at your kindness, and it inspires me to do better.” Areas for improvement “Overthinks and overanalyzes situations/interactions, even minor ones.” Oof! Good friends will tell you what you need to hear, not what you want to hear. On my desk is a printed copy of their collective responses. I reference the list when I need to be reminded of what I’m putting out into the universe. That my strengths outweigh my opportunities for improvement, so channel those to keep rocking forward. I encourage you to deposit positive words in those moving through life with you – friends, family, team members, your neighbors, and so on. Whether it’s similar to the exercise I did with my friends or in everyday greetings, positive words have a positive impact. Seek out inspiration There’s something incredibly potent about the right combination of words. They have the power to uplift, motivate, and transform our thoughts and actions. Great quotes are my go-to source for inspiration. They act like a shot of espresso to my weary mind, rejuvenating me with their wisdom and insight. Every time I read a powerful quote, it gives me pause. It’s as if time stands still for a moment, allowing the profound meaning to sink in. These quotes can be transformative, pushing me to question my perspectives, challenge my assumptions, and expand my horizons. They make me ponder upon life’s complexities and simplicities and often lead me to unearth valuable insights about myself and the world around me. Motivational quotes, in particular, act as a catalyst, spurring me on when the going gets tough. They remind me of my strength and resilience and fuel my determination to overcome obstacles. They’re like invisible cheerleaders, silently yet persistently cheering me on from the sidelines. Other quotes make me slow down and reflect. In the hustle and bustle of life, it’s easy to lose sight of what truly matters. These thought-provoking quotes act as gentle reminders, nudging me to reevaluate my priorities and realign my actions with my values. I usually have several go-to quotes that I reference regularly. Some of them are scribbled on Post-it notes stuck on my mirror, some are saved on my phone, while others are etched in my memory. Each one serves a unique purpose – to inspire, motivate, provoke thought, or simply to remind me of the beauty and wonder of life. Remember: Words are powerful. As a serial student, I am constantly seeking knowledge and wisdom to grow and evolve. My quest is to become a better version of myself with each passing day. While the future may hold uncertainties and things beyond my control, one thing I’m certain of is my own potential and resolve. As I look ahead, I see the woman I’m striving to become. She’s confident, resilient, and unafraid to chase her dreams. And I know, without a shadow of a doubt, that she’s got this! Interrupt the loop From time to time, a conversation I had or a decision I made plays on a loop between my ears. When this happens, I’ll ask myself some self-reflection questions: Was there something I should have done differently to prepare for this? Is there an unknown that I need clarity on? If not, it’s time to move on (which is easier said than done sometimes.) Engaging in an activity such as walking, baking, or yoga helps me busy my brain with something else and refocus my perspective. Physical activities, whether it’s a brisk walk in the park, time spent cleaning the house, or a tranquil yoga session, can serve as a potent antidote to a restless mind. Finding ways to move your body releases endorphins, the body’s natural mood lifters, helping to alleviate stress and promote a sense of well-being. These practices of grounding help to declutter my mind, transforming the cacophony of my fears into a symphony of serenity. Turn down the dial Remember, it’s perfectly normal to have fears and doubts. They’re part of the human experience. But by employing these strategies and developing ones unique to you, you can harness your overthinking mind and steer it towards positivity and peace. With time, I’ve learned what healthy thinking is and to trust that based on what is known to me, I made the right decision at the right time. I’ve embraced where I am and acknowledge that I’m a work in progress. When the noise gets too loud, remember to draw strength from past experiences and the positive words provided by your circle of influence. It’s eye-opening how silencing that can be and how far it will propel you.
graphic image of leader protecting himself
Intake | Leadership
There is No Pixie Dust: Change Requires Work
Have you ever felt or known that something needed to change in order for a process to become better in your law firm, but you didn’t know what? Many firms that reach out to Vista know there needs to be some kind of change, but they are unsure exactly what needs to be done or how to make it happen.
5 min read
Caroline Younger
July 10, 2023
Have you ever felt or known that something needed to change in order for a process to become better in your law firm, but you didn’t know what? Many firms that reach out to Vista know there needs to be some kind of change, but they are unsure exactly what needs to be done or how to make it happen. Sometimes they think that we, as consultants, can bring a magic wand with pixie dust, wave it around, and “BAM,” all problems are fixed. No work required. This is simply untrue! While we know best practices, have visited and helped hundreds of firms, and feel confident in our work to assess, guide, and measure, we still haven’t found the pixie dust to sprinkle on a firm and magically solve issues without work required. Let’s face a harsh reality: Magic wands and pixie dust don’t exist! Hiring a consultant for your firm doesn’t mean there will be no more work for you or that your input will be less in the initial stages of the consultation. The decision to ask for help is simply the first step in the improvement process. What we have experienced many times is that some firms hire a consultant, and they think that’s it. The consultant will come up with all the answers, implement all the improvements, “fix” years of bad process and culture in a finger-snap and the owner’s work is done, with no participation required. WRONG! Believing in pixie dust means you believe it’s possible to make substantial positive changes without work, process, consultation, or practice. It’s a figment of our imagination, and the sooner we let go of this myth, the sooner we can roll up our sleeves together and get to work. Eyes wide open At Vista, we do our best to set the stage during the sales process so that we work “with” you to initiate and develop best practices. We like to think of our engagement with firms as a partnership much more than a dictatorship. We are partnering with a firm in hopes of bringing a new and different perspective, one honed after years of working in and with hundreds of contingency fee law firms. We’re unique in the industry because everything we do is custom. Therefore, our recommendations and fixes don’t translate word for word from firm to firm. We take the time to really get to know each of our client partners, understanding their firm on a cellular level and using that insight to guide and elevate them. We don’t do “cookie-cutter” approaches. We strongly believe that every firm is different, and every solution to a problem requires a unique approach that usually requires hard work. That’s not to say we don’t suggest best practices; we certainly do. But even best practices require implementation and often tweaking to fit your firm’s unique fingerprint. In order to make changes inside the firm, we must work with the firm and its team. We need their buy-in, hard work, and perseverance during a time that we like to call “The Dip.” In Seth Godin’s words, “The dip is the long slow time between starting something new and mastering it. It is a dip in productivity that is actually a shortcut because it gets you where you want to go faster than any other path. This time is when most people are likely to quit, but those that push harder and manage to overcome the dip usually can accomplish their goals.” We cannot implement changes without the firm’s help and commitment to staying on course during the dip. Staying power is succeeding power! Changes and improvements within a law firm require work and commitment on almost all occasions. How Vista does it Unlike some consultants who have a “one size fits all” approach to firm operations and processes, our work is 100% custom to your firm. We are fully aware that no two firms are alike, just like no two owners are alike. We focus on getting to know the firm, its unique mission and goals, and its processes intimately so that we can help them customize their approaches, integrate new technology, and determine how they want things done internally. We always start with a deep, onsite firm assessment. This helps us to be able to better understand where the issues really are and where the areas for improvement lie. We think of this step in the journey as the information collection piece (discovery, if you will). We want to understand as much about your firm as possible. We survey the owner(s) and the team. We meet with team members onsite. We check out your building, get a feel for your culture, and ingrain ourselves into your current processes and stumbling blocks. After that initial assessment, we are then able to provide very cogent steps to improve processes within the functional areas of the business. Firm processes like intake, case management, training, marketing, and accounting are some of the key areas on which we focus. Vista also works in the strategic area of the business, helping partners become aligned and working with their teams to understand what the goals of the firm are. The assessment ends with a candid report that includes a roadmap to success based on each firm’s unique circumstances. We put the roadmap in priority order so that the firm can gain early yardage and address the biggest, most pressing issues first. We give you the custom map and hope to be able to join you on the quest to complete it. From there, we provide advice and guidance on how to best implement changes so they stick. Our aim is to share as much knowledge and insight as possible with each firm so they are empowered to create and implement lasting change on their own. We’re there to help you execute so that your new systems become a part of your culture. We work alongside you, providing tools, templates, and sometimes, what feels like therapy! And though this process may be difficult and require hard work, that’s ok — because at the end of the day, it will be worth it! At Vista, we focus on providing long-term solutions that help firms succeed in the future. We understand and acknowledge that change requires work to make it happen, but hard work is worth it when it leads to success! We are here to provide guidance, knowledge, and expertise in order for you to bring out the best version of your firm possible. We won’t sugarcoat it: our approach takes dedication, on our part and yours. You’ll always get that from Vista, and we expect it from each client with whom we work. I like the way Thomas Edison put it, “Opportunity is missed by most people because it is dressed in overalls and looks like work.” In my opinion, you can replace the word opportunity with many other words in the business world, but I like success the best. Success is missed by most people because it is dressed in overalls and looks like work. The letting go How do you overcome the belief that pixie dust magically brings improvements? Simple: It’s a mindset you must fully embrace. As humans, we are almost always resistant to change. However, once embraced, we must put our heads down and do the work it takes to get the results we want. I always love sports examples, so let’s talk about Michael Jordan for a minute. There is no doubt that Michael Jordan had talent and was an excellent athlete. But Michael Jordan did not just rely on his talent and some pixie dust to become one of the greatest of all time. He put in the work. Thousands of hours of training, practice, and focus to become the GOAT. When it comes to making changes within your firm, you have to realize that there is no pixie dust that will make it all better. You must be willing to do the work and commit to the process! Vista Consulting is here as a partner with you, and we are happy to provide the tools needed for success. We just need your commitment and dedication in order for us both to experience success together! No pixie dust required!
graphic image of legal analytics
Leadership
The Power of Legal Analytics: Why Knowing What to Measure is Key
Analytics and data are crucial inputs for making informed business decisions. They provide evidence-based insights into various aspects of a company’s operations, enabling law firms to make educated decisions about their practice, clients, and overall strategy. Firms can use data to identify trends, make accurate forecasts, and monitor performance against key performance indicators (KPIs).
5 min read
Guest Author
July 5, 2023
Are you taking full advantage of your data? Analytics and data are crucial inputs for making informed business decisions. They provide evidence-based insights into various aspects of a company’s operations, enabling law firms to make educated decisions about their practice, clients, and overall strategy. Firms can use data to identify trends, make accurate forecasts, and monitor performance against key performance indicators (KPIs). However, without clear objectives, data collection efforts may not yield useful insights or, worse, may result in misguided decisions based on incomplete or irrelevant information. Before a firm can use data to optimize firm operations, improve client satisfaction, maximize revenue, etc., there must be a clearly articulated end game to work towards. The importance of defining goals and objectives Defining goals and objectives is an essential first step in the data collection and analysis process for law firms. When firms define their objectives and KPIs, they need to consider how these goals align with their broader business strategy. For example, if the overall business strategy is to expand into a new practice area, the firm’s objectives and KPIs should focus on that area to ensure that the data collected provides insights that can inform that expansion. Aligning goals and objectives with overall business strategy also helps to ensure that firms are making data-driven decisions that support their strategic priorities. For example, if the overall business strategy is to increase profitability, data collection efforts should focus on areas that can drive revenue growth, such as improving client retention or increasing billable hours (if applicable). These goals need to be specific, measurable, achievable, relevant, and time-bound (SMART). Once a firm has identified its goals and objectives, it can determine the KPIs that are relevant to its specific needs. For example, if the goal is to reduce administrative tasks, a relevant KPI could be the time spent on such tasks per employee per day. Similarly, if the goal is to attract high-value clients, KPIs could include the number of new clients with significant injuries or the average revenue generated by new clients. Defining goals and objectives guides firms in their efforts to collect relevant data. It helps them focus their efforts on the areas that are most critical to their success and ensures that the acquired data is used to make informed decisions that drive the firm toward its objectives. Identifying key performance indicators (KPIs) Once you have defined your goals and objectives, it’s time to drill down into KPIs. To identify relevant KPIs for their specific needs, law firms should identify the metrics that are most critical to achieving their goals and track those metrics over time. Some KPIs focused on optimizing law firm operations might include: Client acquisition: Firms need to track the number of new clients they acquire over a specific period to remain informed about the firm’s financial health and identify areas for improvement in their client acquisition strategies. They also need to define their criteria and ensure cases acquired meet that criteria. Client retention: By measuring the percentage of clients that a firm retains over a specific period, a law firm can validate the assumption that they are meeting their clients’ needs or identify opportunities to improve client retention strategies. Tracking satisfaction levels can also be an appropriate measurement. Average matter value: Legal firms need to track the average value of legal matters they handle to ensure that they are working on high-value matters and to discover gaps in their matter selection strategies. By monitoring KPIs and analyzing trends, firms can identify areas for improvement and make data-driven decisions that support their overall business objectives. Collecting and analyzing data to make actionable decisions Legal firms can collect data from various sources, including case management software, financial reports, client surveys, social media platforms, and website analytics tools. These sources provide valuable insights into various aspects of the firm’s operations (e.g., performance, client satisfaction, marketing effectiveness, financial health, etc.). Case or practice management software tracks the time spent on legal matters, billable hours, and other critical metrics related to the practice of law, making it an essential data source for law firms. Financial reports provide insights into revenue generation, expenses, profit margins, and other financial indicators that are important for assessing a firm’s financial health. To analyze and interpret data and KPIs, legal firms can use data visualization tools, such as graphs, charts, and dashboards, to help identify trends and patterns. They can also use historical data and industry benchmarks to gain a better understanding of their performance relative to their peers. Once a firm has analyzed and interpreted its data and KPIs, it can use the acquired insights to make informed decisions that advance its business objectives. For example, if client surveys reveal low satisfaction rates, the firm may need to invest in training for its lawyers or improve its client communication processes. The importance of taking action Data analysis is only beneficial to firms if they act based on the insights gained from the analysis. Failing to act can result in missed opportunities for growth, decreased profitability, and a loss of competitive advantage. For example, if a law firm notices that its client retention rates have dropped significantly in the past several months but chooses not to investigate why, it will need to spend more money on acquiring new clients and will always end up trying to fill a leaky bucket. Not the most sustainable business model! Legal firms must draft a plan of action to respond to data analysis insights. This plan should include steps to address any issues identified, allocate resources, and track progress over time. It is also essential to communicate the insights gained from data analysis to key stakeholders, including lawyers and support staff, to ensure that everyone is aware of any changes that need to be made. Having an action plan and communicating insights to key stakeholders will drive the best possible results that will propel their business forward. In today’s data-driven world, the most competitive legal firms use analytics and data to make informed decisions that advance their business objectives. However, firms must first define their goals and objectives, align them with their overall business strategy, and identify relevant KPIs to measure progress towards those objectives for any analysis to be helpful. Taking action based on the insights gained from data analysis is critical for legal firms to drive positive outcomes for their business; insights without action are useless. Analytics and data are valuable assets that firms can use to improve their operations, drive growth, and stay competitive. By using these tools effectively and acting based on the insights acquired, law firms can achieve their goals and objectives and position themselves for long-term success. About Jim Garrett, CTO, Assembly Software: A passionate technology leader, Jim has spent 25 years in software development, focusing on SaaS for the past eight years. Jim believes in meeting the ever-changing needs and modern demands of our customers by focusing on the optimization of design and development processes for innovation. Holding an MBA from Southern Methodist University along with multiple technical certifications, Jim offers his expertise as a business leader on best practices for software modernization. About Assembly: Assembly Software blends decades of history and industry experience with next-generation, customer-focused innovation. It brings together two of the legal profession’s pioneering case management brands, Needles and Trialworks, both of which have contributed to Neos, Assembly’s reimagined cloud-based solution. Neos has evolved and will continue to disrupt and transform the legal sector to meet the changing needs of modern law firms.
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Human Resources
Beyond the Highlight Reel: Redefining Success in a World Obsessed with Comparison
It is only natural that we might make comparisons between ourselves and others as we go through life. However, constant comparison can be such a detriment to your overall satisfaction and happiness. Do you find yourself constantly comparing yourself and your successes to your friends, colleagues, siblings, and even strangers?
5 min read
Dr. Heather Carroll
June 27, 2023
It is only natural that we might make comparisons between ourselves and others as we go through life. However, constant comparison can be such a detriment to your overall satisfaction and happiness. Do you find yourself constantly comparing yourself and your successes to your friends, colleagues, siblings, and even strangers? Are you using those comparisons to make determinations about where you should be in your own career, what your salary should be, or what your personal life should look like? Sometimes we use the comparisons we make as a yardstick of sorts to measure our own success. Unfortunately, this is harmful to our mental health and overall goal-setting. Consider this: You are setting your goals based on the individual situation of someone else! This means you are likely taking less time to truly evaluate what’s important to you in your life. You may not be setting goals that will drive you to your own sense of fulfillment. You are simply competing with the perceived fulfillment of another. Finding your measuring stick If we are setting our life and career goals based on the perceived success of others, then not only are we likely setting unattainable goals, but we aren’t taking the time to consider if those goals will even truly fulfill us when we reach them. Think of it this way: You are trying to reach a fantasy finish line. I once received the advice, “Never compare your beginning to someone else’s middle,” which was a golden nugget I will never forget. To build upon that, who is to say it’s even their middle? Maybe it’s their finish line, and you’ll have room to grow far beyond what they did. But never forget to take the time to evaluate what you want your measure of success to be. What are the things that will actually fulfill you by achieving them? Those are the only things that can be used as a measurement of your own success. Here are some tips to help you identify your personal measuring stick: Identify your core values: Reflect on what matters most to you, both personally and professionally. Understanding your guiding principles can help you set goals that align with your beliefs and priorities. Set SMART goals: Establish Specific, Measurable, Achievable, Relevant, and Time-bound goals for different aspects of your life. These can include career milestones, personal growth targets, or financial objectives. Celebrate small victories: Recognize and celebrate your progress along the way, even if it’s just a small step towards your larger goal. Acknowledging achievements boosts motivation and reinforces your commitment to success. Reassess and adapt: Regularly evaluate your goals and progress, adjusting your plans as needed. Embrace change and be open to new opportunities that may arise, leading to a more fulfilling definition of success. The trappings of comparing and contrasting From our vantage point, we can rarely assess the bigger picture of someone else’s whole situation. You are likely only seeing part of the picture – the highlight reel of their life. You see their bigger office, a newer car, and pictures of their beautiful family on their amazing vacation on social media. This is always an incomplete picture. Social media, in particular, has heightened our instincts to compare, and the lens it provides is not an accurate or realistic one. You are inviting feelings of inadequacy into your life and creating the perception of failure that is not reality. Unfortunately, we tend to make comparisons on a negative level versus a positive one. Ask yourself these questions: When you make comparisons, are you making positive ones? Do these comparisons make you feel good? Do they make you feel successful? Are those comparisons leading you to perceived feelings of shortcomings? Do you find yourself thinking that you should be making more money, living in a bigger house, getting higher promotions, etc., after comparing your situation to others? Get your head right This is where the impact comparison can have on your mental health becomes critically important. These comparisons lead us to think that we are not smart enough, not attractive enough, not successful enough… when none of that is accurate! Those feelings come from comparing yourself to someone else’s curated list of successes. You are not fairly comparing yourself to the entire situation, including the dark unknown corners of another’s situation. Continually comparing yourself to others can have detrimental effects on your mental health, as it fosters a mindset of inadequacy and self-doubt. This constant self-scrutiny can lead to anxiety, depression, and even a decline in motivation and productivity. It’s crucial to remember that each individual’s journey is unique, and comparing oneself to others’ perceived successes is often an unfair and distorted perception of reality. Instead, focus on appreciating your own strengths, accomplishments, and personal growth. By redirecting your energy towards self-improvement and self-compassion, you can foster a healthier mindset that encourages personal fulfillment and long-term success. Everybody’s doing it Not only should you be wary of the comparisons you make regarding your own life, but be aware that the team members you have in your firm are likely making comparisons as well. As a leader, this affects you; as they make these comparisons, it could be impacting their motivation and organizational commitment. One of the most common traps for workplace comparison is salary. Whether you like it or not, your team members are comparing their compensation with one another. As with any other type of comparison, this can be a trap your team members can fall into easily. If your team members perceive that they are being paid less than their colleagues, it can lead to feelings of resentment and job dissatisfaction. This, in turn, can lead to decreased productivity as they feel undervalued in their work. You might see their work quality slipping as they subconsciously lower their work output to match the level they perceive they are being compensated for. The best way to combat this scenario in your firm is to set clear and transparent salary ranges. Team members may not see the whole picture when making these salary comparisons, just the same as with other comparisons. Perhaps they don’t truly grasp variances in levels of experience or even the total compensation package, including all benefits. By keeping salary brackets consistent in your firm and making the structure transparent, you can avoid the common pitfalls of salary comparison. Focus on you Regardless of the comparisons you may be making, I challenge you to try to stop. We know the drill; we should only be comparing ourselves to the person we were yesterday and seeking to improve and beat ourselves. But that is easier said than done, isn’t it? Not only can these comparisons bring out those feelings of inadequacy, but they can lead to toxic relationships and even the loss of relationships in your life. Those feelings of inadequacy you may get from your constant comparisons could turn into feelings of resentment towards others around you. That resentment could be toxic to the relationships you have with your friends, colleagues, and mentors. It is truly a dangerous trap! Take the time to reflect on your goals and be your own competition. As you learn and grow in this process, share that success with your team and encourage them to do the same. Not only will goals become more attainable and fulfilling, but there will be increased motivation to reach them in a positive manner. This will hold true for you and your team!
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Leadership
The Change Conqueror's Guide: How to Thrive in a Chaotic World
Who survives? Who thrives? You became a lawyer to thrive by engaging and helping people around you. How do you build a law firm that allows you to follow your passion? How do you build a thriving law firm for both current and future success? People often talk about the “survival of the fittest.” Yet, most people misquote Charles Darwin.
6 min read
Guest Author
June 20, 2023
Who survives? Who thrives? You became a lawyer to thrive by engaging and helping people around you. How do you build a law firm that allows you to follow your passion? How do you build a thriving law firm for both current and future success? People often talk about the “survival of the fittest.” Yet, most people misquote Charles Darwin. Instead, Darwin said: “It is not the strongest of the species that survives, not the most intelligent that survives. It is the one that is the most adaptable to change.” The smartest or most scholarly lawyers are not always the survivors. They certainly are not always the thrivers. The strongest lawyers – those who started with the recognized name or the money or the position – are also not always the long-term survivors in our profession. Those assets may provide a little head start, but that’s all. Without adaptability, other lawyers quickly pass them. The long-term thrivers are usually those lawyers who are most adaptable. Don’t get me wrong – As a lawyer, you should always work to perfect your advocacy, trial, and writing skills. You should constantly chase perfection! I’ll quote Coach Nick Saban (Roll Tide!) on the issue: “I think everybody should take the attitude that we’re working to be a champion, that we want to be a champion in everything that we do. Every choice, every decision, everything that we do every day, we want to be a champion.” If you ever lose the desire to work toward being the best advocate for your clients (or if you never had that desire to start), then you should quit being a lawyer right now. But thriving requires more than being the strongest or smartest lawyer. It’s adapting for long-term success. I’ve seen smart lawyers struggle for work and clients. I’ve also seen great courtroom lawyers unable to manage their own law firms or personal lives for success. Success requires smarts, skills, and experience. It also absolutely requires adaptability. Let’s listen again to Coach Saban: “One thing about championship teams is that they’re resilient. No matter what is thrown at them, no matter how deep the hole, they find a way to bounce back and overcome adversity.” Grit and adaptability! The best teams don’t quit. They adapt and bounce back. In the courtroom, you must adapt quickly to win. Why are so many good lawyers adaptable in court yet so resistant to the same concept in business? It was the best of times until it wasn’t. In 1998, I was only three years out of law school. An established trial firm in Huntsville (near my hometown) called. They were looking to add a young lawyer with an opportunity at a partnership. I jumped at the opportunity to move home, join the firm, and prepare cases for trial. The two older lawyers in this firm were the best courtroom lawyers in the region. I’m biased but that fact is true. This was the opportunity of a lifetime for any young lawyer. Prepare cases for court! Go to trial! Tell clients’ stories! Two experienced, older trial lawyers to mentor my professional growth! For many years, this was the best of times. These guys had reputations as great lawyers. Their names meant a steady stream of good clients with good cases. I spent many years as their partner. Slowly, things changed. Both older lawyers gradually quit trying cases, one due to declining health and the other to increasing outside activities. The rest of the firm was complacent from past success and intransigent in opposing any adaptations. In this new environment, I often found myself frustrated. The firm continued to advertise in the phonebook, long after almost everyone else quit using it. The firm continued to maintain a large library of unused books, long after everyone else went electronic. The firm had no processes for key areas like client intake, staffing, or accounting. When I suggested we hold regular partner meetings or work on some simple standard procedures, I was met with complacency by some and resistance from others. Meanwhile, I watched the firm’s competitive position slowly erode due to inaction. I’m not writing to criticize other lawyers. My now-retired older partners enjoyed years of success and were fantastic courtroom lawyers. They taught me how to prepare and try cases. I only regret my old firm would not build upon that past success. That failure to adapt allowed local competitors to move slowly ahead. Lawyers need peers to consult. In 2016, I left to start my own firm. I spent several years gathering data and preparing to implement new strategies before making the leap. I was excited to build something. I still am. Beware the day-to-day grind! I’m not sure any small business owner is truly prepared for the daily grind. As a small law firm owner, you can easily lose yourself in daily management tasks. That grind slows innovation and keeps you from exploring ways to better run your firm. How do you escape the daily grind? First, start implementing simple processes where possible. Second, find a group of like-minded peers to discuss business and strategy. After all, we’re all better with friends to guide us. Here are four broad areas where a coach or peer group can help: 1. Develop processes that free you to focus If you want to focus on the creativity and thinking that makes lawyering fun (to me it does), you need simple processes and procedures for the daily grind. Too many law firms face every new day in a state of perpetual chaos fighting fires that could have easily been managed with basic procedures. Free yourself to be a lawyer! Over the last couple of years, I’ve worked first with the group at Vista and then with a peer group of lawyers to help develop processes that can give me back time to be a real lawyer. 2. Discuss ideas that improve client service Where do you get ideas for your business? Sure, you’ve learned through experience some things that work or don’t work. Sure, you’ve learned some good ideas through seminars and books. I regularly set aside time for seminars and books. But, the best ideas come from listening and talking with other innovative law firm owners. What better way to learn than discussing ideas with a group of other law firm owners? 3. Learn adaptations that work (as well as those that don’t) For years, I begged my former partners to explore different marketing. I begged them to develop processes for client intake, medical record retrieval, staffing, and accounting. Instead, we stood idle while others slowly passed. I want to learn constantly from others how to serve clients better, prepare cases better, and streamline management practices better. With a group of like-minded law firm owners, you can discuss and learn about adaptations that are working. 4. Receive (and give) advice that is honest and unbiased I’ve seen it many times – As a lawyer prepares for trial, his or her perspective can become biased. An old trial lawyer told me once – “You start drinking the Kool-aid.” In business, you can also lose perspective by becoming too emotionally invested in a prior decision or way of doing things. Think about all the people who buy and hold a stock as it declines day after day, too emotionally invested to sell when needed. Most people suffer to some degree from this bias. When I first consulted with Vista, I was in that biased position. I needed additional staff but had been unwilling to take the necessary leap. An honest, outside look at firm operations and processes can help you better see needed adaptations. I needed to act on staffing. An honest review by Vista helped me act and hire additional staff. I’m much happier as a result. Now that I’ve joined a peer group of like-minded personal injury lawyers, I’m really excited to continue learning from the honest advice of others in the coming years. About Jeff Blackwell: From its office in Huntsville, the Blackwell Law Firm helps people with serious personal injury claims across Alabama. The firm has handled and tried cases in counties statewide. Professional and peer groups regularly ask the firm’s attorneys to present or teach on topics involving personal injury, car accident claims, workers’ compensation and trial skills. Jeff Blackwell focuses his law practice on cases involving severe personal injuries, substantial damages and wrongful death. He works exclusively for the victims of personal injury and their families. Jeff is a proven trial lawyer. He fights hard for his clients. He began his career in 1995 at a prominent Birmingham law firm where he handled serious injury cases throughout the State of Alabama. Within the first three years of practice, Jeff orally argued a case before the 11th Circuit Court of Appeals, successfully defended a large healthcare corporation from serious fraud allegations with a team at trial and obtained a large recovery for consumers in a statewide class action. In 1998, Jeff made the move home to North Alabama. He wanted to focus exclusively on representing Plaintiffs in cases of significant injury or damage. At the Huntsville firm where he practiced as a partner for the next 17 years, Jeff successfully tried cases to verdict in multiple Alabama counties. He also successfully represented clients before the Alabama Supreme Court and Alabama Court of Civil Appeals on many occasions. He has helped injury victims in both Alabama and Federal Courts. When a longtime law partner retired in 2015, Jeff opened his own law firm. His law practice is built around a process involving legal scholarship, case preparation and strong client advocacy. This process is the foundation of the Blackwell Law Firm. Jeff was born in Decatur. He graduated high school in Athens. He lives with his wife, Sharon, and three children in Huntsville.
graphic image of attorney bio
Human Resources | Leadership
The Boomerang’s Back: Creative Talent Acquisition and Recruitment Strategies
IIt’s not a surprise to most of you reading this blog that today’s labor market is B-A-N-A-N-A-S! It is becoming harder and harder to find and retain top talent. Now is the time to really stretch our creative muscles when it comes to our talent acquisition and recruitment strategies.
7 min read
Sarah Waggoner
June 13, 2023
It’s not a surprise to most of you reading this blog that today’s labor market is B-A-N-A-N-A-S! It is becoming harder and harder to find and retain top talent. Now is the time to really stretch our creative muscles when it comes to our talent acquisition and recruitment strategies. I’d like to highlight two strategies you might consider OUTSIDE THE BOX in today’s blog. You just might be surprised at the outcome. Consider reaching out to past employees I know, I know…it sounds strange, right??? Why would we want to reach out to employees who have left for one reason or another? Consider this stat: More than 47 MILLION people walked away from their jobs in 2021. This quickly became known as the Great Resignation. According to a recent Paychex study, 80 percent of the 47 million regret their decision to leave. 80%!!!!! That number is staggering to me. Does this mean 37.6 million people would go back to the job they left if given the opportunity? Starting a new job after walking away from one can be a daunting task. Some employees may miss the familiar culture of their previous job, struggle to build relationships in their new organization, or long for the safety nets to which they had grown accustomed. In other words, these employees might be discovering the grass isn’t always greener on the other side! I’d like to introduce you to the term boomerang employee. Boomerang employees are former employees who return to their previous employer after a period of time. Due to the struggle in today’s labor market, many organizations are more willing to rehire former employees. You might be thinking, how could a boomerang employee be a good thing? Boomerang employees can enhance your company’s culture. They could be your brand champion and offer uplifting morale to your current team by providing powerful historical perspectives and in-depth firm insight. They can also offer economic advantages. Boomerang employees can often be onboarded more quickly than traditional hires, allowing them to become productive members of the team faster. WORD OF CAUTION: It’s only possible to fill open roles with boomerang employees if your firm handled the team member’s exit gracefully. So, their return likely depends heavily on the way their departure went down. The way a hiring manager, and other employees, reacted to a team member’s two weeks’ notice or end time with your firm plays a significant role in determining whether or not they will have a potential return. Would you even consider returning to an organization that treated you disrespectfully? Did you, the employer, wish the best for this team member and express that sentiment to them before their departure? Most hiring managers don’t manage with the end in mind! Offboarding is a critical human resources step that is overlooked or dismissed far too often. If you are losing a team member or having to let one go, do your very best to make that offboarding experience a positive one. You never know when you might need that boomerang to come back your way! While there are benefits to reengaging a former employee, there are also some areas to consider before doing so. Don’t be in a rush to rehire a former team member just because they want to come back. Remember, this team member did leave for a reason. Any number of factors could have influenced their decision to move on, from compensation to culture, from a life change to the need for remote work. Whatever the reason may be, it needs to be considered when determining if they would be eligible for rehire. Has enough changed in their circumstances to do so? You must have the compensation talk. Yes…the dreaded compensation talk is imperative BEFORE you extend an offer to a boomerang employee. As much as organizations hate to admit it, job seekers are STILL in the driver’s seat with regard to compensation. They are demanding higher salaries and benefits that will meet their needs amidst inflation. Questions you should be asking before jumping to hire a past team member might sound something like, “Can we afford this person? Will the increase in salary upset pay equity? Are we prepared to make salary increases to other team members in similar roles?” And that leads us to the last consideration. Other team members WILL perceive, whether true or not, that the boomerang employee is returning because the organization MUST be offering more money. This could lead to others getting the wrong message that to be paid more, they should just quit and come back. The bottom line is to set clear expectations regarding compensation, timelines for promotion opportunities, and changes that might have been made to the culture since the employee left. It’s important to evaluate the rehire of a previous employee from every angle possible before extending an offer to a boomerang employee. After all, they did leave for one reason or another, and it’s vital to the employee’s success as well as the success of the firm to ask all the questions and weigh the pros and cons before bringing them back into your organization. The second OUTSIDE THE BOX hiring strategy I’d like you to consider is the team hiring approach. Who’s best at vetting a candidate besides the team you already have in place? Not only does involving your team make the most sense, but it also speaks volumes to your current team members that you are telling them that you do, in fact, value their opinion. It is likely you already have team members you trust, we like to call them brand or culture champions, who have really bought into your firm’s mission and values. These will be the team members you will want to train to be “hosts” in the team hiring process. While some might work closely with the newest hire, it is important to choose team members from all facets of your organization. It’s also likely they will pick up on a candidate’s ability or inability to do the job well that you, the hiring manager, could potentially miss. ANOTHER WORD OF CAUTION HERE: It is important to think this entire process through to get it right for it to be effective. Remember, the prep work and training done will make or break this approach to hiring. The process needs to be clearly written out and explained to the team members involved. Before they can properly ask questions about whether a candidate values what the firm values, they must know what the firm values themselves! Once your firm has placed an ad for an open position and you have identified a candidate you would like to bring in for an interview, you should choose 3-5 current team members to meet with the candidate, on the same day, for 15-20 minutes at a time; either over Zoom or in-person. It’s important to meet with the current team members chosen to participate and fill them in on the position the candidate has applied for AND to remind them their time with the candidate IS NOT A JOB INTERVIEW. Remember, HR or the hiring manager has already vetted this potential team member over the phone and seen their resume. This is not the time to ask them about their previous employment history or grill them on their skill set. This time should be used to determine if this person is a cultural fit for your firm. In other words, get to know them. Some questions your team needs to be prepared to answer at the end of their time with the candidate are: Is this person someone I can trust? Does this person share our work ethic, our approach to clients, and how we treat each other? Are they the type of person with whom you want to work? Will the addition of this team member make us better? Each team member should give the candidate a proverbial thumbs up or thumbs down with an explanation sent via email immediately following their short interaction with the potential candidate. A unanimous thumbs-up vote should be very telling… all your hosts are a go on this hire. It is up to you to extend an offer on the spot, should you choose to do so. If this is the case, the hiring manager is the last host and has the pleasure of explaining the process of the team hiring approach to the candidate and congratulating them on the fact that everyone on the team feels like they will make the firm better. What a compliment! As the hiring manager, it is VITAL you set the “rules” straight. Your current team members should know you trust them in this process, and should they all agree this candidate will be a great addition to the team, an offer will be extended. They should also understand if they are not all in agreement, there will not be an offer extended, and the candidate may be asked to leave, perhaps before meeting with everyone scheduled. The hiring manager, or gatekeeper, should be prepared to follow through with those guidelines. The benefits far outweigh the risks of using the team hiring approach: Your newest team member has already connected with your current team members. What a breath of fresh air to walk into a new job opportunity having already met people who believe in you! The process protects the culture of your firm. It’s vital you train your team not to “just say yes” because the candidate seemed nice. Your chosen hosts will begin to develop critical onboarding skills by learning to see beyond a resume. Their interactions with and assessment of potential candidates will likely expand with everyone with whom they get a chance to meet. They will become stronger and more protective of the firm’s vision and mission because they have a voice in who gets to join them in fighting the good fight. The team hiring approach EMPOWERS your team. Your current team members are ALL in agreement that the new person WILL be a great addition to the team. They will help the new team member to succeed because they played a vital role in getting this new team member the job! This process sets up the PERFECT onboarding stage. You have a handful of mentors to guide your new team members through the process and to actively introduce them to your firm’s mission and culture. It’s like a grown-up buddy system. We understand there is no cookie-cutter hiring strategy or process that will be successful for every firm. These are simply ideas to aid you in stretching your creative muscles regarding the way you approach hiring. It is important to view these OUTSIDE THE BOX ideas from every angle before deciding on one that will best suit you and your firm. Hiring good people takes intentional effort, and sometimes it takes thinking outside of the box to find what works. Happy Hiring!
graphic image of man chasing lightbulb
Human Resources | Leadership
Business First: How to Achieve Your Goals Through Outsourcing, Technology, and Automation
Today’s demands of keeping up with increased salaries, operational efficiency, and reducing the cost of doing business year over year require law firms to constantly look at ways to adapt and pivot the way they are working, ensuring they can not only survive in today’s modern world but thrive.
4 min read
Guest Author
June 6, 2023
Today’s demands of keeping up with increased salaries, operational efficiency, and reducing the cost of doing business year over year require law firms to constantly look at ways to adapt and pivot the way they are working, ensuring they can not only survive in today’s modern world but thrive. Today more than ever, law firms need to run their firms like a business to keep up with these demands all while providing a client experience that will set them apart from the crowd and drive client referrals. The change to remote working, along with a shortage of professionals in the legal industry who play a pivotal role in the day-to-day operations of a law firm, has accelerated the need for law firms to assess, adapt, and change their internal operational processes and staffing to maximize their available resources while keeping a healthy flow of cases in your pipeline and financial goals on target. One area that can have dramatic results for maximizing your team and also your financial goals is medical records collection. This time-consuming, mundane task is essential for your practice, yet it is your Achilles heel. Finding a partner to join forces with you in collecting your medical records will maximize your team’s efficiency, allow you to send more demands faster, and, ultimately, help you achieve your financial goals. Should I outsource my medical records? The decision to outsource your medical records collection can be a challenging one. As a law firm owner or leader, like any other executive, you most likely suffer from decision fatigue. You are constantly dealing with the never-ending demands of hiring, training, and retention. The last thing you want is to shake up your operations and deal with this big decision. Complicating things further is the weighty question: What if your team believes their jobs are being replaced? The answer to the question of ‘Should I outsource my medical records?’ comes down to your firm goals, pain points, and what you, as a firm owner, value. Here are a few things to consider when approaching this critical decision: What are your goals, and could outsourcing help you reach these goals faster? Think about: Year-over-year growth Increased revenue Right-size staffing levels Current pain points Are you behind operationally? Do you have case after case waiting on medical records? Does your team send a client’s medical record request to a medical facility but lack the resources to follow up because they are focused on other tasks? Is your medical records turnaround slow and increasing your time on desk and time to demand? Is your firm striving for greater operational efficiency through automation? If the answer is yes, then it is time to find a record collection partner who has full integration into your Case Management System. 5 benefits of outsourcing your medical records: Potential to recoup internal costs: The expense of outsourcing records can potentially be recouped upon the favorable outcome of the case, ultimately, making it free to outsource records. You may take pause at passing this cost along to your clients, but take a moment to think about what it is costing you: the time and attention of an in-house paralegal, and that cost cannot be recouped. Example: Let’s say a paralegal’s cost is $70,000 (salary, benefits, PTO, 401k, overhead), and they are spending 50% of their time on record retrieval, which is $35,000 in non-recoupable costs. Improve cash flow: When custodian fees are paid upfront, you can experience improved cash flow and efficiency. Your in-house team no longer must process, sign, mail, or track payments. Paying by check is slow, mundane, and time-consuming, and they easily cause delays when they get lost. Improve team member efficiency: Outsourcing will increase team members’ time and availability, allowing them to focus on other firm cases or initiatives. Outsourcing will also help staffing in general. It has become increasingly difficult to fill open positions as salary expectations from potential new hires have increased over the last three years, and many firms may start recession planning by choosing not to fill open positions. When you choose to work with an outsourced provider, they can handle much of the clerical work that was previously the responsibility of your accounting team. This will enable law firms to increase team member efficiency, send more demands, and increase profits. Improve serviceability: Receive more accurate record files faster. Firms that process records in-house typically average 58 days. Partner with a trusted provider who can provide these records to you in 30 days or less on average. Data security: Outsourcing with a trusted vendor ensures all HIPAA security regulations are strictly adhered to, relieving you of unnecessary liability. By working with well-established and reputable legal service providers, law firms can rest easy knowing that requested protected health information (PHI) is properly collected and maintained according to HIPAA rules. Did you know there is a difference in what you get from a medical record? Patient portals provide a summary of an individual’s medical record. Patient portals don’t include: External records Clinical data Imaging Billing Our integrated, Automated Records Collection Group has created unmatched solutions unique to law firms seeking to expand their practices. ARC delivers the complete medical record, billing, insurance, and clinical case notes. Why we do what we do In a world that is rapidly morphing and challenging us at every turn, choose to engage. Use and enhance your own skills by creating automation for tedious processes, pursuing efficiency over tradition, and embracing technological advances to help you do more for your clients, yourself, and your firm. Lastly, let us all remember what an honor it is that we get to serve our team and our clients. In a hustle-and-bustle world where everyone is looking after their own good, what a privilege we get to look after those entrusted under our care, guidance, and leadership. We each have team members walking through incredibly difficult things, and our job is to walk beside them (metaphorical hand over their shoulder) to love them, encourage them, and still expect excellence in all they do for our businesses and clients. If you’re eager to learn more about how outsourcing your medical records retrieval can benefit your firm, visit us here. About Cody Schneider: Cody Schneider serves as VP of Operations at Lexitas. He has been in the legal industry for a decade, striving to give customers the experience they deserve. He is passionate about leadership, creating an engaging company culture, and staying tethered to core values (both personally and professionally). His commitment to excellence, consistency, and leadership development, all while having fun, has fueled the results of his teams. His proudest accomplishment is raising two boys with his beautiful wife of 9 years, Jordan. Lexitas offers an array of services including local and national court reporting, medical record retrieval, process service, registered agent services, and legal talent outsourcing. Check out the new Lexitas Record Insights™: An AI-Enabled Chronological Summary of Medical Records.
graphic image of man stressed oout
Human Resources
The Pressure Cooker: Decoding Workplace Stress and Finding Balance
Midway into 2023, having survived all the personal and professional challenges thrust upon us by a multiyear pandemic, increasingly toxic politics, doom scrolling, ubiquitous social media, stubbornly high inflation and just navigating the uncertainties of relationships and everyday life, it’s no wonder that many of us report living and working in a constant state of stress!
6 min read
Stephanie Demont, Esq.
May 30, 2023
Midway into 2023, having survived all the personal and professional challenges thrust upon us by a multiyear pandemic, increasingly toxic politics, doom scrolling, ubiquitous social media, stubbornly high inflation and just navigating the uncertainties of relationships and everyday life, it’s no wonder that many of us report living and working in a constant state of stress! But what exactly is stress? According to the World Health Organization, stress can be defined as a state of worry or mental tension caused by a difficult situation. It’s a normal reaction to various pressures. While everyone experiences stress to some degree, it manifests differently in different people, both emotionally and physically. Keep in mind, that means in ways both seen and unseen. Sometimes we don’t even recognize when it’s influencing our behavior. While we all feel stressed now and then, there’s a distinction between healthy stress – that which is natural and can even assist with our personal and professional growth, and unhealthy stress, which over time, has been proven to contribute to life-threatening illnesses and conditions. When unmanaged, chronic emotional stress is linked to six leading causes of death including heart disease, cancer, lung ailments, accidents, cirrhosis of the liver, and suicide, according to the American Psychological Association. Less severe, but very common manifestations include elevated blood pressure, loss of sleep, a weakened immune system, mood swings, and upper gastrointestinal symptoms. Have you ever experienced physical symptoms brought on by emotional stress? Did you recognize the cause at the time? Because everyone experiences stress differently, it’s worth taking some time to think about and identify your own personal stress triggers and how you react or respond. Common stressors in the workplace How we deal with stress at work is integral to our mental health and physical well-being. The first step is to identify and define exactly what causes you stress at work. Don’t think too broadly here: Be specific! The more clearly you define it, the more likely you are to apply the appropriate coping mechanism or solution. Some common examples of workplace stressors are: Unclear performance expectations Lack of personal and/or professional support An unmanageable workload Pay that is disproportionate to the work being performed Lacking opportunities for advancement or development Conflicts with co-workers or supervisors Stress can manifest itself in a variety of ways. Some ways may seem more obvious than others. It’s important, as we work on optimizing our well-being, that we learn the various ways in which stress may make itself known to us. Here are some examples of ways stress can manifest itself: Difficulty concentrating Losing confidence Not feeling motivated or committed to your job Finding it hard to make decisions Feeling depressed Feeling anxious Feeling more emotional – more tearful or sensitive Feeling irritable or having a short temper How we can manage stress ourselves A wise man once told me that when we say, “we don’t have time” for something, what we really mean is, “it’s not a priority.” Let that sink in. We all have the same number of hours in a day. The key is how we use them. Keep that in mind as you read the tips below. Prioritizing these practices is an investment in the health of your most valuable resource…YOU! Create a new plan to arrive at work early. Eliminate self-imposed beat-the-time-clock stress. When you begin the day early and calm, you set the tone for the rest of the day. Set your alarm 30 minutes earlier, allowing time for extra traffic and coffee at the drive-thru in the morning commute. This will allow you to start off each day more calm and balanced. Take breaks from watching, reading, or listening to news stories, including those on social media. Let’s face it, politics and news these days can be overwhelming and downright depressing. If you constantly immerse yourself in outside turmoil, then your inner peace will consistently be disrupted. Avoid total immersion. Limit your intake and listen to your favorite music instead. Practice setting boundaries. This can be particularly difficult in a demanding work environment. When workplace obligations become unreasonable, and you feel unable to meet a deadline or accomplish a project within a certain time frame, it’s best to communicate that up front, offering an alternative, rather than to stay silent and then miss the deadline. Your manager may not fully appreciate the time commitment required of this particular “ask.” When you propose an alternative, you might be surprised at how flexible they can be! Carve out some quiet time every day. My best ideas materialize when I’m in the shower or outdoors taking a walk. Even with an open-door policy at work, we all need some time to think and regroup. Make time for a little peace and quiet. Go for a walk. Do a quick yoga routine. These breaks provide a mental re-set and may even spark creativity! Don’t let perfect be the enemy of good. This aphorism commonly attributed to Voltaire, simply means that when the goal is perfection we can often overlook opportunities to initiate improvements that, while not perfect, are still solid and beneficial. The takeaway? Perfection is impossible so don’t waste time and effort striving for it when “good” can be great. It’s useful to remember this if you find yourself struggling with analysis paralysis. Also important is the Pareto Principle, commonly known as the 80-20 rule which states that 80% of results come from 20% of efforts. This concept is helpful in identifying which actions to prioritize to maximize the impact. Talk to others. It does no good to withdraw. That just internalizes and empowers stress. Confide in a friend or loved one about how you’re feeling. Talk openly and honestly about what you’re going through. Remember: stress impacts all of us. If an employee assistance program is available at work, take advantage of this resource. Practice deep breathing techniques. It feels good, and it really does help. In moments of overwhelm, try pausing, and doing a one-minute box breathing practice. Breathe in for a count of four, hold for a count of four, breathe out for a count of four, hold for a count of four, and then start it all over again. Those 60 seconds you spend focusing exclusively on your breath will pay off dividends in your ability to calm the chaos, navigate the upheaval, and conquer stress. It puts you back in control. Meditation? Even better! Eat well and drink lots of water. Did you know that feeling anxious is often a sign of dehydration? This is especially true if you drink a lot of caffeinated drinks. Swap out that second coffee for some H20 instead. Feeling like the brain fog is rolling in? Snack on some fresh vegetables, fruits, or nuts instead of reaching for sugary, highly processed foods. Brain foods like this improve mental clarity! What employers can do to support employees and reduce stress in the workplace As firm leaders, it’s important to acknowledge your role in your team members’ overall well-being. Firms that intentionally implement supportive strategies to reduce workplace stress such as these enjoy the following advantages: Reduced turnover resulting in higher productivity and momentum Improved workplace morale Reduced absenteeism Improved employee engagement and loyalty Healthier team members You can be a vital resource to help your team members better manage workplace stress and navigate it in a healthier, more optimal manner. Here are some tips to help you do just that: Walk the talk. Show that you mean what you say by practicing it. Share your own healthy and effective stress-relieving tips and techniques in an open way. You may inspire team members to adopt the same strategies for themselves. Offer health and wellness benefits and an Employee Assistance Program. When employers share the costs associated with physical and mental health care, team members are far more likely to seek the preventative care and treatment they need. Establishing an Employee Assistance Program (EAP) shows your team how much you truly care about their well-being. Offer discounted gym, pool, or spa memberships. This is a great way to encourage a healthy and fit team culture. Fitness center fees can be cost-prohibitive, so many team members really appreciate this perk. Provide fresh fruit and healthy snacks in the office for team members to snack on. Rather than stocking up on chips and candy at the next Costco run, buy the brain food! It fits the healthy culture you want…and ok, maybe buy a little chocolate every now and then. Offer standing desks as an alternative to traditional workstations. Standing and walking encourage the emotional and mental re-set that helps us regain focus. Offer this option to promote maximum focus and creativity. Offer flexible work schedules. Conflicting priorities and scheduling demands, particularly on parents and elderly caregiving employees, can lead to additional stress at work. If your company’s model permits, offer flexible work arrangements whenever possible. Rather than worrying about how much and when your employees are working, measure their success by the quality and timeliness of the output. Offer resources and training courses on conflict resolution. Sometimes the source of stress at work originates from personality conflicts between co-workers. Few of us have formal training in the art of resolving conflict in healthy and productive ways, but there are courses, books, and materials out there that specialize in just this. Team members should be afforded these resources and encouraged to learn about them as part of their professional development. Creating a healthy and supportive work environment is essential to reducing stress in the workplace and can help your employees feel valued and supported while also improving overall team morale. Ultimately this will lead to improved employee engagement and loyalty as well as healthier team members with higher productivity rates. Start implementing these strategies today for an effective way of promoting mental clarity throughout the office!
graphic image of man and woman with substance disorder
Leadership
Disorder in the Court: Addressing Substance Addiction in the Legal Industry
It’s no secret that the legal industry is fast-paced, high-stakes, and rife with stress. The responsibility to obtain justice, represent clients fairly and accurately, meet a myriad of deadlines, and operate within a business model that can be volatile with cash flow has the possibility to create a true pressure-cooker environment, where attorneys and team members can be on edge more often than not.
4 min read
Mary Ellen Murrah
May 23, 2023
It’s no secret that the legal industry is fast-paced, high-stakes, and rife with stress. The responsibility to obtain justice, represent clients fairly and accurately, meet a myriad of deadlines, and operate within a business model that can be volatile with cash flow has the possibility to create a true pressure-cooker environment, where attorneys and team members can be on edge more often than not. This isn’t just an anecdotal observation; it’s a real and measurable phenomenon that has resulted in disastrous consequences, including high rates of depression, substance use, and suicide. In 2017, a National Task Force published a critical report called The Path to Lawyer Well-Being: Practical Recommendations for Positive Change. That report revealed staggering statistics about alcohol usage, stress levels, and mental health decline among lawyers. Source: Institute For Well-Being In Law – (lawyerwellbeing.net) The release of the report sparked a movement in the legal profession to both acknowledge and address well-being, and that movement is alive and well today, though the issues and concerns addressed in the report are still far from solved. The rate of substance use in the profession is high, higher than in most industries. Why? Practicing law is the perfect storm of stress, competition, long hours, and often a culture of hard partying at events or as a “reward” for hard work, big settlements, or tough projects completed. According to a survey by the Substance Abuse and Mental Health Administration, 79.3% of people who binge drink are employed, and 68.9% of illicit drug users are employed. While many people are able to hide their drug and alcohol usage while in the workplace, that does not mean it doesn’t affect their performance and their overall quality of life. Like other mental health issues, substance use disorders can lead to an increased level of absenteeism, low morale, and job safety risks, not to mention the significant health impacts it presents to the individual. It sounds pretty bleak, but that doesn’t mean we as an industry and as leaders cannot take steps to discuss, destigmatize, and help promote a healthier culture. Here are some tips for addressing substance overuse: 1. Create a culture of safety. This is good advice in general, but it’s especially important in discussions about recovery, sobriety, and substance use. Believe me, this one isn’t as easy as it sounds. Society in general celebrates alcohol usage as a coping mechanism more than you may think. In fact, once you start to notice it, it’s pretty staggering. I challenge you to find a television show or movie that doesn’t include at least one scene where binge drinking is normalized, funny, or presented without comment as the status quo. We tend to be so desensitized to it that it often goes unnoticed. If your firm can create a culture that welcomes and even embraces honest conversations about recovery and sobriety, you are removing the judgment and stigma that so often accompanies people in recovery. If your team members don’t feel the need to hide their recovery journey out of shame, that may open the door for others who may be struggling and don’t want to admit or address it. Just like with other efforts for inclusion, normalizing and supporting different journeys benefits your firm as a whole. Think too about your firm celebrations. Do you offer choices for sober team members, or is there an expectation that anyone not drinking isn’t “fun” or not part of the action? Are all your holiday parties or after-work events alcohol focused? You may have never considered the message being sent, so take a look at your culture and what it is rewarding and celebrating with an eye to mental health. 2. Offer education to your leadership team and your firm in general. Wellness initiatives as a benefit may help to set your firm apart from the pack, which is sorely needed in today’s labor market. There are many ways to embark on these initiatives, and an easy one is to simply offer education. You may already have lunch and learn sessions for your team. Consider folding wellness into those lunch and learn topics. Offering education on substance overuse is another way to destigmatize and open the dialog. Addiction, overuse, and recovery are rife with judgment and shame, so ensure your educational resources address those people who may pass judgment on those on a recovery journey. 3. Offer resources to your team. Your HR company may be able to help with this. Rather than simply terminating someone who is exhibiting an issue or who comes forward to share a struggle, offer resources to support them in recovery. If you don’t work with an HR company or don’t know where to start, there is a helpline offered by the Substance Abuse and Mental Health Services Administration. It is free, confidential, and open 24/7 for anyone struggling with mental and/or substance use disorders. 4. Celebrate! Another way to reduce stigma, boost morale, support the entire team, and promote inclusion is to celebrate recovery the way you would any important life milestone. If your team members are comfortable, join them in celebrating their sobriety anniversary or other important mile marker in their journey. Make these milestones something we, as a society, say out loud and proudly. It’s a big deal and a huge accomplishment. Make sure your team members feel that. 5. Replace unhealthy coping mechanisms with healthier ones. Instead of suggesting that a team member under a lot of stress “go get a drink”, offer healthier alternatives for stress reduction, like meditation, proper sleep, exercise, reading, healthy foods, or getting together with supportive friends or teammates. It’s possible to normalize healthy behaviors instead of unhealthy ones. That National Task Force on Lawyer Wellbeing report included five central themes: Reduce toxicity in the profession Eliminate the stigma of needing and seeking help Emphasize that well-being is a part of the lawyer’s duty of competence Educate lawyers, judges, and law students about well-being Make incremental steps to change how law is practiced, and lawyers are regulated to instill greater well-being. As a firm, you can embrace many of these tenets by being the light in a sea of stress and unhealthy salves. Promoting a firm culture that celebrates well-being and acknowledges the darkness that can come with constant stress, competition, and high-stakes work, leaves room for your team to live and work safely. Though the legal profession presents many inherent challenges and heavy stressors, we can navigate that landscape more skillfully and avoid unhealthy and harmful outlets. Be a catalyst for change and help move our industry forward.
graphic image of people working in brain
Human Resources | Leadership
Leading into a New Landscape: Promoting Organizational Mental Health Initiatives
We are always happy at work, aren’t we? We love our jobs. We love our team. We love our clients. What is there to ever be stressed about, right? All kidding aside — mental health is a serious issue, both at home and in the workplace, and one that has been overlooked and undervalued in the professional landscape for far too long.
5 min read
Dr. Heather Carroll
May 16, 2023
We are always happy at work, aren’t we? We love our jobs. We love our team. We love our clients. What is there to ever be stressed about, right? All kidding aside — mental health is a serious issue, both at home and in the workplace, and one that has been overlooked and undervalued in the professional landscape for far too long. With my background in Industrial and Organizational Psychology, my goal is always to help our clients create happy, productive team members who thrive in a supportive work environment. Let’s face it: Work can be stressful — even the best jobs can cause major stress. There is not much you can do to prevent your team members from ever feeling stressed. However, strong mental health can help us cope with that everyday stress so that we can still work productively. We can deal with workplace stress, while still feeling joy and fulfillment from our work. Fortunately, there is increasing awareness being put into mental health in all aspects of our lives. Unfortunately, there is still a gap between recognizing the importance of mental health and actually implementing policies and practices to support mental health in the workplace. In this blog, I’ll take a closer look at this critical issue and help you position your firm to be a standout workplace, providing team members with mental health support and care. As a firm leader, why is it important for you to implement mental health initiatives within your organization? Mental health problems can affect an individual’s ability to work effectively, leading to absenteeism, presenteeism, reduced motivation and productivity, and even increased turnover. Furthermore, those problems can negatively impact your overall firm culture and contribute to lower morale among your team. For example, members of your team could misidentify mental health issues as job dissatisfaction. A strong leader should take the time to recognize and promote mental health awareness before issues have the chance to impact both the individual and the organization negatively. According to the National Institute of Mental Health, nearly one in five American adults experience some form of mental illness each year. How many team members are in your firm? If one out of every five of your team members is struggling at some point with their mental health, how do you think that is impacting your organization as a whole? Chances are mental health is impacting your business in one way or another. So what should you, as a firm leader, do? There are several steps that employers can take to help promote mental health awareness within their team. The first and most important step is simply removing the stigma around mental illness and creating a safe environment for your team members to discuss any issues they are having. It can be difficult for employees to recognize when they need to seek help, and they often don’t know where to seek that help when needed. As a team member, it can feel daunting, terrifying, and intimidating to disclose mental health issues to an employer. So, as a firm leader, it’s vital to create a safe space within your firm, thus removing the fear, stigma, and intimidation factor. Make sure your HR department, or whoever handles your HR functions, is knowledgeable and equipped to handle mental health concerns from your team in a professional and thoughtful manner. Consider having a mental health campaign. This could be a fun, positive, firm-wide initiative to open up the dialogue on mental health and remove the stigma around the subject. This campaign could take many forms, from a speaker series to a lunch and learn session, posters around the office, a series of educational emails, or swag that encourages team members to break the stigma. The goal is to create a culture of openness so that your team members will not only feel comfortable seeking the help they need, they will also feel supported by their employer in this very important aspect of their overall well-being. When we as employers need to deal with tough topics, one of the most powerful tools we have available to us is communication. The simple act of talking openly and honestly about something can help your team take a needed deep breath, feel safe and supported, and feel an increased sense of loyalty to the organization as a whole. Another important step you can take is providing education on mental health to your team. Having a strong, healthy mind is important to performing their job within your firm, right? So, provide the tools they need to stay in top mental shape. Just like any other on-the-job training, provide resources and information to your team aimed to help them recognize the signs and symptoms of mental illness. Educate them on access to support services should they need them. On that note, don’t overlook the critical step of making sure your team does, in fact, have access to support services. Make sure your health plans offer coverage for mental health services like therapy and even medication. However, as not all of your team members may take part in your health coverage plans, make sure those team members are not overlooked. You could also consider providing your own employee assistance program that would allow all your team members to access help equally should they need it. Liaise with mental health organizations locally to see what options and resources you could jointly offer to your team. Also, remember that your team members have varying amounts of support in their personal lives. Never assume that they will have the resources outside of their work environment to handle their mental health issues. In fact, as we spend so much time with our work “family,” our colleagues may actually be the first to notice when something seems wrong or off about us. In addition to being a team that accomplishes our work projects, being a part of a team also means looking out for one another. Check on your colleagues and friends at work. Check in on those who report to you. Keep the dialogue open so that they know they can discuss any mental health issues they are having without fear. Lastly, don’t forget about yourself! Being a leader certainly carries its own stressors! The best thing that you can do to protect the mental health of your team is to stay mentally and emotionally strong. This will not only help them see the importance you place on mental health, but as you can imagine, any mental health issues you are experiencing as a leader will certainly affect your team if left unmanaged. Be a model for your team on healthy behaviors both mentally and physically by recognizing your own need for self-care. The mental health of your team is simply too important to ignore. Work-related stress is a significant contributor to mental health problems. Smart leaders recognize the multiple demands your team members face, and how those demands create challenges to their mental health. Even the growing pressure of balancing their home and work lives can be a huge strain for your team members. To keep that strain from creeping in and affecting your firm negatively, recognize the key role you should be playing in actively supporting the mental health of your team.
graphic image of women being productive
Human Resources | Leadership
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.
5 min read
Kendall Abbott
May 9, 2023
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.
graphic image of team working in brain
Human Resources | Leadership
What’s the Cost: The Impact of Mental Health on Diversity, Equity, and Inclusion in the Workplace
Mental health is a critical issue in the workplace. According to the American Psychiatric Association, one in five adults in the United States experiences mental illness each year. Mental health conditions can have a significant impact on work performance, productivity, and relationships.
5 min read
Guest Author
May 2, 2023
Mental health is a critical issue in the workplace. According to the American Psychiatric Association, one in five adults in the United States experiences mental illness each year. Mental health conditions can have a significant impact on work performance, productivity, and relationships. When mental health is neglected or not addressed in the workplace, it can lead to an environment of inequity, exclusion, and discrimination. Mental health is closely linked to diversity, equity, and inclusion (DE&I). Employees from diverse backgrounds may face unique challenges that can impact their mental health, such as discrimination, microaggressions, and a lack of representation. As a result, it’s important for employers to understand the connection between mental health and DE&I, and to take steps to create a more inclusive workplace for all employees. In this blog, we’ll explore the ways in which employers can place a greater focus on mental health and well-being in order to foster a healthier, more inclusive work environment. Creating a shared understanding As we start to introduce conversations around DE&I into the workplace, it’s important to establish a shared understanding around what these terms mean. By utilizing a shared language, we start to build a culture in the workplace that assists in making these efforts more successful. These terms are the fundamentals of diversity work. Diversity refers to the variety of people and perspectives that exist within a group. Diversity can include factors such as race, ethnicity, gender, sexual orientation, age, religion, and socioeconomic status. Equity refers to the fairness of treatment and opportunity. Equity means that everyone has the resources and support they need to succeed, regardless of their background or identity. Inclusion refers to the sense of belonging and acceptance that people feel within a group. Inclusion means that everyone feels valued and respected and that their contributions are valued. Mental health refers to a person’s overall emotional, psychological, and social well-being. Mental health is just as important as physical health, and it can have a significant impact on a person’s ability to function in all areas of life. Mental illness refers to a condition that affects a person’s thinking, feeling, mood, or behavior. Mental illnesses can range from mild to severe, and they can affect people of all ages, races, and ethnicities. Microaggression is a comment or action that subtly and often unconsciously or unintentionally expresses a prejudiced attitude toward a member of a marginalized group (such as a racial minority). The impact of mental health on DE&I There are a number of ways in which mental health can impact DE&I in the workplace. For example, employees from diverse backgrounds may be more likely to experience discrimination and microaggressions, which can lead to stress, anxiety, and depression. Mental health issues, which can impact any demographic, can be a significant obstacle in the workplace and can greatly diminish an employee’s potential for productivity. Stress, anxiety, and depression can affect not only an individual’s performance at work but also their overall morale and well-being. Mental health burdens can limit an individual’s success. Employees with anxiety may have difficulty focusing, difficulty managing time and tasks, and trouble concentrating or making decisions. Employees with depression may have decreased motivation or energy levels, sleeping difficulties or disturbances, feelings of hopelessness, and difficulty completing tasks. And, employees with other mental illnesses may have impaired decision-making skills, difficulty interacting with others, or difficulty managing their time. Therefore, it is absolutely critical that employers recognize the importance of addressing mental health concerns in the workplace to ensure a safe and productive environment for all their employees. By recognizing the importance of addressing mental health issues in the workplace and creating an environment that is conducive to mental wellness for all employees, employers can foster increased employee engagement and productivity. How law firm leaders can create a more inclusive workplace There are a number of things that employers can do to create a more inclusive workplace for employees with mental health conditions. It is important for law firms to offer employees support, resources, and the opportunity to provide feedback on how their experiences could be improved. Some of these options include: Providing education and training on mental health. Employers can provide training to employees on mental health, including the signs and symptoms of mental illness, how to talk to someone who may be struggling, and how to create a supportive work environment. Creating a culture of openness and acceptance. Employers can and should create a culture where employees feel comfortable talking about mental health and where they feel supported. This can be done by providing resources and support, and by modeling positive behaviors. Providing flexible work arrangements. Employers can provide flexible work arrangements, such as telecommuting or flextime, to accommodate employees who may be struggling with mental health conditions. Be sure to refer to The Americans with Disabilities Act (ADA) for legal compliance and application of such policies. Providing access to mental health resources. Employers can provide access to mental health resources, such as employee assistance programs (EAPs) or mental health insurance. Encourage self-care. Employers can encourage employees to take care of their mental health by providing resources on self-care, such as stress management techniques, exercise, and healthy eating. Law firms should include mental health initiatives in their DE&I strategies, such as providing educational resources about mental wellness and offering a list of resources to their team members. It is essential that employers recognize the importance of not only promoting diversity but also fostering an environment where every individual feels safe, valued, respected, and heard. By making these changes in the workplace, law firm leaders will be able to create a more supportive atmosphere for all their teams and promote an atmosphere of acceptance that allows everyone to thrive. If your organization does not have a DE&I strategy, it’s never too late to create one! I encourage you to seek out the expertise of Diversity professionals. Additionally, work with your Human Resources or leadership teams to review and build out what is needed to support your team members. There are several ways an organization’s leadership can do this, many of which are low cost and high impact. Put your team first and the organization will thrive. About Ciera Parks: Ciera Parks is a Human Resources Executive with 15 years of experience working in higher education, manufacturing, nonprofits, cannabis, e-commerce, and technology. She is the owner of CWC HR Solutions & Training. Ciera advises and partners with businesses on their HR needs to develop strategies that improve workplace culture through customized alignment and training. She has a proven track record of success in developing people strategies that drive performance, improve efficiency, and increase profitability. On top of this, Ciera is well-versed in building effective organizational structures and diversity, equity, and inclusion (DEI) topics. Ciera’s professional accomplishments in the human resources field include a Master’s Degree in Human Resources Development and a Certification from the Society for Human Resources Management. Ciera has also been elected as The Community Involvement Director and Professional Development Chair for two of Amazon’s employee resource groups (ERGs), been selected as the Director for Diversity & Inclusion by CHRA, and is the President of neXco’s National Cannabis Chapter. These honors are a result of her commitment to leadership and skill development for all workforce populations.
Teamwork to get to a goal
Human Resources | Leadership
Putting First Things First: Why Winners Always Remember the Fundamentals
Surprise… real winners practice and study the “old” stuff that made them successful in the first place! And they also keep first things first. Basics are just that, BASICS!
4 min read
Tim McKey
April 25, 2023
“Gentlemen, this is a football.” Vince Lombardi - Championship Coach, Green Bay Packers “First, let’s talk about how we put on our socks and lace our sneakers.” John Wooden - Championship Coach, UCLA Bruins These quotes from a couple of renowned sports coaches shocked their players. The athletes comprising the successful teams who received these messages were likely initially thinking, “We made it this far, to the pinnacle of professional and college sports, for our leader to start our first practice as if we are novices. Give me a break! Let’s learn and practice the new, cool stuff!” The reality is that these coaches understood the true importance of mastering the fundamentals of the game. Often success in life, and even in sports, revolves around the basics. Performing well on the little things leads to larger successes. No matter how knowledgeable we are about a particular subject or technique, if we do not have a firm understanding of the fundamental principles, our work will suffer. Surprise… real winners practice and study the “old” stuff that made them successful in the first place! And they also keep first things first. Basics are just that, BASICS! And practicing the home run trot prior to learning to hit is folly. When I was a kid, I had a good friend who would spend hours practicing “spiking” a football after a touchdown. It was a bit ironic that he had an awfully challenging time catching a pass. Possibly he was practicing the wrong thing. He was definitely not putting first things first! In this blog, we’ll explore the concept of understanding the fundamentals and why winners always get the small stuff right. Where do YOU put your effort? Where do YOU start? What do YOU and your team practice? Being sound fundamentally and putting first things first ARE the keys to success. Full stop! In the business world, this same philosophy applies. Successful companies understand the value of fundamentals and make sure their employees have a thorough understanding of them. When launching new initiatives or projects, it is not enough to jump in and start with something cool or exciting; instead, businesses must take the time to understand the foundational principles and ensure they are correctly applied. If your team has been trained and is successful in providing quality legal services in a pleasing way, great. But are you consistent? Practice makes perfect…. or keeps you exceptionally good if perfect is a stretch! We all need to be kept abreast of what fundamentally good really is. We do not need to relearn…just know how to deliver the basics consistently. The famous theologian, playwright, and philosopher, Samuel Johnson, was quoted as saying, “People need to be reminded more than they need to be instructed.” How true! Consistently good beats occasionally great a remarkably high percentage of the time. How often does your firm retrain? Remember….we forget quickly! There are times when the Vista team is assessing or consulting with a client that a topic arises, early on, related to a nuanced protocol for an intake or case management procedure. We do our best to say something like, “Back the truck up!”, let’s work on the more routine protocols and practice those to excellence prior to moving to step 2….or 10. Fundamentals are there for a purpose and should be fully understood and implemented prior to the fancy moves. Fundamentals before flash It is sexy to do the cool stuff, show off, have flash, and concentrate on sales to the exclusion of high-quality operations. But without the fundamental training and skills in place to perform the basics, you will appear woefully inept and do a severe injustice to those you are attempting to serve. Let’s go back to the analogy of an athlete. If I wanted to be a great basketball player, it might start with dribbling and shooting free throws. Once I master those fundamentals, I can move on to the crossovers and behind-the-back passes. But if I want to show off a cool move in my very first game, I will likely fail. It is the same in our professional lives. If you have not mastered the basics of your profession, you are doomed to failure before you start. Start small and keep it basic. Have a plan and take the steps. Build up knowledge and experience with each step. Learn from mistakes – either yours or someone else’s – and keep going. Once you have the basics down, you can move on to more complex or creative projects and ideas that will help you move forward in your career. Don’t try to run before you can walk. Put in the work and the time and reap the rewards of diligence and hard work. The mistake of running before you can walk Some clients immediately ask us if increasing their sales spend is wise. Maybe, but, assuming the spend yields more clients, can they serve them in a “world-class” way? Suppose a new restaurant is supremely successful in marketing…but skips the practice of instilling the fundamentals with the wait team and chef? Well….lots of customers will come….one time. This is no way to build a following. And a “following” is what we all want. We want repeat customers, or at least for those customers to become our fans and advocates and refer their friends, family, and business associates to us. Without a sound basis for providing fundamental services, we fall very flat, very fast. It is important to put first things first! Show up and put in the work There are many more Jerry Kramers than Deon (Prime Time) Sanders. If you don’t know Jerry Kramer, he was the right guard on Lombardi’s champion Green Bay team. Not flashy, but sound, did the hard boring work, day in and day out. Kramer may not have had the most talent, yet he performed consistently good and often great. A “Prime Time” superstar comes along occasionally, yet we shouldn’t depend on a superstar. Talent is on a bell curve and most of us live on the downward slope of that curve. Hard work on the fundamentals and consistent training paves the way for a rewarding and successful career. At Vista, we live in the fundamentals and enjoy the exercise of identifying the tasks that should be learned and tackled first. You won’t find much flash or sizzle with us. But the Vista steak is the best there is. We like it that way, and so do our clients! We don’t compromise quality and excellence to get faster results or bigger rewards. We do it right the first time, every time. The payoff? A satisfied customer base that grows with each success. That’s how we measure success – happy clients who come back again and again. Getting the fundamentals right can lead to a deeply satisfying and rewarding professional career.
graphic image of heart and brain
Human Resources
Don’t Be Afraid, It Will Only Hurt for a Minute: How to Use Personality Assessments in Your Law Practice
As you may have read, our team believes in the power of the right words. When you think of a test, you tend to think of a pass/fail situation with sweaty hands and off-the-chart anxiety. When phrased to your team instead as an ‘assessment’, you can ease the tension by explaining you are gathering information.
5 min read
Amanda Hankins
April 18, 2023
As you may have read, our team believes in the power of the right words. When you think of a test, you tend to think of a pass/fail situation with sweaty hands and off-the-chart anxiety. When phrased to your team instead as an ‘assessment’, you can ease the tension by explaining you are gathering information. When used correctly, personality assessments can increase the likelihood of hiring the right fit candidate from our fiercely competitive market, assist in coaching team members in the way they best respond, and establish better communication with your team by understanding behavioral, emotional, and cognitive patterns. There is an investment of time and money when conducting assessments for pre-employment, but I truly believe the benefits outweigh the drawbacks. Some who know me might describe me as dominant, forceful, stubborn, and even aggressive. You may be thinking, “If that is an accurate description, I feel sorry for Vista’s fearless leader, Tim McKey.” I’m here to assure you I am all those things (I even have ample documentation to prove it), and to encourage you not to be afraid of powerful team members, especially women! Well-organized, goal-oriented leaders can help you take your firm to the next level. The assessments I have taken provided insights into my own strengths and weaknesses, allowing me to grow and mature both personally and professionally. Over the years, I have also taken DiSC, 16Personalities, Culture Index, Simmons Personal Survey, and my favorite, Enneagram. Others we have seen work well in our industry are Myers-Briggs Type Indicator (MBTI®), Caliper, Kolbe, Predictive Index, and Color Code. Each has its own strengths and limitations. In this blog, we’ll take a look at some of the most commonly used personality assessments in our industry. DiSC I was first introduced to personality assessments over 20 years ago when my employer wanted our front office team to learn how to communicate and work more effectively with each other. That assessment happened to be the DiSC personality assessment. Several weeks after completing the assessment, our team met with a DiSC facilitator. The organizer of the event started our meeting by explaining how the DiSC profile measures an individual’s behavioral style in four areas: Dominance Influence Steadiness Conscientiousness The facilitator went on to ask who thinks they are a D, who thinks they are an I, and so forth. After not raising my hand for any of the letters, when asked, I simply explained I felt like I could relate to all the letters. The facilitator chuckled and said that was a great observation because I scored the same across the board and lovingly labeled me a rainbow of fruit colors. I was in my early 20s at the time and not so sure if this was a good or bad trait. After seeing the confusion on my face, the facilitator assured me this was a good thing, showing I could relate well, change when needed, and envisioned I would be a great leader one day. Those words of encouragement stuck! Over two years ago, I had an opportunity to retake the DiSC assessment with the Vista Consulting Team. This was an eye-opening experience! I am classified in a Creative Pattern, with a high score in D (Dominance) and C (Conscientiousness). I learned some possible careers for a DC are Lawyer, Operations Manager, and Project Manager (turns out I’m in the right field)! I also learned the rarest DiSC type is D with only 9% of the worldwide assessed population characterized as a Dominant personality with S (Steadiness) being the most common. Culture Index The Culture Index assessment is unique in that it measures seven core personality traits that are believed to be key indicators of success in the workplace: Logic Energy Assertiveness Decisiveness Empathy Independence Teachability These traits are then used to create a profile of the individual that can be compared to the profiles of successful employees within the organization. This comparison helps the leaders and managers to more accurately gauge a team member’s potential for success in various roles. Additionally, the assessment holds great value in helping managers to better understand the personality dynamics of their teams and how those dynamics might impact productivity. Simmons Personal Survey The Simmons Personal Survey report combines several like areas of character into four main categories to provide more concise information. It measures character rather than personality, stating that can better predict a person’s behaviors well in advance of starting work with your firm. The accuracy of this report is improved when the firm provides great detail as to the role you are hiring for (which is the opposite of what most assessments measure). Personality is the condition or fact of relating to a particular person, so it changes depending upon circumstances. This assessment views how the person appears to be but allows a look behind the personality to view the character. Character is defined as one of the attributes or features that make up and distinguish an individual (how a person behaves when no one is watching). The Simmons Survey looks at factors such as aptitude, ambition, assertiveness, interpersonal relationships, tolerance, flexibility, and resiliency. The insights this assessment test provides into the strengths and weaknesses of your team can be used to help make them more productive, efficient, and successful. It can also provide information about potential issues between team members that could affect their performance. Enneagram Now, onto my favorite of all personality tests! The Enneagram is a personality system that consists of nine interconnected personality types, each with its own motivations, fears, and behavioral patterns. It is commonly used as a tool for self-discovery, personal growth, and interpersonal communication. Some might think the Enneagram is too touchy-feely, but I believe it gives a deeper and more holistic view of an individual. The nine Enneagram types are: The Perfectionist/Reformer The Helper The Achiever The Individualist/Romantic The Investigator/Observer The Loyalist The Enthusiast The Challenger The Peacemaker Recently I worked with a coach to determine my Enneagram number and discovered how to better align with my beliefs and avoid conflict. I highly recommend taking the time to learn about your own type and how it influences the way you think, feel, and act. Knowing more about yourself can help you better understand others’ motivations and enhance team collaboration. How to use personality tests the right way If you decide to try out a personality assessment for your team, I highly recommend that you hire a professional to administer, explain, and possibly even work with the team regarding their results, especially leaders in the firm. This ensures that all results are correctly interpreted and that the resulting growth and awareness personality tests can provide can start quicker and at a deeper level. It’s unwise to have your team take a personality test and not share the results with them. Instead, get them onboard by providing information about the test they’ll be taking, explaining why they’re taking it, and tying everything back to your culture, team mentality, and hunger for growth, both for the firm and for individual team members. Get them excited about it, not skeptical about why you’re doing it or what repercussions may come of their results. The more relaxed they are when they take the test, the better and more accurate the results will be. It’s critical to note that while personality assessments can be valuable tools, they should not be used as the sole basis for critical business decisions, such as hiring, firing, or promotion determination. As such, it is essential to use them in a responsible and thoughtful manner. They should be used in conjunction with other factors, such as job performance, experience, and qualifications. Simply put, they are a powerful tool in the tool belt of life and business that helps individuals gain knowledge about themselves as well as insight into others in their life. It’s also important to acknowledge and embrace the fact that character is developed as we go through life experiences. People can change their behavior and learn from mistakes, so character and personality assessments should not be seen as static or unchanging over time. Character development is ongoing — something that can be encouraged, nurtured, and learned from. As a business leader, it is important to use personality assessments wisely and as part of an overall plan for personal growth. Ultimately, any assessment you pick should be used to help individuals engage in meaningful self-reflection and understand themselves better so that they can make informed decisions about their own professional and personal paths.
graphic image of girl in tank with shark
Human Resources
Something’s in the Water: Combatting the Element of Anticipation
This is an excellent lesson that the anticipation of something scary is WAY WORSE than the confrontation of that scary thing. I’ll say it again for the people in the back: anticipation is much scarier than confrontation.
5 min read
Mary Ellen Murrah
April 11, 2023
Recently, I read a long article about the movie Jaws. What has come to be known as a genre-defining film had a production absolutely plagued with issues, including a malfunctioning mechanical shark. In a move that is rife with logistical lessons, the shark had only been tested in fresh water and had mechanical problems when introduced to the significantly more corrosive saltwater ocean filming location. In addition to scripting delays, infighting among the cast, a literal sinking ship, and other issues, some of the scenes had to be completely reimagined now that the shark was deemed mechanically unreliable. Because of that poor planning and lack of testing, the eventual audience got those iconic anticipation scenes. You likely know them well: dramatic camera shots of starkly lit, dangling human legs, legendary music, chaotic splashing, and a lone severed limb floating to the bottom of the ocean. In fact, the shark doesn’t make its onscreen appearance until more than a full hour into the film! You may also be shocked to know that the total screen time for the shark is fewer than five minutes. How can something we likely all remember as so terrifying show up so late and for such a short amount of time? This is an excellent lesson that the anticipation of something scary is WAY WORSE than the confrontation of that scary thing. I’ll say it again for the people in the back: anticipation is much scarier than confrontation. What can a malfunctioning mechanical shark teach us about leadership? It turns out quite a bit. Confront the scary thing. What is it on your to-do list that keeps getting pushed because it’s too big or too frightening to tackle? Is it a difficult conversation with someone on your team? A stretch assignment? A termination that is long overdue? An honest conversation with a service provider about sub-par performance? While none of those things are necessarily fun to tackle, the longer you put them off and build up the anticipation, the worse the task (and you) will feel. I don’t think I’m alone in experiencing stress and anxiety before doing something that makes me uncomfortable. I can create some pretty fantastical scenarios in my mind of all the things that COULD go horribly and embarrassingly wrong. In reality, it’s incredibly rare for any of those things to actually happen. All I’ve done in creating those scenarios is manufacture unnecessary stress, lose sleep, and allow a situation to potentially get further out of control. I’ve let the fear of the metaphorical shark stop me from even having the chance to get a bigger boat! It’s falling victim to scary anticipation instead of seizing control. How can we peek out from between our fingers and just do the dang thing? Here are some tips for overcoming the fear anticipation creates: 1. Reframe your thoughts on confrontation: Confrontation is not an inherently bad thing. In fact, it’s an entirely necessary and often healthy part of mature relationships. Can you imagine if you never confronted your children when they misbehaved or addressed their unacceptable behavior? Scary, right? So, why do we think it would be easier to tiptoe around a conversation with a co-worker or a leader at the firm, hoping problems will just go away? We’re conditioned to think of confrontation as bad. I encourage you to consider the alternative: A bad situation stays bad. You live in anxiety or fear for too long. The toxic environment intensifies. Trust me: confrontation isn’t the enemy. Oftentimes, it’s the solution. 2. Keep calm and carry on: It’s really tempting to be a jerk or expect someone else to be a jerk when it comes to confrontation, and that may be what makes it so scary. We think of confrontation as yelling and fighting. It doesn’t have to be that way! Not all confrontation is a sharp-toothed malfunctioning shark flopping onto the deck of the boat. Practice having a tough conversation while keeping your voice soft and calm. It truly is possible to deliver a tough message in a compassionate, respectful, and objective fashion. Often, I hear young or inexperienced leaders struggle to hold their team accountable or have an honest conversation. My best advice is to keep the conversation objective. If someone isn’t hitting their KPIs, is showing up consistently late, or isn’t delivering quality work, that is a fact. Facts should not be tough to communicate. When you lead with the problem, keep it specific to that problem, and don’t create an all-out attack on character, the message becomes not only easier to deliver, but also easier to swallow. Practice this phrase, “What would you do if you were me?” when having tough conversations. It opens the door for the other person to acknowledge that you’re not attacking them and gives them the chance to think things through from another perspective. 3. Eat that frog: You’ve probably heard the expression, “eat the frog.” It means that the wise move is to tackle the toughest or least appealing item on your to-do list first. If you have to eat a frog or go face-to-face with a killer shark, you might as well get it over with as quickly as possible, right? The same goes for the thing on your to-do list that is looming over your day. I’ve absolutely fallen victim to ticking every single easy box on my list, even creating tasks that weren’t originally on there just to avoid taking a bite of that pesky frog. Suddenly, my desk needs rearranging, the dishes need attention…does the dog need to go out? It’s tempting to do absolutely anything to avoid THAT thing. When you find yourself re-categorizing your emails just to avoid that frog on your list, it’s time to take a bite. I guarantee you the anticipation of the thing is scarier than the actual thing, and you’ll feel a huge weight lifted by tackling the beast. 4. Take it one issue at a time: When you think of going face-to-face with the shark, you might be tempted to throw absolutely everything in the boat at it all at once. If you’re going to have a tough conversation, you might as well get it all out at one time, right? Wrong. Instead, consider a more targeted approach. Confrontation works best one issue at a time. Give each item or conversation the time and attention it truly deserves, and resist the urge to unleash every problem at once. Think of it this way, if you have to have a tough conversation with your spouse, you don’t want to bring up every other tough conversation and slight annoyance. That takes focus from your main issue and creates unnecessary strife. Jaws gives us plenty of lessons on business and leadership. (Don’t even get me started on proper preparation and planning. Why was the mechanical shark never tested in salt water?) The biggest lesson we can take away from that legendary movie is this: anticipation is downright terrifying. Our mind creates a bigger shark, a smaller boat, and a bloodier scene. So, hear the scary music (DA DUH, DA DUH…) and confront the thing. Schedule the conversation. Tackle the project. Feel the fear and push through it anyway. It’s only in the movies that the shark seeks revenge in the sequel.
graphic image of girl shouting to team
Leadership | Marketing
Expand Your Reach: How to Grow your Referral Network
In preparation for writing this blog, I did some research about referrals. Hold the side-eye. This referrals subject matter expert comes in peace and armed with a deep understanding of referrals from my time served in the legal industry and medical field.
5 min read
Terri Houchin
April 4, 2023
In preparation for writing this blog, I did some research about referrals. Hold the side-eye. This referrals subject matter expert comes in peace and armed with a deep understanding of referrals from my time served in the legal industry and medical field. But knowledge is like fashion; some principles are timeless, and others go out of style and begin to fade in their power and reach. In this blog, I’ll focus on the principles that have stood the test of time – those core values that can help your firm build a wide and strong referral network. Do I need a network? A general consensus says referral marketing is the most influential form of advertising. Here are some statistics that illustrate how meaningful referral marketing is to the brands that leverage word-of-mouth referrals: 69% of customers who had a positive experience with a company would recommend the brand to other people. 92% of consumers trust the referral or recommendations of people they know personally. For every 1 happy customer, you also get 9 referrals. My experience working in and with law firms suggests that referred leads have a higher conversion rate. And some of the biggest cases settled come from a word-of-mouth referral source. Firms are putting a premium on building and nurturing their referral networks to generate high-quality leads and retain past and present clients. The trust factor Underscored in the articles I read was trust. It was said that trust is the foundational principle that holds all relationships and the true currency for all businesses. That trust is a bilateral relationship – one trusts, and the other is trusted. Cambridge University Press & Assessment’s definition of trust – is “to believe that someone is good and honest and will not harm you, or that something is safe and reliable.” This a great reminder of how delicate and beautiful trust is and why it influences referrals in such a powerful way. If someone knows and trusts your brand and makes a word-of-mouth referral, it has a superpower! Clearly, people trust recommendations from their friends, family, and peers. It’s much more likely that their recommendation will be taken seriously and lead to a conversion. First things first Referral marketing is a great way to leverage the power of word-of-mouth and get more customers. People are more likely to trust recommendations from their friends and family, so it’s important to make sure that your brand is share-worthy. Your brand should be creating and delivering a service that people will want to share with their friends and family. Providing quality work and excellent customer service will ensure that your customers have a positive experience with your company, which in turn will encourage them to spread the word about you organically. This positive client journey will be vital to building a solid referral network and getting high-quality referral leads. Anatomy of a referral network A referral network is a group of brand champions who refer your firm to interested leads. Your network might include your team, client base, and attorneys outside your firm. Your Team: Who knows and trusts your brand better than your team? They are intimately involved in the case-handling process and understand the challenges clients face after a crash. Most firms encourage and incentivize personal referrals. Personal referral incentives might be an hour of PTO time for “X” number of personal referrals in a given time period. Firms also typically expect each attorney to have “X” number of attorney referrals in a given period of time. That expectation is memorialized in the attorney scorecard. Client Base: A prime time to ask clients for a referral is at the settlement meeting. Happy clients want to do something to thank you for helping them. You must tell them what you want! What you want is the referral of a friend, family member, or peer should a legal need arise. Consider targeted training for your team members for this process. While it comes as second nature to some, it may not to others. Provide team members with a short script to use and allow them creative license to modify how they see fit, so it feels natural to them. Market to your entire database to stay top of mind for legal needs: current clients, former clients, and anyone who has ever contacted your firm. It must be said that you should be capturing (in your case management system) all demographic information (name, address, phone number, email, and date of birth) for all leads that come into your firm, regardless of the case type they’re calling about or the disposition of the intake screening for ongoing marketing initiatives. Marketing initiatives might be email drip campaigns or snail mail campaigns – such as birthday cards, newsletters, etc. Outside Attorneys: Firms recognize the value in adding attorneys outside their core practice area or jurisdiction to their network. Some suggested ways to grow your attorney referral network are: Reconnect with your law school acquaintances. Provide a monthly budget for your team of attorneys for them to take someone to lunch or dinner or join a club. An itemized statement should be submitted to accounting for all expenses. Memorialize the budget in their scorecard and encourage them to use it. Connect with other attendees at CLEs, conferences, or mastermind meetings. Present at conferences or local bar association meetings to gain recognition. Revive old partnerships. Once a referral partnership is established, memorialize the terms and expectations in writing, prior to the referral of your first client. Consider questions like: What is the attorney fee split? Who pays expenses? How often will your firm be providing case status updates? How will status updates be provided? For firms that are referring cases to your office on an annual basis, make sure the firm is in good standing and get an updated copy of their malpractice insurance. Keeping them in the loop Develop a system of reporting back to your attorney referral sources. By proactively reporting to the referring firm, you stay top of mind for additional referrals and provide the firm with peace of mind that you are actively working on the case. It also reassures them that you haven’t forgotten their interest in the case. Once a case reaches a positive resolution, firms include a copy of the signed settlement memo to show the distribution of all funds, the referral fee check, and a personalized thank you for the referral note. Valuing the relationship Don’t ever forget to recognize their trust in you. Handwritten thank you notes for your best advocates expressing your sincere gratitude go a long way. You might also consider sending gifts as a token of your appreciation. Many firms send gifts towards the end of the year around the holidays. Firms are breaking from tradition and getting really creative by sending something unique and local to their area. For reference, at Vista, a Louisiana based business, we send King Cakes in February in celebration of Mardi Gras. The pictures we get from our clients are GOLD, and it’s always fun to learn who got the baby! Brand Ambassador Now that you’ve built an army of brand champions, let’s make sure someone is at the helm of referral relations. This designated team member could double as the client relations and co-counsel partner relations ambassador to build and nurture referral relationships. The ambassador should be responsible for the following: Sending out regular updates (monthly or quarterly) on firm achievements, attorney recognitions, and new services. Conducting check-in calls with referring attorneys to ensure their referral needs are being met and that communication lines remain open. Implementing a thank you program to reward advocates and thank them for their support. This could include an annual lunch, tickets to a local sporting event, or a charitable donation in the firm’s name. Developing strategic partnerships with other firms to create a mutually beneficial referral network. By developing and nurturing relationships with attorney referral sources, you can expect more repeat referrals and create an army of brand champions who are as passionate about your practice as you are. Building relationships takes time, but once established, the results will be worth it! Now go tell a friend to tell a friend and partner up!
graphic image of teamwork
Leadership
The Magic of the Magic Kingdom: Business Lessons from Disney
Last year, I decided to put my extensive travel knowledge (ah, the life of an operations consultant) to some good use and planned a getaway for myself. As a working mom of five young adults, “me time” is hard to come by.
6 min read
Amanda Hankins
March 28, 2023
Last year, I decided to put my extensive travel knowledge (ah, the life of an operations consultant) to some good use and planned a getaway for myself. As a working mom of five young adults, “me time” is hard to come by. I decided to venture out of my comfort zone and planned a solo trip to Walt Disney World in Orlando, FL!  To me, it seemed like the most magical idea ever. The thought of being on my own timeline and having the freedom to rise and rest when I chose simply made me giggle with delight. Not long before my departure date, there was talk of storms brewing in the Gulf of Mexico. Little did I know I would experience my first (and hopefully last) hurricane. During my first day at Walt Disney World, rumors started floating around the park of a potential closure in preparation for Hurricane Ian. After a quick Google search, I learned that since opening in 1971, Walt Disney World of Florida had only closed for weather-related issues a handful of times (seven to be exact.) The likelihood of this happening (in my mind) was slim to none. Well, I was wrong. The announcement of the decision to close all parks (and some resorts) trickled into social media. With an average of 160,000 visitors to the parks plus an additional 77,000 cast members, I expected utter chaos. I hate to admit this, but I was wrong again. Disney’s Keys to Success The two days the parks were closed, and throughout the rest of my vacation, I witnessed the best customer service and genuine love Disney has for their guests. This should not have been a surprise to me since, in 2021, I completed an online training certification regarding Disney’s Approach to Leadership Excellence through the Disney Institute. During my training, I learned about the four keys Disney has used for the last six decades to train their team members. These keys, in order of importance, are: Safety Courtesy Show Efficiency These four keys have been the engine that drives the world-class service for which Disney has become synonymous. Recently, Disney added to this list, making it five keys. The new addition is inclusion, which they added with the aim of implementing “meaningful cultural change.” This organizational evolution is a great example of a business that wants to stay relevant and impactful and is willing to revisit and revise longstanding, tried, and true traditions. Disney is true to its values and vision, and they know who they are, what they stand for, and why they are headed in a specific direction. If Disney had decided to stay open during Covid-19 or during any other natural disaster, it would not be true to its code, putting safety above all things, including profit. It’s reported that WDW lost over 65 million dollars during the two-day closure due to Hurricane Ian. However, during the crisis, they stayed true to their values. Disney cast members are empowered and given permission to make all guests as happy as possible. During my two shelter-in-place days at a Disney property, cast members delivered flashlights to each guestroom, boxed meal kits were prepped and available, characters visited the hotel for lobby dance parties to help keep kids entertained, and the crew was readily available at all hours to reassure and comfort guests. Finding the magic recipe for your firm Businesses like Disney, those companies known for going over and beyond expectations for guests and team members, are the organizations I try to gather knowledge from to assist in consulting with my plaintiff law firm clients and their team members. By incorporating some of Disney’s stellar practices and anchoring forces, you could see huge shifts in your company culture and improvements to your bottom line. Here are some tips you can rip off and duplicate from Disney: Stand firmer to your beliefs, principles, vision, and mission. Creating a mission and vision statement is a great exercise, but the real power comes with living out that mission and vision every day and encouraging your team members to do the same. Look for ways you can reinforce your commitment to the firm’s tenets as often and impactfully as possible. From fun swag to prominent office signage, make sure your core beliefs are always top of mind for your team and clients. Create more imaginative training. Developing your team is not a one and done event. Something mentioned during orientation doesn’t magically become something every team member “should know.” Think about your training and development programs. Are they taking into account different kinds of learners? Are they memorable enough to make the training stick? If you want real transfer of training into job skills, you need to be creative in your training programs and plan them out. Sitting one team member next to another does not make a solid training program. Take time in making sure your training program reflects the strategic direction of your firm, is measurable, and creates the desired behavior. Empower your team members to think like an owner. At Vista, we have seen really powerful programs where paralegals and case managers are given a discretionary budget to use on clients. When they hear about a baby being born, a wedding, a special occasion, or even a client having a particularly bad day, they are empowered to order flowers, send a gift, or mail a personalized card. Those small gestures give your team the autonomy to care for clients in the way they see fit. This autonomy can help to create a culture of positivity and enthusiasm. Treat customers like guests. You may have heard this expressed as “creating memorable moments.” You have a real opportunity to wow your clients with their journey through your firm. Are you taking advantage of chances to exceed expectations? I experienced my own Disney magic while attending Mickey’s Not So Scary Halloween Party the first day the parks reopened. While casually joking with a cast member about the incredibly long wait time to meet Jack and Sally and deciding I would try again during some other visit, that cast member shared a magic ticket, allowing me to access a separate line! Within 20 minutes, my small wish was granted by meeting those special characters. It worked, Disney! You made that bond even stronger. It also helped in making me a continued customer. What moments can you cultivate that create raving fans and loyal clients of your firm? Really listen to feedback. Disney is known for making money from positive brand experiences. Disney asks guests for feedback and continues to search for innovative ways to make all experiences as magical as possible. Vista encourages our law firm clients to survey their clients during and after the resolution of their cases for the same reasons as Disney. If a client has had a great experience, we want to ensure this is standard practice for the firm. The same goes for a negative experience…what can we do to alleviate the issue and learn from the feedback? This feedback doesn’t stop with your clients. What about your team? Are you giving them an opportunity to voice concerns and communicate ideas, all without repercussion? Be more innovative and forward-thinking. Disney continues to be innovative in their approach to keeping the customer happy. From virtual queues for rides, tracking technology for character meet and greets, and introducing new characters like Moana and Coco, Disney seeks ways to keep their guests engaged with a mix of old favorites and fresh experiences. Similarly, law firms must find ways to evolve from the traditional methods of running a firm to new practices that will benefit their clients, retain existing clientele, and solicit referrals from past clients. Reward your team and make work fun. Disney understands that a company is only as good as its team. The organization provides competitive pay, raises and promotions based on performance, and invests in their team’s creative ideas. They also recognize and reward individual achievements. Disney demonstrates the power of creating an environment where everyone feels they are working towards a common goal while still having fun along the way. By investing in your team, you’ll gain the trust and loyalty of your employees and ultimately show results in both customer satisfaction and business growth. Making the workplace a place your team wants to be is truly magical for all involved. Looking for the lessons Ultimately, the business lessons Disney can teach are plentiful. From creating an unforgettable customer experience and setting high standards to listening to feedback and being innovative, businesses today can learn a great deal from this legendary brand by implementing many of its strategies. By applying Disney principles in the workplace, your law firm can benefit from increased client satisfaction, employee loyalty, higher profit, and growth. With its magical touch on hospitality and service standards worldwide, it is no wonder why Disney remains an inspiration for many businesses today. From making work fun to creating unforgettable experiences – there’s something we can all learn from the Magic Kingdom!
graphic image of man looking at contacts
Leadership
Set Your Mind Right: Hiring With Intention
As a kid, I remember my dad saying one phrase over and over and over again. Whether it was before a big test, an athletic performance, or just before making a big decision, he would remind me, “Sarah, put yourself in the place of most potential.” As I have gotten older, I’ve come to realize the place my dad was referring to was right between my ears.
6 min read
Sarah Waggoner
March 21, 2023
As a kid, I remember my dad saying one phrase over and over and over again. Whether it was before a big test, an athletic performance, or just before making a big decision, he would remind me, “Sarah, put yourself in the place of most potential.” As I have gotten older, I’ve come to realize the place my dad was referring to was right between my ears…I needed to get my mind right in order to put my best foot forward, whatever the action may be. In this blog, I want to challenge hiring managers, firm owners, and HR directors to really look at their mindset, putting themselves in the place of most potential before making a new hire. It is always an exciting time in your firm when you are ready to bring on a new team member. At least it is for me, Vista’s Director of Talent Acquisition! Whether your firm needs a replacement for someone who has quit or is leaving, or you are looking for an entirely new position, it is imperative the hiring manager, or whoever it may be making the final call on the hire, is in the right frame of mind to do so. But you might be asking yourself…what does “right” mean? Are there things I need to be aware of when hiring besides making the hire? Yes! Yes, there are. Here are a few ideas to consider BEFORE putting an ad out for a new team member: 1. The resume isn’t everything! Are you sabotaging your potential new team members by judging them solely based on their resumes? Are you “turned off” by a resume that doesn’t check every single one of your experience or educational boxes? Did you know more than 62% of Americans over age 25 don’t have a bachelor’s degree? I love the recent quote by Pennsylvania’s Governor Josh Shapiro, “I’m sick and tired, frankly, of this attitude that if you don’t go to college, you don’t have the requisite skills to succeed.” He goes on to say he wants folks to know the state of Pennsylvania is going to judge job seekers based on their skills and their grit and determination. His first official act as Governor was eliminating the college degree requirement for 92% of jobs in their state’s government. Other states have joined Pennsylvania in decreasing the education requirements in certain governmental positions, opening some 65,000 jobs to candidates who do not possess a college degree. This trend has been seen in today’s labor market as well: one in five employers has decreased their educational requirements to attract candidates who have otherwise been shut out. Could you be limiting your candidate pool with outrageous requirements? Finding a resume that does check ALL your boxes is awesome (and rare), but attitude is everything. Sure, having the required skills and experience to do the job is important, but attitude is what will make or break the team. You need someone who can think outside the box, take initiative, and be self-driven—all qualities that come from within. A great way to sniff out this type of person is to focus your interview questions on problem-solving. Ask the candidate to tell you how they would solve a particular issue; this will give you an insight into the type of person you are hiring. And don’t forget to look for those “soft skills” such as communication, collaboration, and decision-making abilities. All these qualities are infectious and will rub off – different perspectives can bring fresh new ideas to the rest of the team in a positive way. I’m not suggesting you speak to every single applicant. I know your time is valuable. However, just limiting your applicant bank to only “rock star” resumes might prevent you from discovering an A+ player. We often hire team members based on the set of skills we are looking for to do the job well. Most hiring managers believe a person’s resume can “clue them in” to those skills. It has been my experience that the best-fit team members are found when you are hiring based on their mindset and attitude and not their specific abilities or previous experiences. 2. Potential new team members are people, just like you. We all long to be valued and treated with respect. Your potential candidates do too. After all, they have applied to work for YOUR firm, and that says something about them. You can explore how well they have researched your organization and their enthusiasm to work for you over a phone interview if that is one part of your hiring process. However, not responding to them in a timely manner says volumes about your firm. It’s easy to forget hiring as part of your firm’s marketing strategy, especially if you’re laser focused on simply finding THE right team member as soon as possible. By doing this, we risk losing quality applicants due to offering a poor candidate experience. From the moment a potential candidate applies for a job at your firm, you should strive to create an inviting and positive experience. This doesn’t have to be expensive or time consuming, but it should include thoughtful emails, timely responses, personalized orientations, and much more. An important part of creating an engaging experience is providing clear and concise communication about the job and your requirements. Take some time to review the job descriptions you are using, making sure they accurately reflect the role you are looking to fill. Additionally, ensure that your company’s values and goals are clearly communicated to potential candidates. Think about the last time you were looking for a job. Was it a positive experience? Reflecting on your experience will often help you to get your mind in the right place and perfect the candidate’s experience and their view of your firm. 3. You might not be the best person to hire someone. As an owner, HR director, or manager, you might know what your firm needs. But are you the right person to decide who can do it? Hiring can be lonely if you are doing it in a vacuum. I want to encourage you to lean into your team when making a hire. There are countless ways this team approach to hiring can impact your current team as well as your potential new employee. Involving your team in the hiring process helps them to know you value their opinion and gives them ownership in the success of the new hire. Your current team members can take pride in helping select someone who will fit into the existing firm culture and bring an exciting new element to the workplace. Don’t leave them out of the process, or you might miss out on finding the perfect cultural fit for your team. After all, this new team member will be part of their team. Can you get feedback from them about the personality fit that will work best in their department? Can your current team members mentor this new hire and welcome them into your firm? What can you do to make sure the transition into your firm is as smooth as possible? These are all questions you should consider when incorporating your team into the hiring process. You don’t have to hire alone, and you might not be the right person to make the final decision. Hiring is a team sport, so get everyone involved! 4. You should be hiring for growth. It is easy for the hiring process to begin when your firm has an immediate need. When that need is at the forefront of our mind, we tend to focus only on getting an individual in the door who can fill that void, and do it immediately, with no instruction. I often hear, “We want someone who can hit the ground running!” When we narrow our mindset this way, we stop looking for well-rounded team members. We have put our potential candidates in a box. We should be looking to hire talent who will grow with your firm through various stages. When interviewing for growth, it is important to evaluate if your candidate has a growth mindset. Individuals with a growth mindset welcome any challenge. They believe their effort and attitude will bring forth a good outcome, and they embrace any chance to improve their skills. We often fail to evaluate for a growth mindset because we are head down looking for a candidate’s ability to do the job at hand. Don’t hire someone who can just do the job. Hire someone who wants to grow and develop with you…even if they don’t have the skills or experience you thought were “must-haves.” The Right Mind Ask yourself this: Are you putting yourself and your firm in the place of most potential when it comes to hiring? While every hire is a risk, making sure your mind is in the right place will not only impact your firm but help your hiring process as well! I want to challenge you to keep an open mind when it comes to resumes, remember candidates are people first, utilize your team when hiring, and be sure you are hiring for growth. It’s likely you are in the position you are in today because someone took a chance on you! Put yourself and your possible new team member in the place of most potential!
graphic image of team putting together puzzle pieces
Leadership
The Anti-Athlete: Lessons I Learned from Not Playing Sports
A few weeks ago, my teammate, friend, and Vista Focus Specialist Caroline Younger authored a blog on the lessons she learned from playing sports that have translated to her career and leadership style. Read about her journey with sports and success by clicking here. 
5 min read
Mary Ellen Murrah
March 14, 2023
A few weeks ago, my teammate, friend, and Vista Focus Specialist Caroline Younger authored a blog on the lessons she learned from playing sports that have translated to her career and leadership style. Read about her journey with sports and success by clicking here. As I read through Caroline’s stellar athletic accomplishments and applicable lessons, I had flashbacks to my youth in sports: a gangly and awkward running style, impressive LACK of coordination, and regular gym class panic attacks. I was taken back to silently praying not to be picked last as popular captains chose teams for in-school games, my heart racing as more and more of my classmates’ names were called. These days, as a parent of an athletically skilled child (maybe it skips a generation?), organized sports can still leave a bad taste in my mouth. I routinely observe shockingly bad behavior on the sidelines, mostly from parents! I’m often surprised by the lack of respect and lack of sportsmanship that runs rampant in organized youth athletics. From shouting out opposing players’ names to screaming at refs (who mostly don’t deserve it!), my mouth is agape as I witness sideline adult behavior. I realized that while Caroline and I have tremendous respect for each other and work quite well together, our experiences and backgrounds shaped us in very different ways. She has embraced the experiences and lessons sports taught her, and I have embraced the experiences and lessons an adversity to sports has taught me. There are important leadership lessons to be gleaned from both experiences. This is what I learned about leadership from NOT playing sports: A good leader knows how to inspire and motivate their team: You may have heard the adage that some people need a kick in the butt and some a pat on the butt? It’s true in sports and in leadership. Had someone taken time to make me feel safe and supported to try something new in the sports arena, maybe what 23&Me has identified as my “elite athlete gene” (haha) would have come to fruition? Let’s face it, each of us has different strengths. It’s absolutely vital to put kids, and team members, in the place of most potential. Your introverted database developer will not succeed in a high-profile sales role and vice versa. And you know what? That’s okay! Both roles have merit and necessity. I discovered an uncanny ability to successfully play beer pong and horseshoes in college. Turns out my aim, concentration, and competitive spirit can really come alive under the right set of circumstances! Promoting the wrong people can be damaging: Promoting the wrong team members into leadership positions can have far-reaching effects. It can breed a lack of trust if your team sees leadership get something so vital so wrong. The wrong leaders may have a disastrous effect on productivity and can even cause unnecessary and costly turnover. Just like those captains choosing teams in elementary school, chosen for their perceived prowess on the field and not for their humility or ability to work with others, the wrong leaders cause others to shrink down, not thrive. I think it’s important for leaders to recognize the potential in those around them, whether they are experienced or new professionals, and foster their growth through guidance and opportunity. As leaders, we should strive to create an environment where everyone can thrive – not just the most experienced or educated. Compassion and understanding will help create an environment that encourages everyone to grow, learn, and reach their full potential. This is something I continue to strive for as a leader in my current role. By creating an atmosphere of support, recognition, and opportunity, leaders can build strong relationships with those around them, develop trust between team members, and foster an environment of growth. We can then use this to create a culture of excellence that will benefit everyone in the long run. This is something I am passionate about and believe in strongly. Address the behavior, not the person: As a parent on the sidelines, I believe my only role is one of support and positivity. I’m not the coach, I am responsible for parenting only one child on that field, and I don’t believe that during the game is the time to criticize or negatively comment about a mistake or an opportunity for improvement. Yet, I routinely witness other parents yelling instructions from the sideline or criticizing their own child and sometimes, even worse, someone else’s child. I’ve heard, “you don’t even know what passing the ball means!” more times than I’d care to admit sitting on the sidelines at a 12-year-old’s soccer game. Folks, this isn’t the way! If you’re leading by criticizing a person, I can almost guarantee that is not an effective way to address issues or correct undesirable behavior. And, it certainly won’t work if you’re doing it when you’re not even in a leadership position or a position of trust. When one of your team members is having a performance issue, the first step should be to address the behavior. Instead of accusing that person of being lazy and not wanting to work, ask about the troubling behavior. Saying, “I’ve noticed that for two weeks in a row, you’ve missed your client contact targets. What’s going on?” opens the door for a conversation and not a lashing. It addresses the problematic behavior and not the person themselves. It’s not always about more playing time: On my son’s soccer league, we recently went through a bit of drama where some parents were annoyed by the coach’s call to put in less skilled players when the game was no longer close. Their team is good. In fact, they are undefeated this season so far. Some of the games had our team up pretty significantly, so the coaches used that opportunity to give some of the newer or shier players a chance to be on the field and maybe score a goal. What I saw as a fantastic opportunity to develop another player’s skill and confidence, some parents saw as an annoyance that their star athlete got less playing time on the field. Yes, in business, of course we want success and to make decisions that further the business. As leaders, we also know that our team needs time to develop. It can be an effective leadership strategy to give a stretch assignment to one of your team members and allow them to rise to the occasion. Plucking them from the proverbial bench into playing time can be the motivation they need to succeed. Maybe playing time, as it translates to your firm, means time in court, maybe it means taking the lead on a project. At Vista, playing time can be speaking at a conference or during a webinar. Playing time during the game, though, is only the end result of getting a lot of fundamental things right. Mixing up who is on the field can yield surprising results and draw out the talent of someone you may not have noticed as much before. The little things ARE the big things: A word of encouragement from a gym teacher or coach, parents showing up on the sidelines to truly cheer on the team, a player helping another player up after an injury or a defeat…all these things matter. They show your team that regardless of a trophy at the end of the season, they are part of something bigger, something where all roles have merit. The kid on the sidelines who cheers the loudest and high-fives everyone coming off the field plays an important role. They are the current and future culture-builder! Getting the small things right means that when things get big, your team is ready. Leadership isn’t just about the high-end, big picture. Leadership starts with small details, like making sure everyone knows their assignment and holding them accountable for executing it. Leadership is understanding that you are part of something bigger than yourself. Whether you learned your skills on the field or off it, you can be poised for success. To all my fellow leaders out there who get through a run looking wild and uncoordinated or who think, “run? Why run?”, I promise your experience with athletics and really anything else in life that has the power to shape you from a young age, gives you lessons on leadership if you take the time to listen.
graphic image of team growing
Leadership
What Comes Next: Supporting Succession in Law Firms
Firm leaders often think extensively about retention methods for their teams. The focus is generally more on retention than succession planning. While retention is important and should always be the goal for your top talent, we would be remiss if we didn’t also consider the succession plan for the key members of our teams, especially your leadership team.
4 min read
Dr. Heather Carroll
March 7, 2023
Firm leaders often think extensively about retention methods for their teams. The focus is generally more on retention than succession planning. While retention is important and should always be the goal for your top talent, we would be remiss if we didn’t also consider the succession plan for the key members of our teams, especially your leadership team. The ultimate goal is to always retain your best players but to be prepared and have a plan for their eventual departure. Unfortunately, attrition is a fact of life, and preparing for inevitabilities in business separates great leaders from good ones. An effective coach always has a plan for who they will put in the game if one of the starting players needs to come out, right? Your team members may eventually retire, or they may legitimately need to move on elsewhere in order to follow their career goals. You may even find yourself needing to support their decision to move on from your firm. So as much as you may wish to and attempt to retain them, you also need to make sure you have a plan for their departure. In this week’s blog, we’ll examine the concept of succession planning as it applies to your team, especially your leadership positions. What’s the problem? So why aren’t firm leaders better at succession planning with their teams? It often boils down to the awkwardness of it. Questions that can make us squirm can come up like: Whose job is it to initiate a plan for succession? Do you, as a firm leader, bring it up? When is the right time to implement a succession plan? Are your team members expected to bring it up to you? Team members may be hesitant to come to you and tell you about their potential to ever work elsewhere. That’s understandable. Certainly, they would not want to jeopardize their position and future opportunities with you and your firm. On the other hand, firm leaders may feel it is an awkward topic to broach because they don’t want team members to feel they lack confidence in their ability to succeed. So, the whole topic becomes the elephant in the corner of the room, ignored… until it’s possibly too late. What is even more unfortunate is that there might be more growth opportunities for your firm’s leadership team than they realize. If you don’t take the time to plan out what your organization’s future looks like, and include your leadership team in that vision, they may be operating under the assumption that the best growth opportunities for them lay elsewhere. How to fix it You need to be proactive in discussing career plans with your team. Remove the stigma and the awkwardness, and try to be supportive. Being familiar with the career goals of your top leaders will give you the edge. You will have the opportunity to see if you can accommodate that path within your firm. If their career goals truly cannot be accommodated within your firm, you will need to reach a place of understanding, support, and compassion with that team member. That simple act of grace and generosity is often paid back to forward-thinking leaders exponentially in time. By working to get ahead of potential issues and problems, you create more time to build your 2nd string players up and equip them to take over eventually or recruit new leaders into your firm. Switch the mindset- instead of thinking, “Is my 2nd string player ready to step up?”, you’ve got to proactively think, “What do we need to do to get this player ready?” If you have been supportive of their succession plans, then your incumbent team members are more likely to lend a helpful hand in preparing their successors for the role. You should always be thinking about the eventual successor for your key positions. Make a habit of continuous planning so that you are never caught off guard. So how do you remove the stigma and make the topic of succession more comfortable to discuss openly with your team? It helps if you have created a culture of openness and trust amongst your team with a positive growth mindset. But it boils down to your ability to look at the process objectively. It’s easy for our personal feelings and our own goals to cloud our thinking process during these hard conversations. You will need to balance having empathy for your team members and their desires with being able to make clean, objective decisions for your firm. The takeaway: There is a human component to this process that has to be balanced with strategic business decisions. You will need to step back and look at the whole situation objectively. You will need to candidly and carefully answer two critical questions: What is in the best interest of your firm? What is in the best interest of the team member? If the answers are two different things, then we have to be able to find a way to work together and allow all goals to be achieved. To decide if retaining this team member is truly in the best interest of your firm, you have to be able to evaluate whether or not the actions you will need to undertake in order to retain them are actions that are in the best interest of your firm. If not, what are the actions you can take that would be in the best interest of both the team member and your firm? The journey is about finding the space that honors both vital needs. Planning ahead now pays dividends later Aside from having a plan in place to keep key positions filled, what are the benefits of succession planning with your team? It will allow you to be more intentional in promotion and training investments. Too often, our operational decisions are guided by necessity. We make decisions based on what we need, not what we want. We offer promotions to fill a seat. We offer training to fill a gap. Planning your firm’s organizational structure out in advance, including future growth, will allow you to make proactive, strategic decisions on where to focus your recruiting and training budgets. As with anything, it can be hard to take the time to focus on long-term planning when the short-term day-to-day tasks seem to consume our attention. But, planning for your firm’s future leadership needs instead of just being content in your current setup will give you the edge by keeping your team foundation strong through the years.
graphic image of team winning trophy
Leadership
Get Your Head in the Game: Parallels Between Leadership and Sports
I spent my youth playing sports. From the moment I could walk, I also had a tennis racket in my hand. My first athletic motivation was simply to try and keep up with my older sister as best I could. At age six, I competed in my first tennis tournament, made it to the Junior Davis Cup at age 12, and brought home a doubles state championship in my senior year of high school.
5 min read
Caroline Younger
February 28, 2023
I spent my youth playing sports. From the moment I could walk, I also had a tennis racket in my hand. My first athletic motivation was simply to try and keep up with my older sister as best I could. At age six, I competed in my first tennis tournament, made it to the Junior Davis Cup at age 12, and brought home a doubles state championship in my senior year of high school. During my formative years, I caught the proverbial sports bug over and over again and began to gravitate towards more team-oriented sports, adding basketball, volleyball, softball, and track to my athletic resume. I loved the pace of team sports and the camaraderie they provided. Each team I played on was a united front, sharing the same mission and vision. Volleyball became a passion, and I was thrilled to compete at the collegiate level at Millsaps College where I was named Conference Player of the Year in my senior year. Looking back, it was a youth well spent where I, often unknowingly, was preparing to be the best professional teammate and leader I could be. After I graduated college, I began my own tennis coaching business. At the end of my time in that business, I had one manager and 15 employees and had opened a 2nd location for our classes. Diving into my own business right out of my college years was quite a culture shock, but I quickly learned that I already had most of the skills I needed to find my way, and I had learned them through my many years of playing competitive tennis and volleyball. The principles I learned playing and coaching sports parallel quite well with being a business leader. Most business decisions I have had to make in my seven years of business leadership, I can easily relate to principles I learned during my time playing and coaching sports. Today, I apply those same skills and knowledge in my role as Focus Specialist for Vista Consulting. Let’s dive in and talk about the principles you might have also learned at a young age that you can and should be tapping into as a business leader today. Things I learned from playing sports from a young age: I learned that when I was tired, I shouldn’t quit. I learned that practice is most important when you don’t feel like doing it. I learned to take care of my body and how to correctly fuel it for success. I learned to work with others and to be a good teammate, gracious in defeat and humble in success. I learned to deal with disappointment and to show up each day ready to work and be better than the day before. I learned to make and accomplish goals. I learned to respect not only myself but others, including referees, competitors, and coaches. I learned that it takes hours and years of hard work and practice to create a champion and that success does not happen overnight. I learned to be proud of small achievements and to work towards long-term goals. I learned to be creative instead of living behind a screen. I learned to communicate my feelings of hurt and disappointment. I learned the importance of time management and balancing what is important to me. The opportunity to play sports provided me with the ability to develop attributes that have served me well throughout my life and have given me the opportunity to bless others and use them in many other areas of my life, including business leadership. Copying three key principles from sports All of the principles listed above can be translated into principles to live by each day in the business world. There are three principles that I want to highlight that I believe if business leaders adopt, they will truly be more successful than their competitors. In my mind, a successful team and business have to have a good coach, regular practices, and a playbook they follow. Find a good coach. Each team is led by a coach who believes in their players and who pours into them as much knowledge, skill, and opportunity they can. As a business leader, part of your role is coach. You need to embrace that part of your position wholeheartedly. If it doesn’t come naturally to you, don’t worry. Focus on developing your coaching skills and working towards becoming a leader who inspires, motivates, and commands respect. Too, in sports, a great coaching staff isn’t typically comprised of just one person. Usually there is a crew of coaches, each with their own roles and specialities that help to make the team the best it can be. In business, work to build your coaching staff. If your organization is large enough, find a great COO or Office Manager to team up with. If your firm isn’t there yet, you can still work to build your coaching staff. Start by finding the best player on the team and have them teach the others. For example, identify your most polished intake specialist and have them pour their knowledge into the other team members. Practice regularly. Everyone knows that top teams spend hours and hours practicing their skills for the big moment under the lights. They practice as if they are playing. Teams go over their systems and processes time and time again so that when they are in a game, delivering is second nature. They know what to do because they have done it thousands and thousands of times before. Businesses need to adopt this strategy. There must be time for practice. Practice is where growth really happens. Let’s talk intake again…you do not want a new intake specialist practicing on your potential clients right away, do you? Have them practice with others on their team first to build skills and work out missteps. Schedule time for the intake team to review their procedures and strategies so they are ready when the phone rings. This time needs to be intentionally scheduled out, or it will likely not happen. During practice, have the designated coach review the steps that must be followed on every call. This is a great opportunity for team bonding which is also so important within an organization. You want to be sure everyone shares the same vision! Have a playbook. If every football team played without a playbook, can you imagine the chaos and disaster that would cause on the field? No one would know what to do. If nobody on the field knew what the strategy was, do you think they could win even one game? Probably not! Businesses are the same way. If you want to beat your competition, you need a playbook! Even if you have superstars on your team who are doing things well, they still need a game plan in order to execute the firm’s vision and mission. Creating a playbook will take time, but it will be worth it, in the end, to be sure your team is on the same page and is performing under the same training or processes. In an organization, think of a playbook as the standard operating procedures, best practices, and manuals you develop. These take considerable time and forethought to develop, implement, and ultimately, get right, but it’s a non-negotiable if you want your firm to have a successful season. Become the MVP As a business leader, if you prioritize coaching, practicing, and strategizing, I am certain your team will benefit tremendously. Looking at each person in your business as your teammate on the playing field will likely change your perspective and that shift will trickle down to the team as a whole. Start by taking a step back and evaluating how you are treating your teammates at this moment. Are you winning when they are winning, or are you trying to beat them? Are you treating them with respect? Are you holding them accountable to regular practice and following the playbook? If not, then focus on transitioning to a team mentality. That shift can be transformational to an organization and can take your team from losing to winning. They will begin to celebrate each other’s wins and allow your business to reach heights you didn’t think were possible! So, get your head in the game!
graphic image of team shaking hands
Human Resources
Stand by Me: The Beauty of Loyalty in the Workplace
A very long time ago, I moved to Charleston, South Carolina, where I worked for a family-run Food Brokerage Business. I was twenty-seven years old, broke, and new to a city and the southern part of the country in general. After a short stint, I realized I was working for someone I did not respect, and thus left this job where I disagreed strongly with the policies of the owner.
5 min read
Guest Author
February 21, 2023
A very long time ago, I moved to Charleston, South Carolina, where I worked for a family-run Food Brokerage Business. I was twenty-seven years old, broke, and new to a city and the southern part of the country in general. After a short stint, I realized I was working for someone I did not respect, and thus left this job where I disagreed strongly with the policies of the owner. Of course, I was impetuous and left that job before I had another, leaving me in a self-imposed period of unemployment. During this time of the world, there was no internet, and one would search for jobs in the NEWSPAPER of all things! The best jobs were posted on Sunday, and I remember great anticipation of those Sunday postings. There were also employment agencies, and I did actually use one to acquire a job as a typist for another family-run business, this time an Insurance Broker. My office manager at the time was a man the same age as me. He wore seersucker suits (quintessential wear for a Southern Gentleman), had young children, as did I, and laughed at anything and everything. I worked at this company until my second child was born, then chose to stay at home with her during those early years. Throughout my stay-at-home years, my office manager would reach out to me on occasion to see if I was interested in returning to the workforce. As a stay-at-home mother, having anyone pay you this kind of compliment was a light in the storm of diapers, poop and vomit. As tempted as I was, each time he called, the situation just wasn’t right for my family. I started seeing commercials with my office manager, who, by this time, had decided to leave the family (in-law) business and practice law. In the early 90s, he started running advertisements on television, sending the entire legal world spinning in different directions. I found myself laughing, with admiration, at the fact that he was putting himself out there in a situation where he would be ridiculed, mocked, and also turn the personal injury field on its proverbial head! After starting up his own law firm with his wife, he again reached out to me, and finally, the timing was right for me to return to work (Translation: I was broke). My biggest concern, other than knowing nothing about the legal field, was my relationship with my young children. I negotiated with Bill so that I could have the flexibility to be with my children as much as possible during the week and attend school functions as needed, still putting my family first as much as possible while working full-time. That negotiation was in 1996. In those days, Bill had a full head of hair, as did I. We were both wrinkle-free and still in our thirties. 9/11 hadn’t happened, there was no social media, and we used a DOS-based computer system. We’ve been through deaths, births, divorces, countless hirings/firings, good times, tough times, and most recently, the COVID pandemic. Not counting the four years I was a stay-at-home mom, we’ve been working together for thirty-three years. I often kid that my relationship with my boss has been the longest-lasting relationship of my life. I was asked to discuss loyalty in the workplace. As you can see by my writing, I’m not the most conventional. I sport vividly red hair (bottle) and tattoos and enjoy patterns that don’t match. But I haven’t always been true to myself. “Back in the day,” I wore button-down shirts, dark colors and had brown Dorothy Hamill hair. As I grew into myself, Bill would laugh and state that he “never knew what he was going to see” when he entered my office. He never asked me to conform, nor did he make me feel judged. When I went through my divorce, he supported me in words and in action. He expected me to hold up my work responsibilities, but as long as I did so, I had the flexibility to do all that was required with my new circumstances. He asked my opinion on all things office-related and oftentimes would take my advice. He sat through countless times when I was angry with something office related (usually something he had done!), never belittling me or making me feel worse than I did. I feel treated with respect and that I am valued as an employee and as a person. In my years of managing the office, I have always tried to employ Bill’s philosophies with our employees. Many of our employees are younger and have young families. Young kids = sick kids, recitals, sports practices, and award ceremonies. Young relationships = weddings, divorces, breakups. Learning from Bill, I encourage our people to attend these functions, get help when going through tough times, and enjoy the good times. We are employees, but we are people first. I do my best to model Bill when someone comes to me with a problem. I listen and try to help them come to a solution or resolution. I would like to think I enable them to move forward, rather than dwell on the current. When mistakes are made, we focus on what can be done to avoid it in the future, rather than spend time moaning that it happened. Even though I’m stuck in my ways (I prefer to handwrite spreadsheets rather than use Excel!), I also listen to new suggestions and will even accept them as good ideas! We spend a lot of time laughing at this office. One of the clichés I use is that we work hard and play hard (We also keep our crazy inside these four walls…anyone else do that?) Being in the legal profession brings much stress with it, so we find ways to alleviate that stress. We have a snack day each month for birthdays, we have a Spirit Month in November, and we have been known to turn our Stats TV to dog and cat videos on the occasional Friday. We use positive reinforcement as much as possible. Creating an environment where employees feel valued as people is my number one key to creating loyalty. Respecting their lives outside the office comes back twofold with loyalty to the office. When discussing benefits with potential new hires, I always finish with the fact that we are a family-centered firm, and then we back it up with that commitment. I’d like to think that Bill and I have loyalty to each other, which, in turn, makes it so much easier for us both. I trust him, because of the things we’ve experienced together, both in work and life. I go the extra mile for him, without a second thought. And I do that because he did that for me first. About Judi McCabe: Judi McCabe moved to the Charleston area in 1989, after spending most of her life in Missouri. She received her BS in Elementary Education from the University of Missouri in 1986. She came to the Green Law Firm in 1996 and serves as the Director of Operations for both the North Charleston and Columbia offices. She enjoys traveling, reading, music, and all things Scotland. In addition, she is an avid sports fan, her favorite sport being English football. MUFC!!! She is married, has two children and one crazy pup, Fergie, who is currently running her ragged.
graphic image of man with folders
Human Resources | Intake
Looking for the Lesson: Using Closed Case Data To Improve Future Performance
When was the last time you took the time to review closed case data? If you’re like most leaders, it’s hard enough to find the time to manage all of your active cases, let alone review closed cases! Still, it’s so important to make the time to review what actually happened from beginning to end.
4 min read
Stephanie Demont, Esq.
February 14, 2023
When was the last time you took the time to review closed case data? If you’re like most leaders, it’s hard enough to find the time to manage all of your active cases, let alone review closed cases! Still, it’s so important to make the time to review what actually happened from beginning to end. This data tells the whole story, including exactly where and how we need to improve. Closed case data tells us not only what happened but what is likely to happen unless we take action to change it. While every case you handle is unique, when reviewed in mass, you can begin to identify patterns, bottlenecks, and problematic processes. When approached thoughtfully, closed case data can be an incredibly powerful tool for law firm leadership. It serves as a highly effective predictor of what is to come. In this week’s Vista blog, we’ll explore some of the key metrics you should be evaluating from your closed cases. AREAS OF INTEREST Intake Intake is the lifeblood of a personal injury law firm. Identifying and quickly and proactively addressing any issues that exist in this department is vital to your firm’s overall success. In the intake department, you should be reviewing closed cases with fee percentages quarterly to ensure proper screening practices. If you know what percent of cases you should be closing with a fee, you can adjust your screening criteria at the intake stage accordingly. When evaluating the data, ask yourself questions like: Are you signing up too many cases that later close with no fee? If so, your screening criteria may be too broad. Consider tightening your screening criteria in order to increase your batting average. Conversely, if you are closing over 90% of all cases with a fee, you may have room to widen the net and accept more complicated fact patterns at the intake stage. Making these types of adjustments can dramatically improve your bottom line as a business. Do you track the reasons your wanted leads were lost? If so, have you noticed a trend? Closely analyzing data patterns like these can help you zoom in on lost opportunities or resource leaks. Tracking and reviewing this data is key to identifying why your conversion rate isn’t higher. Once intakes are closed out, are you reviewing data by the intake manager? Doing so can help you identify your closers, those people who are able to land the leads you want. It can also help you identify those team members who may require more training on sales tactics or empathy. Taking the time to look back on intakes that were referred out to identify trends can be a useful exercise as well. Is there a case type generating a large amount of leads for your firm that you consistently refer out? Might it be beneficial to bring that case type in house? Looking back on the data can help you make those critical business decisions. Case management In the case management department, closed case data such as time on desk, average case fee, and rate tell us all about how efficiently teams are performing. Mistakes made in this department can undermine the success of your intake department. Don’t forget that cases need to be nurtured from the first call to the disbursement. When analyzing your closed cases data, focus in on key case management metrics and ask yourself questions like: Do you separate the average time on desk (TOD) metric by pre-litigation and litigation? Knowing your baseline in each case phase can help you to identify outliers or areas for opportunity to provide more efficiency. Note: take the time to identify what “time on desk” means. If you are only tracking it from case open date until the settlement date, you may be missing opportunities to create post-settlement efficiencies. A lag from settlement to disbursement not only affects the client experience, but it also may be a diagnosable problem! Does your pre-litigation time on desk (from open to closed) average under 12 months? If so, you may be too focused on efficiency at the expense of building value, and the time it takes to do so. Taking the time to ensure your clients are receiving the treatment they need is critical. You’ll also want to train your team to identify value drivers in a case, like MRIS, injections, or surgeries. Do you know your average case fee for each case type? You should! Establishing a baseline can help in a variety of ways and help identify your most profitable case types. Do you also measure it comparatively by attorney? Again, you should. You likely have attorneys with different risk tolerance. Knowing their average fees can help with mentorship pairings and case valuation committees. These are metrics with which all firm leaders should be familiar. Do you measure and set goals to improve your case “rate?” Finding the rate is a simple equation: average case fee divided by TOD in months. Rate measures efficiency but also measures effectiveness because it accounts for the value added every month that a case stays open. Taking the time to measure case rate and using that data to establish goals and identify areas ripe for improvement could help your law firm reach its growth goals. Understanding the process and the payoff At Vista we strongly recommend making the time to track and review closed case data. For every firm with which we work, the process of analyzing closed case data reveals powerful insights and eye-opening findings. Through the collection of that critical data, firms can begin to better understand what’s working, what’s not, and where they may be able to make easy adjustments in order to gain big yardage. Oftentimes as leaders, it’s the moments when we take time to look back that we better understand how to move forward. Once we know where we are, we can decide exactly where we want to go and create better strategies to get there. If you want more insight on how to approach a closed case data evaluation project, you can reach out to our team by clicking the button below.
graphic image of man at desk
Human Resources
Fluent in Failure: Embracing the Power of Mistakes
In our working lives, just like in our personal lives, each of us experiences failures, setbacks, and tough breaks. Not every new idea pans out the way we hoped. Maybe you experienced unhealthy conflict with a coworker, or an enticing project got assigned to someone else despite your seemingly perfect skill set.
4 min read
Mary Ellen Murrah
February 7, 2023
In our working lives, just like in our personal lives, each of us experiences failures, setbacks, and tough breaks. Not every new idea pans out the way we hoped. Maybe you experienced unhealthy conflict with a coworker, or an enticing project got assigned to someone else despite your seemingly perfect skill set. Maybe you didn’t hit your targets for this month, or intakes for the quarter were slightly down. Whatever the professional “miss,” it’s really easy to get mired in frustration and react poorly by shifting blame or by simply beating yourself up. There’s a whole body of research that suggests a better way. Blaming others or circumstances, which may temporarily feel soothing, impedes learning. Self-deprecation, a normal human response to setbacks, leads to an inaccurate view of personal potential and works to inhibit growth and development. What if, instead of just REACTING, you could use professional setbacks as a springboard to learning, growth, and professional development? You can accomplish this through the act of self-compassion. Like any new skill or exercise, it will likely take some practice for you to be able to flex the self-compassion muscle. But what a valuable muscle it is! What is self-compassion? You know that voice and tone you use when a friend or family member suffers a professional blow or makes a mistake? It’s likely kind, forgiving, encouraging, and supportive. It takes into account that this person is someone you love, respect, and know to be intelligent and capable. It acknowledges that we are so much more than our mistakes or missteps. It doesn’t judge or berate. What if we could use that same voice to speak to ourselves? What if we could look within and realize that we too are someone to be loved and respected because we are intelligent and capable? What if we recognized, in our own mind and heart, that we are much more than the sum of our mistakes? In fact, what if we could use those mistakes and setbacks as a springboard to future success? If we can intentionally speak to ourselves with a voice of self-compassion, the same compassion we have for others, we can spark a transformative growth journey! More than ooey, gooey feel-goodness Self-compassion sounds great, doesn’t it? I know, though, that there are likely business owners reading this and thinking it sounds too hippy-dippy for them and not like the most effective way to run a business. Those people may be thinking, “what about accountability?” As you know, Vista believes strongly in holding team members accountable, in setting expectations and in striving for intentional goals. Accountability and self-compassion are NOT mutually exclusive. Self-compassion does not require ignoring mistakes or not acknowledging failures. Rather, it allows for a mindset shift in understanding that failures WILL happen and that it’s not the end of the world when they do. In fact, it represents an opportunity for growth. Too, compassion opens the door for conversation about what happened this time and how it can go better the next time. A growing body of research indicates that organizations that promote compassion enjoy not only a happier work environment but an improved bottom line! Compassionate employees are consistently more willing to help coworkers and clients. They build stronger relationships, boost productivity across the organization, promote healthy social connections, and report higher levels of job engagement. Growth mindset How can you promote a culture of self-compassion and enjoy the benefits at your organization? It starts from within. Practicing self-compassion means: Being kind rather than judgmental about failures and mistakes. Recognizing that failures and mistakes are universal. They are a shared experience from which not a single one of us is immune. When mistakes and failures happen, practicing balance. It’s okay to feel bad or be unhappy, but don’t live in that space. Acknowledge it and go to your second thought – what did this teach me? How can I approach this better next time? How can I be more prepared and educated? How can I make this work? A growth mindset starts with self-compassion. Without self-compassion, it’s easy to become defeated and to believe that your abilities are “fixed”…that you will never be capable of more than you are today. Being in a fixed mindset is dangerous and limiting. It causes people to feel stuck and not strive for more. Those who are able to acknowledge mistakes and use them as a learning opportunity are motivated to continue to improve. They are more likely to try a different tact. In other words, self-compassion is the building block for self-improvement. It is the spark for working harder, doing better, and believing improvement is a possibility. 2,4,6,8…How can our team innovate? Look at how much the legal industry has changed just over the last 10 years! In a fast-moving and technologically forward world, innovation is vital. Just as a growth mindset is fostered with self-compassion, innovation thrives in a compassionate environment. Team members who feel comfortable throwing out ideas, trying a new approach, or tackling a difficult assignment are those who help the business grow and innovate. We often learn what works by experiencing a series of things that don’t work. Allowing space for those experiments is critical to your business! Cultivating a culture of compassion and encouraging your team to acknowledge mistakes and failures without wallowing in them helps your business grow. It helps your team engage and connect with coworkers and clients. It truly is a win-win! Practicing self-compassion (and it is a practice – as with any other self-improvement exercise, flexing the muscle often makes it stronger) leads to compassion for others. Treating yourself with kindness paves the way for treating others with compassion and reserving judgment. When firm leaders believe that change and improvement are possible, that trickles down to the team as well. It allows leaders to give constructive feedback and encourage their teams to be growth-minded. What next? For those reading this blog who are leaders in your organization and want to work at creating and fostering a culture of compassion, start first with yourself. If you find it difficult not to beat yourself up over setbacks, try a few self-compassion exercises. When something tough happens, write a letter to yourself as if you are writing to a friend who has had the same setback. Use language that is encouraging and understanding. Read it back to yourself. Use it to forgive and move on. Try looking for the lesson. What did this setback teach you about yourself or the project? Do you need more time to prepare next time? Do you need a different approach? Once you look within, use those same skills with your team. Accountability discussions can include an aspect of compassion. Encourage your team to practice self-compassion skills as well. Once you make self-compassion a practice and integrate it into your business, you’ll start to see strong shifts in your overall culture. These shifts represent the power that self-compassion holds. Your organization will become a more empowering, healthy, and inspiring place to work. Your team will begin to reach deeper and achieve heights you may have never imagined. For a simple practice, that’s impressive stuff.
graphic image of team in an emergency
Leadership
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.
6 min read
Kendall Abbott
January 31, 2023
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. 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.
graphic image of man juggling items
Human Resources
Where did the time go?: Tips for Effective Time Management
I believe it’s safe to say that we’ve all experienced the woes of getting to the end of the day and asking ourselves, where did the time go? Everybody gets the same 24 hours each day, but too often, we feel like we must be missing hours.
4 min read
Terri Houchin
January 23, 2023
I believe it’s safe to say that we’ve all experienced the woes of getting to the end of the day and asking ourselves, where did the time go? Everybody gets the same 24 hours each day, but too often, we feel like we must be missing hours. As professionals in a fast-paced, high-pressure industry, it’s critical that we maximize our time and end the day feeling productive and accomplished. Managing your time effectively is an important skill to develop. In this blog, I’ll cover some of the most effective strategies I’ve found to help you get the most out of every minute, streamline your workday, and optimize your time. Perform a time-audit: Try diligently tracking where you are investing your time by logging your activities every day for one week to get a good overview. I tracked my time and activities by creating a Daily Momentum Log in Excel. You’ll want to create five worksheets, one for each day of the week. The first column was the time of day, and the second was the task or project I was working on. I suggest making an entry every 30 minutes to identify what you are working on. If you wait until the end of the day, you may not remember all your task movements and how much time you devoted to completing them. It’s easy to lose track of time when you’re head down working, so I set a timer on my phone to alert me every thirty minutes as a reminder. The interruptions were painful, but the juice was worth the squeeze. What you’ll glean from this is:  Identifying where your time is being spent. Discovering tasks that can be delegated. Honing in on skills you want to grow and develop. An exercise such as this may seem like something for professional rookies. It’s not! It benefits all people – rookies and veterans alike. It’s an eye-opening exercise that I perform every December. Use a daily agenda: At the end of every day, try to prepare your next day’s agenda. Doing so may keep you from tossing and turning at night, thinking about what you want to accomplish the next day. If you can’t do it the day before, prepare it as soon as you arrive at the office. Creating a written schedule creates some personal accountability. You’ll also find that a plan helps jumpstart your day and keeps you from toggling between tasks…or, worse, wasting time or energy trying to decide what to start working on first. Try to assemble your high-priority activities when you are most productive. Some people are most energized and efficient in the morning, while others focus more effectively in the afternoon. There are online resources that can help you identify your “peak times” of the day. Using online resources and self-reflection, I learned that I was my most creative self in the morning. Therefore, my mornings are primarily dedicated to working on to-dos such as writing or creating project content and visuals. I then use the afternoon for other tasks and scheduled calls. When are you your most creative self? Does your agenda reflect that? As part of your planning, use time blocking to provide additional structure. Time blocking divides your day into smaller blocks. Each task will have a dedicated amount of time and help keep you task-focused. Let’s face it: our days often contain surprises, obstacles, and crisis-level situations. Add contingency time on your schedule for the “unexpected.” As new tasks emerge, jot them down on a sticky note. Writing it down helps keep you grounded on the task at hand and ensures nothing falls through the cracks. Work on those new to-dos during the buffer time on your schedule. Doing so will help you stay on track and complete work timely. Playing the email game: The average professional receives one hundred and twenty-one emails per day.  Whenever you stop what you’re working on to check your email, it can take up to 20 minutes to reorientate yourself and get back on track. That’s some staggering data that proves emails can be a huge time suck and can limit your productivity! They have the capacity to wreak havoc on your daily workflow. If you review and respond to emails as they come in, consider time blocking to help combat the disruption. I work from my email three times a day for 30 minutes. I’ve also silenced my new email notifications. Communication with your team is critical to time blocking. Let them know that this is your email workflow. If something comes up that needs your immediate attention, ask them to call or text you instead of sending you an email that will leave them waiting for you to reply. Celebrate your wins: Whether it’s a small task or an enormous task, completing a to-do feels good! I try to celebrate wins, and for me, the reward for success comes in various shapes and sizes. I feel a sufficient amount of happiness when striking out a completed task (call me old-fashioned, but I use a paper agenda.) For a task that consumes a lot of brain power, I might take a break and go outside to get fresh air in my lungs to recharge my energy level. I work from home, so for tasks completed with teammates, I like sending (and receiving) air high-fives by email. “Either you run the day or the day runs you.” – Jim Rohn  Words have power. And these 10 words strung together inspired change within me. It started with being honest with myself and acknowledging that the day was running me (which was a bitter taste!) My day was primarily managed by outside influences, which meant I was reacting to incoming requests and allowing those needs to take priority over advancing my daily goals. While I recognize that from time to time, there will be days where we play defense rather than offense, I believe that should be the exception, not the rule. I made a commitment to myself to regain control of my time and energy. I said goodbye to the familiar and old mindsets that were creating inefficiencies in my workflow and curated a more efficient daily work plan that was wholesome for me, my clients, and my team. Noteworthy: there are moments when I find myself slipping back into old habits. I speak to myself with kindness and give myself grace…after all, old habits die hard. I recognize it for what it is, a moment to slow down and refocus myself. My best advice? Take baby steps. Start with one new habit in your daily workflow. Once it becomes routine, congratulate yourself and incorporate another. Getting organized is a marathon, not a sprint – pace yourself to avoid fatigue. Now go take back control of your day!
graphic image of different parts of a team
Leadership
Upstream Problem Management
A couple years ago, Larry Buckfire – firm president at Buckfire Law – placed a book on my desk with a sticky note attached to the cover, which read: “Let’s discuss.” The book, titled Upstream, authored by Dan Heath, explores the psychological forces that push us downstream and offers insight into how to reduce the probability that problems will happen.
5 min read
Guest Author
January 17, 2023
A couple years ago, Larry Buckfire – firm president at Buckfire Law – placed a book on my desk with a sticky note attached to the cover, which read: “Let’s discuss.” The book, titled Upstream, authored by Dan Heath, explores the psychological forces that push us downstream and offers insight into how to reduce the probability that problems will happen. Long story short, it’s a book about how to solve problems before they become problems. As Chief Operating Officer at Buckfire Law, I’m tasked with overseeing the day-to-day operational functions of our firm in the most efficient and effective way possible. In other words, my goal is to maximize customer satisfaction and firm profits, and put appropriate measures in place to help prevent problems in an effective way to achieve both goals. Sounds simple enough, right? Depends on who you ask. As a self-proclaimed data-centric nerd, I make decisions based largely on the analysis of metrics. In order to glean useful information from data, I rely heavily on measurables. In other words, I track everything. And, when I say everything, well, I’m the guy who wears an Apple Watch to bed to measure my sleep patterns. This is precisely why upstream problem management was – and continues to be – a difficult problem-solving management technique for me to digest. Because, simply put, upstream work is difficult to measure. Unlike downstream, it doesn’t translate to short-term tangible results. Downstream actions react to problems once they’ve occurred. That’s one reason why we instinctively tend to favor reaction: Because it’s more tangible. Downstream work is easier to visualize. Easier to track. Easier to measure. Peter Drucker, coined the godfather of modern management, is famously quoted as saying, “You can’t improve what you can’t measure.” It’s an adage I’ve applied to my work life, installing and implementing measurables across our firm in an effort to identify opportunities for betterment. But with all due respect to Drucker, and much to my chagrin, you can, in fact, improve what you can’t measure at times, and you can do so by taking an upstream approach to problem-solving. Upstream vs. Downstream There is an infuriating uncertainty about upstream efforts as it correlates to successfully solving problems. Namely, what constitutes success? And how can you measure success when success is defined as things not happening? Downstream solutions can answer those questions. It’s why we naturally gravitate towards this type of problem-solving. There’s a clear, visible solution. The time, energy, and financial commitment to address preventable problems can oftentimes deter executives and managers from upstream thinking. In today’s workplace environment, it’s easy to push a non-issue to the side and say, “I’ll deal with it when it becomes a problem.” Psychologists Eldar Shafir and Sendhil Mullainathan refer to this approach as “tunneling” – the theory that when people are juggling a lot of problems, it creates stress that triggers tunnel vision. As outlined in their co-authored book, titled Scarcity, tunnel vision helps us focus on the crisis at hand, but makes us “less insightful, less forward-thinking, less controlled.” People who are tunneling have difficulty engaging in systems thinking, and they often fail to prevent problems, because they react. For example: Your neighbor’s dog, Rotten Ralph, has jumped his fence, and your neighbor has asked for your help finding him. If you track down Ralph and bring him back to the owner, you’ve successfully solved the problem, right? But what if Ralph runs away again? And again? Sure, you can continue to track him down and bring him back to your neighbor, but you’re only reacting to the problem. Until your neighbor takes preventive measures to stop Ralph from running away, the dog will keep jumping the fence. Oftentimes, we fail to identify a problem until it’s too late, forcing us to take a reactive approach to address an issue. In the case of Rotten Ralph, it’s easier for your neighbor to simply scold Ralph, ignore the primary problem, and “hope” his furry friend has learned his lesson. If you’re lucky, Ralph will have learned his lesson. But, let’s be honest, that likely won’t happen. Instead, train Ralph to be obedient, keep him indoors, raise the height of the fence, or install an electric fence – applying these forward-thinking actions is an upstream solution to your neighbor’s problem. How to Apply Upstream Thinking to Your Business Similar problem-preventing solutions can be applied to any business in any industry. At Buckfire Law, we recently implemented an upstream solution within our intake department in an effort to address hangups and disconnected calls. We currently use Call Tracking Metrics for quality assurance and marketing attribution. This platform offers a feature that provides caller details, including phone numbers, which our intake team will refer to if there is a hangup prior to completing an intake. In an attempt to address this problem, intake specialists were instructed to return calls that were prematurely disconnected. Looking back, it was a downstream solution to our problem. More often than not, hangups and disconnections were intentional, but on occasion, a returned call from one of our intake specialists would lead to a referral or case signup. But, our “fix” didn’t address the overarching issue: how to reduce hangups and avoid disconnections altogether. After discussing the Upstream management strategy with Larry, we devoted the necessary resources to reduce the probability that future hangups would occur by changing our existing system. In the process, we discovered our toll-free telephone number was mistakenly being promoted online as a help desk service line for a large retail company. And we identified that a staff member employed by our third-party after-hours service provider was unintentionally forwarding potential clients to an outdated general mailbox that was no longer in use. Our solution? We enabled a feature through our call tracking platform that recorded all incoming calls and identified the source of where the call was initiated, which allowed us to identify the online location of the erroneous help desk service line. Furthermore, we listened to the audio recordings of incoming calls forwarded to our after-hours call center and – as such – became aware of the call-center employee who mistakenly forwarded calls to a dormant phone line. Once we put the corrective measures in place to address both issues, we saw immediate success, as our hangups were reduced by more than 50 percent month-over-month. That’s not to say downstream thinking isn’t an effective management technique. In fact, we still instruct our intake specialists to identify any missed calls or hangups and call them back in a timely fashion. And, we still – on occasion – will sign up a case as a result of those efforts. Treat your problem management style like your financial portfolio – diversify. Upstream thinking isn’t always necessary to address problems – but, in our case, it’s been a very useful tool in helping us prevent problems before they happen. And, even when we can’t prevent them entirely, upstream solutions can help soften the blow. About James Schmehl: James Schmehl is the Chief Operating Officer at Buckfire Law, a personal injury firm based in Detroit, Michigan. In his previous career, James served as a Detroit Tigers beat writer, where he traveled with the team and covered a string of four consecutive division titles. James has been a regularly featured speaker on several SABR (Society for American Baseball Research) panels, and takes a Bill James-style approach to analyzing and overseeing Buckfire Law’s day-to-day operations.
graphic image of the onboarding process
Leadership
The Secret Formula: How Can Onboarding Help Employee Retention?
In the plaintiff legal world, you can’t succeed without a team. Would you believe me if I told you this concept goes against every grain of my being? I am NOT a team player, so says my family. I tend to agree, and I’m working on it! I grew up playing competitive tennis… SINGLES, to be clear. No team, just me.
5 min read
Sarah Waggoner
January 9, 2023
In the plaintiff legal world, you can’t succeed without a team. Would you believe me if I told you this concept goes against every grain of my being? I am NOT a team player, so says my family. I tend to agree, and I’m working on it! I grew up playing competitive tennis… SINGLES, to be clear. No team, just me. If I lost, I had only myself to blame. I didn’t have to rely on anyone else to win the match but me! Even playing tennis at the collegiate level wasn’t like other sports. Yes, I was on a team, but when it came to winning, I was only concerned about my match. It was me, one on one, versus my opponent. Pretty singular, right? It wasn’t until I found my tennis career over and I had started a family that I really took note of my “not a team player” attitude. I had a teammate for life and didn’t have the “teamwork makes the dream work” mentality. You can imagine the learning curve I had in front of me. I am happy to report that I’ve been married for fourteen glorious years, have three beautiful children, and am STILL learning to be a team player. I believe it’s the process of needing to learn new ways and evolve my mindset that has allowed me to really examine and understand what it takes to build a great team from the ground up on a deep level. It didn’t come naturally to me, so I had to become an eternal student. The learning doesn’t ever stop, so . . . take a lesson from me. Be a team player, invest in your team NOW, and set them up for success. How do you do that? It starts with the onboarding process. The onboarding process is VITAL not only to employee retention but to the firm’s overall success. What is it? The onboarding process is the incorporation of a new team member into the company. SHRM defines onboarding as “the process of helping new hires adjust to the social and performance aspects of their new jobs quickly and smoothly.” In most instances, the goal of the onboarding process is to help new team members become familiarized with company culture and policies. But it doesn’t stop there! Your onboarding process should clearly communicate the mission and values of your firm and how the new team member’s role adds to your overall vision. I work with firms every day who feel they need to make an immediate hire. They are drowning. They need help, and they know it. More often than not, they know what they want this new hire to do. They need an intake specialist, receptionist, or another attorney. The list is endless. They have a job description ready and place the ad on online job boards. Applicants start rolling in, interviews are completed, and they are ready to make an offer. The offer is made. The candidate accepts, and they feel they are on cloud nine! Finally, they are going to get the help they need. The candidate walks in on their first day, is shown their desk, and…THAT’S IT! They were the most qualified candidate for the position, and they should know what needs to be done next, right? They should be ready to hit the ground running, right? WRONG!!!!! This is risky hiring, folks. And let me tell you, EVERY HIRE IS A RISK, especially if your firm has not perfected the onboarding process. How do we make it better? I’d like to challenge your firm to take a look through the job-specific onboarding BEFORE the hiring process is initiated. Don’t get me wrong, the initial part of the onboarding process will look similar for ALL positions but will vary subsequently, as each role in your firm is different. First and foremost, you will want to make sure every new team member knows your mission statement and your firm’s values. NO EXCEPTION. Second, you need to get an onboarding time frame out of your mind! Every role in your organization is different. Onboarding will look different, taking various lengths of time. And if you’re being honest, is onboarding ever really complete? The answer is no! When looking at your organization’s onboarding process, it should have four main goals. Your onboarding process should help your new team member: Understand their new role and the responsibilities that accompany it. Get comfortable in their new setting. Meet their teammates and leaders. Learn the organization’s policies and procedures. Onboarding is an engagement between leaders/managers and new team members. This is not an isolated event, and the new team member should never be left to fend for themselves. Think of it like a buddy system. You will have an “onboarding buddy” taking your new hire through your onboarding process. While the process of onboarding does take intentional effort on the managers’ part, this vastly increases employee retention when the new team member feels cared for and invested in from their first day in the office. If onboarding is done completely and correctly, there is no loss of investment in the new team member, as you are investing time, money, and resources in training them to be suited for you specifically. Ask yourself, is our onboarding process helping new team members feel their presence and productivity matter to the overall goals of the firm? If the answer is no, you need to revisit your process. A positive onboarding process will contribute to employees feeling part of the firm’s vision, thus reducing turnover. Onboarding directly affects employee retention. In fact, onboarding makes or breaks your employee retention rate. A word of caution. EVERY new team member needs proper onboarding. This process isn’t and shouldn’t be confused as training for non-experienced team members. Even the most experienced professionals need to be onboarded. There should be someone in your firm checking in on your new team member regularly, even the “rockstar” new hire who seems to have it all together. Onboarding tips and tricks It’s important to make sure the period after the hiring process is as smooth as possible for your new team member. By doing this, they will feel more supported and comfortable with their new environment. Here are some tips to consider: Complete as many logical tasks BEFORE a new team member’s start date! This starts with a welcome email or phone call. Give them all the benefit information to look over. Any paperwork needed on day one needs to be given BEFORE day one! Can you send them the employee handbook to read? Set expectations for dress, parking, and day one lunch. This is also a good time to establish some rapport with their new manager/supervisor. Get their desk set up and ready, and let the new team member know the plan for their first day. Have a welcome plan for day one! Maybe this starts with a team huddle to introduce everyone to the new team member, complete with coffee and pastries. Take a tour of the office if you haven’t done so already. Be sure to fill the day. Go over firm expectations, procedures, and manuals. Now is the time to really sit down and go over the firm’s expectations for the role. You have already touched on this, I’m sure, in the hiring process, but now you must be able to sell it to your new team member. This is what we believe, this is how we help people, and these are our expectations…these conversations MUST be completed upfront. Use the check-in process. 30/60/90-day check-ins are CRUCIAL! Follow up with the new team member so you can really understand where they are in learning your firm’s way of doing things. This is also your chance to see where they need help and how you can support them. An unsupported new team member is much more likely to leave your firm quickly, thus negatively impacting your employee retention rate. In summary, the onboarding process isn’t one you should be neglecting. Glassdoor states organizations with a strong onboarding process improve new hire retention by 87% and productivity by 70%. The numbers don’t lie! You can’t succeed without a team that sticks around. Improving your onboarding process and evaluating how it can optimize your new team members will improve your firm’s overall success. When your employees feel appreciated and valued, they don’t leave! Happy Onboarding!
graphic image of looking at 2023 goals
Leadership
New Year, New CMS?: How to Switch Case Management Systems the Right Way
I wish I had a dollar for each time a client asked for advice regarding making a change to a new case management software/system (CMS). How about ten dollars for each time the question has been raised as to which company has the “BEST” CMS product on the market?
4 min read
Amanda Hankins
January 2, 2023
I wish I had a dollar for each time a client asked for advice regarding making a change to a new case management software/system (CMS). How about ten dollars for each time the question has been raised as to which company has the “BEST” CMS product on the market? My typical consulting response has been, “It depends.” In our experience, there is no “best” because “best” is very much contingent on what system will be the right fit for your firm. No system on the market is the solution for every plaintiff law firm. In this week’s blog, we’ll discuss the various complexities and nuances behind the loaded issue of switching case management systems. Case management systems can help law firms collect, manage, and analyze huge amounts of data, develop standard operating procedures, become better and more effective at client management, and move cases seamlessly through each phase. In 2023, if you’re still managing your firm via paper files, it’s well past time to step into the modern era of powerful case management systems. When well-implemented and utilized, they truly become part of the firm’s DNA. When a system no longer fits, you feel it. That’s why when firms start asking me questions about wanting to change, I know there’s a deep issue and until it’s corrected, they’ll feel like something is wrong at the core. What’s the why? I prefer to wade into this touchy topic first by understanding the “why” behind the change. Understanding the why helps to pinpoint some of the primary issues. In order to get closer to the heart of the matter, I’ll ask questions like: Does the firm need to make the change because their technology provider recommends moving away from a server-based system to a cloud-based system? Does the firm feel they have outgrown their current CMS? Are there limitations in their current system that they feel are preventing growth and forward momentum? Does the current CMS no longer offer support and/or updates to their platform? Does the firm owner simply want the newest product on the market because their law firm buddy mentioned over drinks that their CMS is the best? The people problem Whatever your reason, please don’t attempt to throw a new CMS at a people problem. What do I mean by a people problem? If your team members (attorneys and non-attorneys) are not utilizing your current CMS to its fullest, joining forces with a new CMS will not solve your problem. Your problem, in this instance, is people-related. Your team has to utilize a program in order for it to provide the structure, benefit, and edge a great system can offer. Unfortunately, many times the firm has not given the team the tools and training needed on their current CMS, has not established standard operating procedures (SOP), and/or has not set firmwide expectations on using their current CMS. Until you solve your people problems, a new CMS will likely be a waste of time and money. If your team isn’t expected to use your current system to its fullest, they are probably not going to use a new system without proper coaching and training. One of Vista’s non-negotiables is, “if it didn’t happen in your CMS, it didn’t happen!” It’s a process, not an event Making the decision to switch programs is a big one and one that we see many firms underestimate. They underestimate the time, money, and manpower needed to effectively and efficiently switch to a new case management system. Look, if there’s one thing you take away from this blog it’s this: Switching systems is a HUGE project. Do not take it lightly! Not only will it take time to research the market, identify the solutions that have the potential to be a good fit for your firm, and demo each of those options, once you actually decide to switch, most migrations/conversions/implementations can take anywhere from 6 – 12 months. Implementations depend on a variety of factors like firm size, amount of data to be converted, and amount of customization desired. And that is just for the mapping, build-out, and implementation! Your “go live” date isn’t a light switch, and there is no fairy dust to sprinkle to make this process less painful. Don’t forget the dip in productivity after you roll out the new CMS while you train your team. Considering the whole package Reporting is another very important key to any CMS. Be sure you are asking questions of your potential new CMS provider about standard reports provided, as well as the firm’s capability of customizing reports. Automation is another great tool many CMS programs offer. Being able to automate reports and tasks can be a game changer for your team! Other key considerations are: Will the firm be able to customize fields within the CMS or are all fields set in stone by the CMS provider? Will the new CMS integrate with other programs your firm is utilizing, such as your lead management software and your accounting software? What is the preferred suite of programs, such as Microsoft Office or Google Workspace? Is the software visually appealing, easy to navigate, and intuitive? Is there a mobile app or remote access option? Does the CMS provide onsite training for your team, provide recorded resources, and/or live customer support? Does the CMS have top-tier cybersecurity? How does the document management tool work within the CMS? How are important deadlines tracked, and are you able to set reminders easily? Is there a client portal feature and how secure is that piece? Does the company innovate and update the product regularly? Be sure you are comparing apples to apples when it comes to the investment of a new CMS. If your potential new CMS provides lead tracking, automated signatures, texting features, etc., and you are currently paying a separate provider for those features, remember you will be able to do away with those separate costs to the firm. The takeaway Some might think after reading this blog that I am not in favor of change. I am actually in favor of making changes within a firm, if it’s the best decision for your clients and your team! Vista is The Business Resource for Plaintiff Firms, and we take pride in educating the legal community, even when we have to address the hard stuff. Vista has assisted many firms in making the decision to change their CMS, helped in choosing the right system for the firm, and supported the firm during and after the change by troubleshooting and assisting in developing training materials. Simply approach with caution. Go into the decision armed with these tips and reach out anytime for our team’s assistance in thinking through possible hurdles you might experience during the process. Remember not all firms are created equal and neither are case management programs!
graphic image of girl giving presentation
Human Resources
The Plague of Repetition: 10 Key Disciplines for Highly Productive Meetings
You know the one – that standing, required meeting that seems to only serve to interrupt our flow on a regular basis. The one where the same people talk about the same things, and little gets accomplished.
4 min read
Stephanie Demont, Esq.
December 26, 2022
You know the one – that standing, required meeting that seems to only serve to interrupt our flow on a regular basis. The one where the same people talk about the same things, and little gets accomplished. For many attending, it can be tempting to daydream, doodle, or otherwise check out. And yet we keep doing it, over and over again without fail. Why? Because it feels like we have to. It doesn’t have to be that way! The secret to running effective and highly productive meetings requires discipline, but once these practices are repeated enough, they become a habit – a very healthy habit that can energize your team and move your organization consistently forward. Isn’t that the goal? Here are the ten key disciplines we recommend applying to every regularly recurring meeting. Doing so can transform tedious, ineffective meetings into time well spent for everyone involved. Start with the Purpose. To determine the purpose, ask yourself if the meeting is designed to inform, to brainstorm, or to gain consensus. Make sure all attendees understand the purpose of the meeting and their role. Communicate the purpose clearly. For regular meetings, it’s also a good idea to remind the team occasionally of the purpose. Always have an agenda. The agenda should be shared with everyone in attendance, in advance whenever possible, to give attendees more time to think about what they’d like to contribute. If people don’t know the reason for the meeting, they may be reluctant to contribute. Many people need time to process their thoughts and aren’t comfortable speaking until they’ve had time to think. Determine who will run the meeting. Is this meeting one that must be led by a member of the leadership team, or does it make more sense to rotate the leader role among different attendees? Understanding the purpose and subject matter will help make that decision clear. If the responsibility is rotated amongst team members, give ample notice so everyone knows when it’s their turn. Require participation by everyone in attendance. Set the right tone. Everyone is expected to contribute, otherwise they are not adding value and don’t need to be there. Be clear about what participation looks like. When should questions be posed? How should feedback be submitted? Can additional thoughts be shared after the meeting? If so, who should be included in those post-meeting memos? Engagement is essential to productive meetings. Start on time, every time. The meeting leader is responsible for arriving and beginning the meeting on time, every time. This emphasizes the importance of the work to be discussed and shows respect for everyone in attendance who also arrived on time. This starts at the top. When the leader arrives late, it sends a message that something else was more important. This dilutes the discipline and quickly spreads to all others in attendance. Once that happens, the meeting rhythm falls apart. Avoid canceling and rescheduling. Everyone is busy. Calendars are already full. Canceling a standing meeting because one or more people were unable to attend gives too much weight to those individuals and not enough weight to the importance of the business to be conducted at the meeting. Rescheduling also disrupts the calendars of all other attendees. Anyone unable to attend should be expected to read the minutes or watch the recording, and catch themselves up before the next meeting. Leaders – Hold back! It’s important that the meeting leader refrain from stating their desired outcome at the start of the meeting. Doing so will discourage creativity and alternative ideas and will likely result in the outcome they wanted. When leaders come on too strong at the beginning, those in attendance are left wondering why they needed to attend a meeting if the outcome was already predetermined. Let the team members discuss. Leaders should listen, observe, ask questions, and be open to new approaches and ideas. The leader’s thoughts on the matter should be saved for the end of the meeting. Appoint the “meeting police.” One person should be asked to listen and watch for agenda creep and tangents. This is what causes meetings to go off the rails and last too long. It should be understood by all in attendance that this person is empowered to call it out on the spot and get the meeting back on track. The purpose of the meeting police is to ensure everyone’s time and attention is respected. The meeting police should also ensure notes are taken or the meeting is recorded. For our team at Vista, our Focus Specialist helps keep us on track during the meeting. Wrap up with action plans, owners, and target dates. Productive discussions in meetings usually result in steps that need to be taken to move the projects along. Identify one individual (appoint, or they may volunteer,) to own each outstanding task. A target date for completion should be discussed and agreed to at the end of the meeting. Meeting leaders should keep track of those who consistently execute upon their action steps timely and those who don’t. End on Time. If the attendees were asked to block out one hour for the meeting, it should end after one hour. This is about respecting the schedules and time commitment of everyone involved. While there are different schools of thought on this, I have found that meetings lasting longer than one hour tend to detract from their achievement. Attention begins to wane and restlessness sets in. If a meeting must go more than an hour, be sure to allow for breaks. Finally, beware of continuing regularly held meetings because you’ve always had them. Instead, ask, do we still need this one? Should it be an informative email instead? We recommend auditing all standing meetings at least twice a year to review their frequency, quality, and necessity. Meetings don’t have to be dreaded, they can be a great way to bring your team together and make a real difference!
graphic image of man training team
Human Resources | Leadership
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?
4 min read
Kendall Abbott
December 19, 2022
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.
graphic image of work deadlines
Human Resources
The Seven Pillars of a Happy Holiday Season
For many professionals, the holidays can be a time of increased stress and strain. Not only are we still juggling our home and work lives, but we have loads of extra events, tasks, projects, and responsibilities.
4 min read
Tim McKey
December 12, 2022
For many professionals, the holidays can be a time of increased stress and strain. Not only are we still juggling our home and work lives, but we have loads of extra events, tasks, projects, and responsibilities. These extras must be worked into our already hectic lives. The resulting added stress can create massive burnout, which can diminish our enjoyment of the season. Running yourself into the ground just before the start of a new year sets you and your firm up for frustration and slowed forward progress. Don’t allow yourself to fall into the trap of holiday burnout! Approach this season intentionally, aware that moderation and motivation can find a harmonious balance, allowing you both space for quiet and community. Here are the seven pillars to help you maintain your balance during the holiday season: Say NO! Be conscious of how many extra tasks you take on. It’s ok, in fact, it’s HEALTHY to say NO frequently and often, especially during the holidays. Consider which activities you enjoy the most during the holidays and create parameters regarding what you will and will not take on. Set this plan in advance so that you aren’t agreeing to or declining activities in a haphazard manner. This strategy will allow you to say no without guilt. You’ll get a lot of asks during this month for both personal and professional events. That’s okay! If you’re willing to set a plan and stick to it, you can decline invitations kindly and respectfully with the understanding that you’re keeping your plate as full as you’d like it to be. Create boundaries It becomes very tempting to blur the lines between your home and work lives during the holidays. Avoid crossing boundaries as much as possible! Stick to working during your scheduled work hours. When you’re at work, focus on work. When you’re at home, focus on yourself and your wellbeing. Keep those boundaries clearly defined. Your mind will stay focused, and you will feel far less role conflict when you create clear boundaries in your life. When lines become blurred, it can be easy to lose sight of your intentions, goals, and priorities. Set and manage expectations None of us can “do it all,” especially as the end of the year introduces mounting pressures. Be reasonable when scheduling out business goals this month. December is a month with lots of vacation requests, so you’re likely not operating at full capacity in the office. Take that into account as you look at tasks to accomplish by the end of year and be sure you are setting yourself and your team up for success. Consider creating department deadlines that factor in a reduced number of team members. As needed, re-assign tasks or projects to accommodate. Keep meetings short and on task and use reports to ensure that the office remains on track no matter what the vacation calendar looks like. Finally, communicate holiday business hours to your clients so they understand response times and office closures well in advance. Look out for your coworkers At Vista, we don’t use the word, “staff.” We use “team member.” We believe that every single employee is part of a team working with the firm mission and vision in mind, and working on a team means supporting teammates as needed. Look out for your teammates at this time of year. Do you see signs of burnout? Do you notice a coworker who seems uncharacteristically irritated, is experiencing an unusual lack of production, is calling out sick, or isn’t as engaged as normal? This can be a tough and stressful time of year, and your colleagues may be going through a difficult period. Take the time to practice some space and grace and lift each other up. Be sure to actively listen to your teammates. Work with each other to solve problems, validate emotions, and raise the white flag if needed. Practice self compassion When a friend or family member experiences a difficulty, a stressful situation, or a work setback, take note of how you speak with that person. Likely, it’s with compassion and understanding. Now listen to the voice in your own head as you look at your to-do list, experience a difficulty, or make a mistake at work. Do you grant yourself the same compassion you inherently grant those you love? Studies show that practicing self compassion actually helps us grow by allowing for setbacks to foster growth. Self compassion is always an important muscle we should flex, but it’s even more important during a busy and stressful time of year when we feel pulled in different directions and need some positive self-talk. Take time to give back When you feel the grip of holiday pressure taking over, consider a positive move that can serve to lift spirits and put things into perspective. Giving back to your community can help alleviate depression and focus frazzled energy. This could be individual volunteering or something that involves the whole firm, like a toy drive, a canned food donation station, adopting a family in need, a meal drive, or another local volunteer activity. These activities help cement your firm in the community, give you a break from personal and work stress, unite your team, and hopefully spread some cheer and uplift others along the way! Don’t forget your holiday spirit This time of year should be filled with joy, gratitude, and happiness. So, remember to enjoy the holidays. Congratulate yourself for following your plan for the holidays, saying no when needed, and focusing on what’s important. Don’t spend time worrying about what you couldn’t do. Instead, focus on what you did accomplish and congratulate yourself for another year of hard work and a bright future ahead. You have the tools to help yourself and your team through a holiday season. Wishing you an end of year filled with peace, love, and joy!
graphic image of girl finding her way
Human Resources
What to Do When You Don’t Know What to Do: Finding the Path Forward
I entered my professional legal career as an Intake Attorney for a prominent personal injury and workers’ compensation law firm that had a fairly new intake department. Before the makings of their intake department, intakes were screened by the attorneys with the assistance of their legal team.
4 min read
Guest Author
December 5, 2022
I entered my professional legal career as an Intake Attorney for a prominent personal injury and workers’ compensation law firm that had a fairly new intake department. Before the makings of their intake department, intakes were screened by the attorneys with the assistance of their legal team. It was overwhelming to be a part of something so new, considering I was also so new to the legal profession. Navigating how to orchestrate a robust, efficient, and effective department and team that matched the prominence of the law firm was a daunting task. However, after almost a year of doing this, I realized everything we needed to succeed was right in front of us. I think most people struggle with the question of, “What do you do when you don’t know what to do?” many times throughout the course of their lives. I thought this when I was studying for a final exam, when cleaning a very messy apartment, and, most recently, when structuring a new intake department. Our intake department is around five years old, so it was basically an unsteady toddler when I began working here. Before my time at the law firm, it was described as a revolving door of employees with fickle initiative and a shaky foundation. Answering the question of what to do when you don’t know what should come next can feel impossibly daunting. It doesn’t have to be that way. By adopting a few simple strategies, you can develop the skill of navigation and be able to face the most intimidating conundrums with the ease and grace of someone who always knows the answer is just around the corner. These are the steps I have found to be useful on the journey to create a strong and successful newly made intake team within an older organization: Observations will become your new best friend. A good starting point is looking at the processes and procedures that have already been established within the department. It may not look like it at first, but there is likely a wobbly method floating around that can be used as a springboard. If not, then GREAT. See this opportunity as inspiration. You have a blank slate to start customizing your own blueprint and plans. If there are processes and procedures that exist, then observe what is working and what is not. It would probably be best to put an emphasis on *what is not working.* Write down everything. It is always a good idea to record your processes and procedures from top to bottom. Yes, this also means writing down what doesn’t work. It is tedious and tiresome, but it will aid in developing solid reasoning to your choices. This way, you can defend and revisit the decisions that were made as time passes. It is easy to think every stage of this will be memorialized in your brain, but people forget. Stay on the safe side and WRITE IT ALL DOWN. Key Tip: You will see that change is constant, especially in the legal field. Make sure to have an electronic copy in addition to a print copy that can be altered on a continuous basis. For example, I review and update our Intake Manual at least monthly. Don’t Stand On Ceremony ⇾ Take Action! Another important notion I have learned from this experience is that baby steps are still steps. Nothing that lasts happens overnight, and it may not feel like the fruits of your labor are showing progress, but every step forward counts. Be patient and recognize progress is not usually linear. Once you know what is not working, start trying new approaches. It is always a good idea to review other industry leaders, ask for help internally within the organization, and defer to the experts. If you see something is generating good results at competitor businesses, there is no shame in copying it. However, copying a procedure or process is typically not a long-time solution because it is crucial to personalize your systems to meet your company’s needs. Additionally, if you require more resources to obtain certain results, then ask your management team to provide direction. If there are other people or businesses who specialize in these areas, reach out to them. For example, Vista Consulting has been an integral part in building our intake department from the ground up. If you ever get lost or confused, your team, departmental, and organizational goals should be your guiding North Star. Try and relate everything you change back to the objective you’re trying to achieve. Listen, Evaluate, Change, Repeat… The best practices are always open to revisions and improvements. Your new system will not be perfect the first go around. It will take time and various adjustments to get your team exceeding their goals. Ask for feedback from every corner of your team. The people who are doing the job every day oftentimes have the best insight into how things could go differently or better. Once the feedback is given, listen and evaluate how this change would affect the current processes and procedures. Remember to keep your goals in mind when experimenting with changes. This strategy will keep you on track. Something may look better on paper than in practice. Nevertheless, it is worth trying something new because it could lead you closer to a better solution. Don’t be afraid to make changes, and the more this is done, the less and less troublesome it will become. This building block is meant as a repetitious cycle because, as I mentioned before, nobody gets it right on the first go. As you start making the necessary changes, make sure to write it all down so nothing disappears or falls through the cracks. The short answer to the question is when you don’t know what to do, DO SOMETHING. In almost all circumstances, doing nothing breeds more problems than it fixes. Do not shy away from doing the hard work because the rewards will come – slowly but surely. About Sophie Dieckhaus: Sophie Dieckhaus is an attorney at Joye Law Firm in South Carolina. She works with the law firm’s Intake Department, which oftentimes is the first initial contact with prospective clients. “I’ve always wanted to be an attorney,” she says. “And watching other legal professionals in a courtroom setting is how I knew I made the right decision.” She was attracted to Joye Law Firm by the firm’s strong reputation for providing clients with attentive legal service. Sophie grew up in a town outside of Chicago, Illinois. She attended the University of Missouri-Columbia and graduated with a bachelor’s degree in Business Administration Marketing. She graduated from the Charleston School of Law in May 2021 and focused her attention on leadership organizations like the Student Bar Association while she was studying law. She was published in her school’s Alternative Dispute Resolution Law Journal and served as their Managing Editor. Her summer internship with U.S. District Judge Richard Gergel for the District of South Carolina was one of her favorite experiences during law school. When not practicing law, Sophie enjoys spending time outdoors with friends and exploring Charleston’s many good restaurants and beautiful sites.
graphic image of team happy
Leadership
The Recipe For Success: How to Increase Job Satisfaction & Engagement
I’ve gotten a lot of questions over the years about job satisfaction, specifically for attorneys. Finding new associates is an increasingly difficult task. You want to find good talent, and then when you do, you want to KEEP that good talent!
4 min read
Dr. Heather Carroll
November 28, 2022
I’ve gotten a lot of questions over the years about job satisfaction, specifically for attorneys. Finding new associates is an increasingly difficult task. You want to find good talent, and then when you do, you want to KEEP that good talent! Going one step further, you not only want to keep them, but you also want to bring out the best in them. You want them engaged, motivated, and productive. But this doesn’t just apply to attorneys, it applies to your entire team at every level! Job satisfaction is so important for your team. When your team feels high levels of job satisfaction, you will not only see decreased turnover and increased engagement and productivity, but you will see increased client satisfaction and a more positive working environment at your firm. A satisfied team is a happy team, which creates a better working environment for all! So, what is the secret recipe for high job satisfaction? Well, as usual, there is no magic pixie dust, but there actually IS a recipe that I can share with you! It’s called the Job Demands- Resources (or JD-R) Model. Simply put, this model lets us break down what the demands of a job are and weigh them against the resources an individual has available for meeting those demands. By applying this model to various positions, we can work to equalize demands versus resources, which will lead to higher job satisfaction. According to the JD-R Model, stress and burnout occur when job demands are high and job support is low. The good news is organizational support, and other positive job factors can mitigate the impacts of high-stress workloads and increase job satisfaction. We all seem to know an individual who works in a very high-pressure role, but instead of getting upset at the high demands, appears to thrive in that environment. Odds are this individual works for a highly supportive organization that provides the resources they need to meet the high demands of their position. When an individual works in a position with high demands but not enough resources to meet those demands, they are more likely to become stressed and even burned out. Their overall well-being will suffer. When the resources they have are sufficient to meet the demands of their position, they will be more satisfied and productive at their jobs. Therefore, the JD-R is a simple recipe for creating a high-satisfaction environment for your team. The model defines job elements into two categories: Job demands are the physical or emotional requirements of the position. These include factors such as: deadlines, workload, negative environment, emotional involvement, and work/ life role conflict. Job resources are the available organizational or social support systems an individual has to meet requirements and goals. Resources can include factors such as coaching and mentoring, strong work relationships, recognition/ praise, and learning and development. Resources include both organizational and personal resources. An individual that receives resources from both their personal life and their employer will benefit the most. However, as an employer, you may have a hard time providing personal resources to your team, and it is important to remember that one team member may have more personal resources than another. Start by looking at each position individually and identify the specific demands of that position. Some demands can be easily met, such as: Is a specific piece of software required? Did you provide the needed software? However, consider the demands comprehensively! Ask yourself critical questions like: Does the position frequently have high pressure deadlines? Does it require a lot of overtime? Are specific skills or certifications required for the position? Are the position objectives clear or unclear? Is the workplace environment unpleasant? Can the job be emotionally draining at times? Is the position fast paced, or can it be monotonous? Then consider the resources an individual will need to truly meet the demands of that position. At Vista, we constantly discuss the critical concept of: Tools, Training, and Expectations (TTE). Take the time to properly evaluate the TOOLS your team needs, because it may be more than a working phone or computer. Ask yourself questions like: Do they have the autonomy they need to handle their jobs? Do they have coaching available to them when needed? Is there anything that can be done to make the work environment more pleasant? Are they offered the opportunity to take a break and recharge as needed? Do they have help and support from co-workers or assistants? Is there sufficient reward for their work? Be proactive in making sure your team has balance between the demands they face and the support they need to meet those demands. And remember, some team members may have more outside support than others. Although typically you should apply this model to each position, if you have a team member who is struggling, it can be a good idea to apply the model to them as an individual as well. Using the JD-R model to increase job satisfaction should be done collaboratively with your team. It’s a good idea to consult your team on the demands they face and any deficiency in resources they perceive. This does not mean I am advising you to offer them anything they ask for; this means I am advising that you communicate openly with them, so that you can be sure you are familiar with the specific demands they are feeling in their positions. The goal is to get a deeper understanding of an individual team member’s needs. Various studies show that up to 40% of American workers report feeling job burnout. Unmanageable workloads are reported as one of the main reasons for this burnout. Having a demanding, out-of-touch, unsupportive manager compounds the problem and leads to turnover. Hopefully, you can utilize this model (recipe) as a method of increasing job satisfaction and protecting your firm against that turnover. Acknowledging common obstacles and pitfalls and making strides to improve the working environment and professional lives of the team members at your firm will go a long way to realizing great success and individual potential.
graphic image of girl working at desk
Leadership
Who’s Taking Care of Your House: Why Your Firm Needs a Database Administrator
Many law firms that utilize a case management system (CMS) have come to understand the incredible amount of data it has the ability to collect and capture. Good data is one of the most critical elements law firms use to make solid, well-founded business decisions.
5 min read
Pam Travis
November 21, 2022
Many law firms that utilize a case management system (CMS) have come to understand the incredible amount of data it has the ability to collect and capture. Good data is one of the most critical elements law firms use to make solid, well-founded business decisions. So having a shepherd and protector of your firm’s data is also important. In fact, many law firms ask us, “At what point do we need to have a dedicated database administrator?” and, “What is the role of a database administrator?” These questions acknowledge the importance of your data management and the power inherent in its ability to help your firm grow and reach new heights. In this week’s blog, we’ll discuss the critical role database management plays, define the role of a database administrator, and emphasize the importance of good, clean data. Do I have to have a database administrator? Short answer: Yes. Think of it this way: You’ve done your research and vetted the many case management options available on the market. You picked the program that was right for your firm and made a significant investment in it. You put in the work to get it implemented and trained your team on how to utilize this powerful tool designed to house client data. It likely took a ton of time, effort, and money to get it set up and begin functioning as you intended. It’s as time consuming and as big of a commitment as buying a new home. Well, just like buying and maintaining a house, you need to invest ongoing time and effort into keeping your home in top shape so that it is providing you with the shelter, function, and comfort you need. That ongoing investment into a CMS is made in the form of continuing training and education, empowering a database administer, and ensuring your program is up-to-date and that you’re making the most of every dollar you put into it. Any time you spend money to have a CMS program for your firm, you need to further that investment by having someone oversee that program and the data housed within it. In a database, data is stored in a highly structured way. In a case management program, you are able to create new data items, read data items, delete data items, and update data items. In order for the database engine to run well, you don’t want everyone to be able to have access to complete those functions. In addition, as is the case with many other areas of operations within a business, if something is everyone’s responsibility, then it’s no one’s responsibility. How do you ensure clean data is being put into your system if you don’t have someone who is regularly checking it? What is the role of data administrator? A database administrator may look different depending on the needs and the size of your firm. Database management is essential to a law firm but does not necessarily need to be a full-time job. A larger firm may need a full-time database administrator with no additional case work duties. In a large firm, this person’s primary job would be to keep a check on the health of your system. That includes making sure the structure and integrity of your data is applicable and reliable for your firm’s needs. In addition, in larger firms, this person may be responsible for troubleshooting the database as well as supporting the hardware and software for the database and associated servers (if applicable). The ancillary duties for this administrator could include training other team members on how to correctly use the system, creating and analyzing reports for different departments, working in conjunction with other departments in the planning and designing of new case types and reports for capturing data on different areas of the program, updating procedure manuals, and keeping your programs updated to the most current version. This administrator would also be aware of new trends in related systems, potential integrations available that would be beneficial to your firm, as well as any updates that apply to your current programs. If you firm ever decides to switch case management programs, the database administrator would likely be a project lead in vetting, selecting, and implementing the new program. This person can help you get the value out of your new or existing system so your team can be confident with the integrity of your data. In today’s world of data mining, analyzing data, reporting, reporting and more reporting, you need your CMS to be up to date and capturing the most useful information for your firm in a way that allows for seamless and powerful analysis. This information likely will change frequently, and you need someone with the skills to know how to modify and mold your system to start capturing the needed data. In a smaller firm, this team member may be your contact person for making any changes or updates to your CMS program or for adding new case types. This person would likely continue to have other work duties and would not be able to devote full time hours to your database but should still have the same skills and oversight for your systems. This may include adding new fields to capture data, creating document templates that work within your CMS, managing any cleanup needed, adding new users and/or case types, and creating or modifying reports. It is also beneficial to allow this team member access to any training that your current CMS program provides so they can keep your firm’s CMS program up to date. Finally, they can provide new team members with CMS onboarding training and existing team members continuing education on your chosen case management platform. Regardless of firm size, it will be the database administrator’s role to ensure the team understands how to use the program, how to properly input data, and where to store client documents. Without proper training, bad data can overrun a system incredibly quickly. Think about how many times your phone rings throughout the day. Every one of those calls represents new data being collected. If you don’t have a database administrator who is ensuring the people answering your phones know how to collect and capture that data, then it’s likely being put in 1,000 different ways. That’s not clean data! Your database administrator can set up solid training programs and verify on a regular basis that the data going into your system is useful and in the right place. Selecting a right-fit candidate Both small firms and large firms should look for an ideal candidate that has excellent problem-solving skills. They should be able to work independently in a support role and maintain a strong sense of integrity in the oversight of personal sensitive data. They should also be able to work well with each department in order to structure data in the best user-friendly ways. The candidate should be skilled in analyzing reports to understand the “story” data is telling. This helps with using good data to identify bottlenecks or performance defects. This role will be instrumental in the success of your firm. Take the time to pick the right person for the job. Firms who have a dedicated database administrator are able to see the bigger picture and make smarter business decisions based on solid, clean data. There’s great power in that. An exceptional database administrator can truly help your firm reach the next level of success. They’ll become an integral member of your team and help provide the key metrics that your leadership team will need to continue moving forward.
Intake | Leadership | Marketing
Intake and Marketing: Two Sides of the Same Coin
Whether you have a large firm or a small practice, marketing and intake are often viewed as two separate entities of the business. Although they serve different roles, the two are more integrated than you would think.
5 min read
Guest Author
November 14, 2022
Whether you have a large firm or a small practice, marketing and intake are often viewed as two separate entities of the business. Although they serve different roles, the two are more integrated than you would think. During new hire training at our firm, I explain to new team members that marketing is responsible for making the phones ring. Given we spend so much time and money to make the phone ring, we need to better track and analyze what happens after that call gets answered. Beyond whether the call converted to a case, what was the experience of the caller and what factors, within our control, can be improved? From the marketing side, we spend so much of our time and energy honing in on what our brand is and why people should hire us in an oversaturated industry. If someone does decide to call us, some attorneys think that the marketing campaign was a success. Not necessarily. Thanks to technology, consumers have a wealth of knowledge at their fingertips. Anyone can do a quick Google search and find out anything they want to know when it comes to hiring an attorney. For years, we advertised the necessity of hiring an attorney, but now it’s more about the necessity of hiring your team over your competitors. What’s amped up the game even more is the messaging attorneys are advertising to educate the public on their options. Advertisements will say, “Did you know you can fire your attorney at any time?” or “You have options!” when it comes to choosing an attorney. As we all know, those are all accurate statements. These advertisements have educated the public to know what questions to ask during the intake process. Some of these may be: What is your attorney’s fee if we go to trial? Your competitor told me they take a 33% fee. Can you match it or beat that? I read your Google reviews, and it says this process takes a long time. How can I know your team will do everything you can to make this process go by faster? If I need an advance during the case, can you help? Does your firm help with property damage? What if I need a rental car? What is my case worth? Why should I choose your firm over another? Does your intake department really know how to respond to these questions? Most firms train their staff to have an attorney handle the harder questions when it comes to reeling a client in, but that might not always be possible when the potential client immediately fires off the tough questions. With multiple law firms to choose from, consumers know they have options. They’ve been informed of their right to choose another firm at any time, and they are more comfortable than ever exercising that right. What does this tell us? MARKETING DOESN’T END AT SIGN-UP. The client isn’t truly yours until that case settles. Not only do you need to play defense in protecting your brand, but you must play offense in preserving the sale. Here are a few ways you can accomplish this. Brand Consistency: If you advertise it, your entire team should reflect it. If someone called your firm stating they saw a video online or a commercial on TV, it wouldn’t look good if your intake specialist had no idea what they were talking about. Upon hire, you train your intake team on what your brand represents. However, are you consistently retraining those team members to keep them abreast of what branding elements are currently most relevant? The importance of data: First and foremost, if you’re not utilizing a robust CMS or CRM to house your intakes, I would highly recommend finding the right system for your firm and implementing that as soon as possible. Data will be the single most important part of your firm year after year. At our firm, we live by two rules when it comes to data. If you didn’t note it, it didn’t happen. If you put bad data in, you’ll get bad data out. What does that mean? If you’re spending all of this money to make the phone ring, you want to ensure your team is documenting each call. Even if you’re getting calls unrelated to your practice areas, you always want to capture that information. If anything, you hope the person will remember you from the great experience they had with your team and hire you in the future if needed. Secondly, with various ways to communicate with people, it is easy for attempted contacts to slip through the cracks. This is critical data to track. Whether it’s a text, voicemail, call back – always document it. Even if your team attempted to call the person back, it should be noted. What if that intake agent didn’t notate that attempted call back on a million-dollar case, and the lead sits for a few days? The probability of losing that client to a competitor increases. Studies show U.S. companies lose $1.6 trillion because of customers jumping to competitors due to poor customer service. (Accenture) Another important aspect of data entry is training your intake team to ask potential clients how they heard about you. This exercise will be easier as long as you’re using a CRM to house this information. Furthermore, a CRM that has an open API to integrate your tracking numbers from your marketing campaigns so you can have exact attribution is a huge plus. With proper data, you’ll be able to make better decisions on your marketing budget and strategy. Additionally, with these integrations, intake documentation will be easier and more streamlined. Rejecting with Love: Most often, your intake team is responsible for dealing with complaint calls, as well as telling a potential client their case doesn’t qualify. We refer to this as “rejecting with love” during our training process. No matter the situation, no one wants to hear that their potential case doesn’t qualify. Consumers see your advertisements; they call you for legal help just for you to turn them away and that is hard to accept for most. We’ve all received negative Google reviews that state “they wouldn’t take my case” or a complaint about their case not meeting our criteria. While you can’t always prevent these types of reviews, you can ensure your intake team is trained on how to properly handle those tough situations. Negative reviews not only hurt your overall ranking but can hurt your chances of a future client reading it and choosing not to hire you for that reason. Marketing decisions can be loosely broken down into how your brand faces the public, the internal data tracking the response from the public, the study of that data, and making cogent decisions based on that. Within a personal injury law firm, the intake process is strikingly similar. When firms recognize the interconnectedness of intake and marketing, they can optimize the power of both of these vital departments and truly create brand ambassadors. With marketing and intake working together seamlessly, budgets are maximized, brand authenticity is strengthened, and the client experience journey is world class. About Kelli Coggin Williford: Kelli Coggin Williford is the Director of Marketing and Strategy for Mississippi’s largest personal injury law firm, Richard Schwartz and Associates, which has more than 40 years of legal experience and billions of dollars recovered on behalf of their clients. Since starting in 2016, Williford has built a marketing and operations apparatus that has led to exponential growth for the firm, with her tenure marking the largest number of sign-ups in the firm’s history. The firm initially hired Williford for her marketing and public relations skills, and soon realized new gains from her marketing efforts. The problem solving and efficiency she implemented quickly led to her promotion to Director of Marketing & Strategy. Williford now manages the firm’s marketing, intake, analytics, telecommunications, and growth and development. Through these accomplishments, Williford strategically builds the firm’s client base and reinforces the Schwartz and Associates message of compassionate personalized legal assistance and the firm’s philanthropic efforts. Williford’s high performance standards and results driven approach will continue to grow Schwartz and Associates as one of the premier law firms in the nation.
graphic image of team working at table
Leadership
Bridging Generational Divides: Implementing a Reverse Mentorship Program at Your Firm
In last week’s blog, Turning the Tables, we explored the concept and inherent power to be found in the intentional practice of reverse mentorship, which connects younger team members with senior team members and encourages the sharing of generational experiences and understanding.
5 min read
Mary Ellen Murrah
November 7, 2022
In last week’s blog, Turning the Tables, we explored the concept and inherent power to be found in the intentional practice of reverse mentorship, which connects younger team members with senior team members and encourages the sharing of generational experiences and understanding. Reverse mentorship programs offer organizations the opportunity to gain insight and new perspectives simply by viewing every team member as a valuable resource and a critical part of the larger vision and mission of the business. Companies that have instituted thoughtful reverse mentorship programs have seen gains in creativity, productivity, problem-solving, and morale. As with all things organizational, the process of implementing a reverse mentorship program must be done carefully and thoughtfully. While organic generational experience sharing can absolutely happen, if you want to see meaningful and impactful byproducts of this practice, you can’t just sit back and hope it happens. In this week’s blog, we’ll show you how to implement a successful reverse mentorship program at your law firm. The steps to success Connecting your generationally diverse team through a reverse mentorship program will allow you to unlock hidden potential, uncover better communication, and introduce powerful new allies. The practice allows your whole team to fully utilize the individual experiences and knowledge each team member possesses. The process of setting up a reverse mentorship program is similar to the process for other mentorship and coaching programs. Here are the steps you should take in order to implement a productive reverse mentorship program at your firm: What’s the point: Before you begin pairing off team members, first take the time to define the ultimate goals of the program and the results you’d like to achieve. Make sure your program starts out with focus. Ask yourself questions like: What problems do generational differences present at your firm? How generationally diverse is your firm? What do you hope to accomplish with a reverse mentoring program? What achievements will denote success with the program? What impact do you want the program to have? Find your leader: Every program at your organization should have a leader or champion who is responsible, at least in part, for developing, implementing, monitoring, championing, and providing reports to your firm’s leadership team. This reverse mentorship program leader can take responsibility for the program and help to ensure it is well-received and functioning as you intended. They can identify any issues and address them quickly and effectively. Flesh it out: You have the skeleton in place, now you need to add some meat! After you’ve identified the point of your firm’s reverse mentoring program, you need to start filling in the details. Define and document the program and review it with all stakeholders (program champion and leadership team) before you roll it out. Take time to think through the various elements like: Which team members will participate in the program? How will they opt in to the program? Will this be invite-only, or are all interested team members invited to participate? How will you match mentors with mentees? Will you call them mentors and mentees or develop other language specific to your firm that indicates a deep relationship? Will you have a defined length of time for the mentorship? What expectations do you have of the participants in the program? How will you track the progress of the program? What are the metrics you’ll use to measure success and monitor progress? How will you know when you’ve reached a program goal? Spread the word and create your participant pool: After you’ve put in the time to define and document your program, your reverse mentoring program leader should start the recruiting process. You could initiate this with a survey sent to team members (either all team members or those you have decided to invite). Garner intel from them regarding common struggles, pain points, and knowledge they’re hungry for. That insight can help you both further mold the program and create your announcement style. You could have a formal announcement via email, a team meeting, or a section in your team newsletter (how you announce will likely depend on who the program is open to at your firm). Attracting participants is critical because, ideally, you want a deep and diverse pool from which to pair mentors and mentees. You want to be clear about the expectations of the participants. Ensure mentors understand that they will be expected to share their personal experiences, knowledge, and insights with their assigned mentees. Likewise, and maybe more importantly, ensure your mentees understand that they are involved in a bidirectional relationship that requires a willingness to learn. All participants should approach the relationship with respect, a good attitude, and an open mind. All parties need to understand that some of the sharing may involve criticism or insight into how they and the firm are seen by other team members. You can create excitement and enthusiasm around the program by highlighting the benefits in your announcement. Think about what’s in it for them. Some organizations even extend incentives and perks to team members who sign up for the program. Start matchmaking: When mentorship programs fail, it’s most commonly due to poor pairing of mentors and mentees. Spend time on this step! Look for team members who may have common interests, personality types, and/or communication styles. They need some way in which they can connect and begin to build a relationship that’s open, vulnerable, and candid. Launch the program: Once you’ve paired up mentors with mentees, it’s time to kick things off! First, you want to make sure you’ve provided ample guidance to each participant and mentor/mentee pairing. Make sure they understand their role, the goals of the relationship, and provide them with a place to go if they encounter any issues or problems. This act of nurturing both the program as a whole and each pairing will be critical for success. Then, have some fun with the launch. Consider a launch party or event that will get members excited and set the stage for a successful program. These larger events that include all the members of the program can be helpful to bring everyone together to share ideas and “a-ha” moments they’ve gained in their respective pairings and keep the momentum going for the program. Don’t forget your KPIs: We wouldn’t be Vista if we didn’t remind you to measure your success! Throughout the program, your champion will receive feedback, gain insight, and identify wins and losses based on the initial goals you identified. Digest that information and, if appropriate, take action. Track your progress and identify areas of organizational improvement and impact. Is it working? What areas have seen the biggest improvements? Are there any deficiencies? This program is a living, breathing thing and should evolve and adapt along with your organization. I believe strongly in the benefits of mentorship in general, and I have seen reverse mentorship in action. All successful mentorship programs are launched with the understanding that though there is a named mentor and mentee, the communication is bidirectional. It’s incredible to see the professional relationships that can develop as team members learn from and about each other, especially when those team members have different backgrounds, experiences, and perspectives. I began my career in a mentorship that spanned a 60+ year age difference! The beauty of that relationship was that as I learned from my mentor, I believe he learned from me as well. One of the bedrock principles my mentor shared with me was the importance of having friends in every generation. He golfed weekly with a group that spanned a large age range. He believed the insight into younger generations helped his business and his communication, and he was open to understanding those perspectives without being dismissive. In fact, he became a pioneer in digital advertising in the early 2000s by listening to the perspectives of his younger team members and allowing them to take a chance on something new. He also built a culture of teamwork, success, and candor. I’d be remiss if I didn’t say that this kind of program is best embarked upon once you’ve got some cultural foundations down and feel well tapped into what makes your unique team tick, but by following the steps outlined above, you can absolutely improve your organization through a reverse mentorship program. Happy learning and growing!
graphic image of man presenting to team
Leadership
Turning the Tables: Part 1
In my work with firms across the country, I try to identify commonalities in frustrations and complaints I hear from firm leaders. Without question, one of the most frequent pain points I hear firm leaders share is difficulty working with and understanding younger generations.
5 min read
Mary Ellen Murrah
October 31, 2022
In my work with firms across the country, I try to identify commonalities in frustrations and complaints I hear from firm leaders. Without question, one of the most frequent pain points I hear firm leaders share is difficulty working with and understanding younger generations. The bemoaning of millennials and zoomers is so common amongst law firm leaders, in fact, I think it’s time we address the issue head-on and, perhaps, reframe our thinking on the topic. Now, more than ever before, we are witnessing more generationally diverse workplaces. Gone are the days of single-age group organizations. These more diverse workplaces present both opportunities and challenges. As much as you may loathe the idea of what millennials and zoomers embody, you also probably understand that you can’t sustain your firm in the long term by only continuing to employ team members who belong to older generations. As the Great Resignation continues, it’s important to note that a generational disconnect can be incredibly detrimental to a business. Too many firm leaders believe their perceptions about an entire generation are true, and they allow those perceptions to impact firm culture. I’ve also witnessed very clear cultural tears and rifts, along with low morale and high employee turnover. Generational disconnect is common in businesses, and if you give it the power to poison your well, it will. In this two-part blog series, we’ll explore the concept of reverse mentorship, examine why it’s important, and, next week, show you how to implement a reverse mentorship program at your law firm. Defining reverse mentorship Reverse mentoring is an intentional approach to better understand team members who are from different generations. The aim here is to allow the junior team member to serve as a mentor to someone more senior than them. The goal is to encourage the junior team member to share their experience, expertise, and perspective openly. This may include topics like social media, technology, trends, current social issues, or general life experiences. The senior team member will be able to glean, through the relationship and conversations, insight into another generation. That insight can include critical information, like how their age group vets vendors, which could ultimately benefit the organization as a whole. Reverse mentorship can be hugely beneficial and allow an organization to develop talent, hire better, onboard more effectively, and connect people of different backgrounds and ages in a meaningful and powerful way. The trick here is that you can’t simply expect that reverse mentorship will happen organically. You have to be intentional about it, in the same way you’re intentional about other coaching and mentorship opportunities at your firm (check out our previous blog on this topic – Retention through Connection: Using Mentorship to Strengthen Your Firm). Instituting a reverse mentorship program at your firm is a great way to encourage innovation and collaboration. When you put a program like this in place, you send a very clear message to your team – that their voice matters, their experience is important, and that they have great value to your organization. And the payoff for firm leaders is often HUGE! Reverse mentorship programs not only generate a constant transfer of business knowledge and skills between team members, but they also provide a hotbed of ideas, perspectives, transformation, and evolution. What are the benefits of reverse mentoring? When people of different ages and from different backgrounds come together in a meaningful way, the natural knowledge sharing between the two can generate powerful benefits for your organization. Consider these payoffs: An increased utilization of technology: Younger employees are more likely to become early adopters of new technologies and platforms. When reverse mentoring is taking place, these younger team members can help enormously during new tech vetting processes, transitions to new systems, and continuing education for existing systems. When harnessed correctly, their enthusiasm and adeptness for technology can make your entire organization more digitally savvy, putting you on the cutting edge of industry innovation and avoiding costly missed opportunities and new tech implementation missteps. A better understanding of how to market to them: Younger generations speak a different language, use different mediums to connect, and view information in ways that are different from older generations. Outdated marketing approaches simply won’t connect. For organizations that market to wider audiences that may include younger generations, it’s vital to understand how to connect with them. Creating a reverse mentorship program will allow senior leaders to gain insight into marketing tactics and strategies that will engage with and capture younger audiences. Stronger insight into how organizational policies are interpreted: Younger professionals can give feedback on how a business’ HR policies and procedures affect team members, providing a view into intended and unintended consequences. As workplace demographics change, it is important to revisit policies to ensure relevancy and efficacy and identify opportunities for growth and improvement. Younger generations tend to have different working styles and expectations than older generations. That difference carries with it challenges. When reverse mentoring is used, however, firm leaders can appreciate a new and different perspective that will help guide and improve future decisions. A more diverse and inclusive workplace: Younger generations don’t tend to be attracted to organizations that have not embraced diversity, equity, and inclusion initiatives. That means if this is an area you’re ignoring, your likelihood of attracting top talent may diminish in the years to come. Younger employees, especially those in underrepresented groups, can provide critical feedback to firm leaders and help lead the conversations surrounding bias, diversity, and inclusion. Better team building: When team members feel valued and included, they are much more likely to share ideas, provide insight, and discuss issues openly. This direct benefit of reverse mentorship can serve to make a team stronger and more deeply connected than ever before. A stronger team is a better firm and one that can only be created when generation gaps are closed. Increased employee engagement and retention: Employee turnover is an organizational killer. It’s expensive and siphons vital firm resources. Reverse mentorship programs can help to increase employee retention. Younger generations are looking closely at their employer, and any negative perceptions can influence their decision about how long they stay with your firm. An ability to train and empower your firm’s future leadership: Junior team members who participate in reverse mentoring will naturally gain leadership skills, confidence, and a broader understanding of the firm as a whole. This is critical for any person who one day may sit on your leadership team. Taking younger, less experienced talent and providing them with opportunities, visibility, voice, knowledge, and insight can have a wildly positive impact on your firm and its culture. Engaging younger generations earlier in their career will create better leaders for the future. A more creative and innovative work environment: There are new ways to do things we’ve always done. Younger team members can provide fresh ideas and insight that can serve to reinvigorate an organization. Creating an environment that encourages open-mindedness, collaboration, and creativity can help to keep your firm as an industry frontrunner and trendsetter. Reverse mentorship relationships can look different and serve a variety of purposes. Consider it a key tool in navigating biases, increasing engagement, and sharing experiential knowledge. Next week, we will share some tips for putting together an effective and powerful reverse mentorship program at your firm.
graphic image of team giving thumbs up
Human Resources | Leadership
You Need to Hear This: How to Become a Courteous Professional
Let’s throw the skunk on the table and talk about it…PROFESSIONAL COURTESY. Yes, this is a topic often met with an immediate defensive response, an eye roll, or a shrug.
5 min read
Sarah Waggoner
October 24, 2022
Let’s throw the skunk on the table and talk about it…PROFESSIONAL COURTESY. Yes, this is a topic often met with an immediate defensive response, an eye roll, or a shrug. I can see you thinking now, “Don’t start.” OR “But wait…we are courteous!” OR “Hold up, are you talking about my/our firm?” In this blog, I’d like to challenge you to hold off on being defensive and really examine the ways your firm is being intentional about professional courtesy. Are you and your team practicing it? And if so, how? Pinning it down I encourage you first to embrace an expanded definition of professional courtesy. The term can refer to both the practiced standards of conduct, behavior patterns, and values extended to ALL members within an organization, and, in addition, to any outside vendors and clients. There are many facets of professional courtesy, including honesty, integrity, loyalty, trust, and respect. The degree to which these facets are CONSCIOUSLY practiced defines who you are. It is, at its core, very simple: It’s the Golden Rule practiced in the workplace: Do unto others as you would have them do unto you. You provide timely responses to communication, you say please and thank you, and you always try to embody both a positive and a professional attitude. What could be easier? My, my, my…How things have changed It’s important to acknowledge the evolution of the workplace over the past few decades in order to properly evaluate how professional courtesy is being demonstrated in your organization today. Before I was born (hehe), the majority of “work” was conducted by walking around and having face-to-face discussions with employees. Upper-level managers spent the bulk of their days in the office, attending in-person meetings around a table of colleagues. Heck, people were still having the majority of their conversations OVER THE PHONE. The upside to this “way of working” was that we were forced to build solid human relationships and mutual respect, in most instances. This is NOT the workplace we are in today. Technology continues to evolve, and, in doing so, forces the landscape of the modern workplace to change at breakneck speed. My children, 11, 10 & 6, as well as my husband, are constantly on my case about being on my cell phone and checking my email. I don’t know what I would do without my iPhone, Microsoft Outlook, and access to social media. Not to mention, as a recruiter, I literally can’t work without Skype or Zoom. Today my accessibility is off the charts. It takes an act of Congress to unplug. What does all this have to do with professional courtesy, you may ask? While all the positive technology advancements are staggering, to say the least, they are also causing a MAJOR roadblock when it comes to professional courtesy. Weeks could go by when we don’t see co-workers. We may never actually have a face-to-face meeting with a service provider or client. EVERYTHING, including basic communication, is done electronically. And while some may not see this as a problem, we have to bridge the gap between what it was and what it is, so that professional courtesy doesn’t become totally extinct. There is a HUGE need to integrate today’s technology with the fundamental teachings of the Golden Rule. Do better Let’s take a look at a few ways you and your firm can promote the evolution of professional courtesy in the modern workplace. #1 Response time We have the world at our fingertips, literally. When we get an email, text, or internal instant message and don’t respond, we are sending a VERY clear message. By being unresponsive, we are saying quite clearly: THIS IS NOT IMPORTANT TO ME. As you all know, communication is vital to the effectiveness and efficiency of a law firm. When an email requires some action from you, it’s important to acknowledge the email to let the sender know you have seen the request. EXAMPLE: “Thank you, Stacey. I saw your email. I plan to have the information you need by Friday.” Or something even simpler may suffice…. “I’m on it!” Send the message that whatever the request was MATTERS. In this response, you are telling the sender that you have seen the request, and you have it on your list of to-dos….This says volumes to the sender!!! If you are attending a conference or out of the office, be sure your out-of-office message indicates such. A note: set expectations with your team and allow them the time to disconnect with work, but ensure they know what a proper response time looks like. This expectation is especially important for your hourly team members who are subject to overtime. Set your policies and procedures so that your clients are responded to timely and that your team knows how to handle emails and communication after hours and on weekends. It’s important to mention here, response time with your service providers is ESSENTIAL in maintaining your professional relationships just as it is with your clients and your team members. This is especially important when your service vendor is providing a time-sensitive service like recruiting. #2 Punctuality Your procrastination or poor scheduling cannot and should not become everyone else’s problem. Be it for a phone call, a virtual meeting, a face-to-face meeting, a deadline, or a report due date, it is so important to BE ON TIME. By not following through with punctuality, you are also sending a message that something (whatever kept you from being on time) was more important than what was scheduled. Can we communicate if something has come up in a way that is professional and courteous? Yes! Life happens. Communicate with your team, your client, or your scheduled appointment as soon as possible. Be sure to be authentic and apologetic for your lateness or absence. This action is helpful in building relationships. #3 Attentiveness This is a BIG one. Can you evaluate your “present-ness?” Are you really present in your conversations, meetings, presentations, etc.? It irks me when I am having a face-to-face conversation, and the person I’m conversing with looks down at their phone and is responding to emails while we are “talking.” News flash…that’s not talking, and multi-tasking still isn’t a thing. Again, they are sending a clear message that I am not their number one priority. That behavior serves to frustrate and erode relationships. Make sure when you are engaging with another person, that you are truly engaging with them. Ask the tough questions Are you and your team intentionally practicing professional courtesy with each other, your clients, and your vendors? Are you treating others the way you would like to be treated? Are you conveying respect to others? How can you or your firm practice professional courtesy better? Are you intentionally setting the bar high in this area? The extent to which your firm practices professional courtesy is directly related to employee retention, client satisfaction, and your firm’s reputation. That makes it incredibly crucial to get right. If you’re ignoring it as a leader, I can almost guarantee you that your team is following your lead. They’re failing to treat clients, referring attorney teams, and their peers with professional courtesy. Make sure the mission of heightening your firm’s professional courtesy is always a top priority. It’s important to be in a constant state of self/firm evaluation. That’s how we grow. The level of and effectiveness of your professional courtesy practices says volumes about your firm. What is it saying about yours?
graphic of lady boss speaking to team at table
Leadership
Let’s Do This: Developing a Change Mindset Within Your Team
You want your team to learn and grow. You want your firm to evolve and develop and get better and better. You, the leader of your firm, have a vision for what you want to see your firm achieve in the future.
4 min read
Dr. Heather Carroll
October 17, 2022
You want your team to learn and grow. You want your firm to evolve and develop and get better and better. You, the leader of your firm, have a vision for what you want to see your firm achieve in the future. But, to get there, everything cannot stay the same as it is now. Change, growth, and evolution must happen. You will need to embrace the latest technology. You will need to hire the best new talent available. You will need to continue to refine and develop new workflows and processes. You will need to develop new strategies and approaches. You will need to evaluate new problems and market shifts. Have you ever been here? You approach your team with a new idea, a new method, a new system… you are excited! But there it is…that dreaded deer in the headlight look from them. Then you begin to feel the silent groans, the words they are thinking even if they aren’t saying them to you… “Ugh…more change. Why do we have to change the way we are doing things? The way we are doing it now is working. It’s fine. Why mess with it?” They fear this change will be for the worse, won’t work, or will create more work for them. They are comfortable with how things are now. They are GOOD at the way they are doing things now. Where do these feelings come from? Your team remembers. If every time they turn around, there is another change, they will grow weary of it. Or worse yet, if you’ve tried to change things in the past, and it didn’t work out, they will hold onto that failure and its aftermath for years and years. Your team may be skeptical, too, if changes have been approached cavalierly in the past with little to no thought put into how they will affect the team and firm as a whole. These kinds of events create the mindset that change won’t be successful in your firm no matter what they do. Creating the change mindset If your team doesn’t commit to change, your chances of success severely diminish. What do you need to do in order to get that precious buy-in from your team? As Vista Consultants, we see adversity to change amongst teams frequently. We visit firms that have asked for our help. They WANT change. Yet, their teams resist. Here are a few things you can do to help gain that buy-in from your team: Start by embracing failure! Seems a little backward perhaps, but try to remove the stigma around failure. As Thomas Edison once said, “I have not failed. I’ve just found 10,000 ways that won’t work.” I do sincerely hope it doesn’t take you 10,000 tries to get it right, but if it does, it does! Set the tone that when something doesn’t work out, it was a mere stepping stone, not a true failure. It was a learning opportunity, and as a team, you are not deterred. One of the biggest and best ways to get your team to feel good about trying something new is to take the fear of failure out of it or at least lessen it. We are going to keep taking that shot until we hit the target, and we are going to take that shot together as a team. When a team member is truly resistant to change, they may simply be afraid of letting you down. Share your own failures and successes, and make sure they know that you are all in this together- as a team. Promote a learning culture within your firm. I will recommend a learning culture for many reasons, but as far as change goes, your firm culture should never allow stagnation. Your culture should promote continuous learning and growth in all aspects. Set the tone that lifelong learning is the foundation of your firm’s success. Help your team let go of the notion that you, they, or anyone has mastered the best method of doing anything. A key element of a learning culture is the understanding that there is ALWAYS room for innovation and improvement. Your team wants to feel successful in their work. In order to embrace change, they must first be willing to admit that their way wasn’t necessarily the best way- that takes courage! Redefine your firm’s definition of success from that of becoming an expert, to that of continuous growth and improvement. Communicate, Communicate, Communicate! If you just throw out a big change to your team, and they don’t understand it, getting that buy-in will be a much bigger challenge. Explain the why behind the what. If your team is smart and inquisitive, they will want to know and understand why the change is necessary and what the goal is. They deserve to know that. If there is confusion regarding the change, make sure it is alleviated. Properly explain what is happening and give them insight into the bigger picture. Effective communication can be accomplished by group meetings, or you can utilize team leads or department heads to help with passing along key information. Department heads can not only explain the change, but help their team understand how it directly affects them, and what they do in that specific department. Support your team. Make sure they have the tools and training to be successful. It’s never enough to create a change and just run with it. Stop and look back to evaluate success. Continue to communicate and solicit feedback from your team on how they perceive the change is going. If you need to adjust- adjust! Change should be collaborative. If you want your team to hear you out and give you that buy-in, then stop and hear them out as well. If they need additional training or equipment to be successful, make sure you are providing that to them. Make sure you are truly setting them, and your firm, up to be as successful as possible. It will be difficult for them to ever embrace change if they feel unsupported by firm leadership during the adjustment. Get ready These simple tips can help shift your firm’s mindset towards change. Developing a culture that embraces change rather than fighting it can make your firm more productive and successful. When your team lets go of fear for fear’s sake, you will notice an environment where innovation, passion, and dedication thrive. That’s something every organization seeks out. Now, you know where to find it.
graphic image of team communicating
Human Resources | Leadership
Well, This is Awkward: Using Candor So Conversations Count
One of the pillars required to be a good leader is your ability and willingness to have candid, compassionate conversations with your team members. Our instincts, however, may tell us otherwise.
5 min read
Mary Ellen Murrah
October 10, 2022
One of the pillars required to be a good leader is your ability and willingness to have candid, compassionate conversations with your team members. Our instincts, however, may tell us otherwise. I’ve known leaders who would rather chew off their own arms than sit down with a team member to have a tough conversation. We dodge them, we delay them, and we hope the need for them will go away. Let me dispel that line of thinking: Important conversations need to be had, and ignoring them will never cure the problem. In fact, allowing situations that need addressing to stagnate and brew often leads to bigger, more explosive, more complicated problems. Those problems, in my experience, cause far more damage than if they had been addressed effectively and efficiently at the outset. More often than not, issues like uncomfortable situations, personality conflicts, and performance that’s less than stellar don’t simply find a way to resolve themselves on their own. It’s part of our job as a leader to share critical feedback and sometimes unpleasant information with our team. If we shirk that duty, we’re missing the mark. I would be willing to bet that many leaders reading this blog would agree with me. They would also probably admit that this piece of their role is incredibly difficult and one they’d most like to avoid. In this week’s blog, though, I’ll challenge your perception of candid conversations and encourage you to embrace this responsibility and hone this skill. Why we run If candid conversations are so important, then why do so many leaders run from them? Easy. They can…sort of suck. We’ve all heard horror stories from other leaders about crucial conversations that went wrong. From tantrum-inducing talks to angry exchanges, the prospect of talking about a difficult topic is fraught with potential landmines. A lot of leaders relay a litany of fears like: Not understanding why the team member is struggling in the first place. Wanting to avoid the difficult personalities on their team. Not believing they can change anything. Knowing they have a team member who doesn’t accept criticism well. Believing the conversation will become too emotional. Not wanting to take the time to have the conversation. Worry that this conversation will only address the tip of the iceberg. Those fears can be paralytic and, when given the power, can stop you from having candid conversations. Don’t allow them to do so. Pushing past these fears is a vital part of a leader’s growth. There is a way to approach candid conversations that will provide you with both the needed preparation and the right mindset to effectively navigate the natural course any conversation takes. Let’s dig in. The right approach When we honor the role candid conversations play in our organization, we actually empower our team by garnering their trust, respecting their positions, and honoring their experiences. If you have a situation that necessitates a candid conversation with a team member, try utilizing these tips to help ensure the product is positive and desired. Have more of them. That’s right. If you want to get better at having tough conversations, practice makes perfect (or as close to perfect as you can actually get in regards to human interactions). I know they’re uncomfortable. My advice? Force yourself to be uncomfortable more often. The more times we’re willing to engage in a candid conversation, the more we’ll learn. Magic rarely happens inside our comfort zones. In fact, I’ve even heard it said that success is measured by your willingness to have uncomfortable conversations. Be clear about the purpose of your conversation before it begins. If you need to talk to a team member whose productivity has taken a sharp decline, take some time before the conversation begins to clearly identify the purpose of your conversation. Are you seeking information? Are you providing a warning? Are you providing additional training? Are you trying to motivate? Once you identify the purpose of the conversation, you’ll be better able to stay on track when it takes place. Outline the conversation before you have it. Develop a loose agenda for the talk. Don’t feel tied to it, but use it to guide the conversation so that you don’t miss the important elements. This preparedness tip can really help young leaders learn to stay focused and on task during candid conversations. Remember, these conversations can easily get overly emotional and take weird turns. If you don’t set some parameters for yourself, you’ll find that you often leave these conversations wondering what you were actually able to convey to your audience. Be open and be vulnerable. If you’re in a position of leadership and are having a conversation with a team member, I can assure you that they are feeling a myriad of emotions, including worry, discomfort, stress, anxiety, and concern. It’s important for you to honor their journey by being open as well. By being vulnerable, we show our team that there is strength in it. We show them that everyone, including leaders, struggle. That sends a powerful message. That also creates a safe space for your team and encourages candor and honesty. There is great power when your team feels comfortable talking to you. It can be awkward. Let that happen. Yes, candid conversations can feel very awkward. That’s okay. Don’t run from that feeling and don’t allow a sense of awkwardness to redirect you away from important subject matters. Being uncomfortable during these conversations is normal and, I would argue, totally necessary. The more comfortable you can become with being uncomfortable, the more you’ll strengthen your leadership skills. Don’t just dip a toe. Dive right in. Look, once you’ve made the decision to have a candid conversation and put in the prep work required, you can’t hesitate when the time comes. You really have to dive in and have the conversation. Dancing around what needs to be said doesn’t work. Nor does skirting the real issue. You know why you wanted to have the conversation, you know the purpose of the conversation, now you really just need to be willing to have it. There are two at least two people involved in a conversation. Remember that. You’re sitting across from another human being, one who may have a completely different perspective from you. Their life experiences have shaped them in ways that may drastically differ from your own. Consider their perspective. Hear them out. Be understanding of the differences in opinion they may possess. Assume the best of people. It’s entirely human for your mind to jump to the worst-case scenario when someone isn’t saying or doing what you expect. Fight that urge. Work and home life is so much more pleasant if the default assumption is that people are doing their best, trying their best, and have the best intentions. If we come from a place of good rather than assuming the worst, we can tame emotions and better understand someone’s position. Never say never! You know how when you fight with your significant other, and they say, “You always….” or “you never…” and how that’s almost as bad as someone telling you to calm down? Yeah, don’t do that. When you make sweeping accusations and use hyperbolic language, tensions run high. You want to address behavior or issues as they stand, not create an always or never monster that becomes the focus of the conversation. Don’t keep score. Candid conversations aren’t a zero sum game, and no one wins when your team feels you’re out for the “gotcha”! You can hear someone out, understand their position, and then calmly advocate your side of something. There is almost always some mutual ground where you are both right. Come back to this mutual ground if things get sideways. The power of candor Every meaningful relationship can benefit from candor. People truly connect when they leave all pretense and camouflage behind. Speaking openly, honestly, and directly with good intentions is a key leadership skill, one that must be practiced and perfected over time. Relationships improve when there is trust, care, and openness. Push yourself outside of your comfort zone. I can promise you’ll find yourself a stronger, more impactful leader on the other side. Stretch that candid conversation muscle!
graphic image of colleagues shaking hands
Leadership
Retention through Connection: Using Mentorship to Strengthen Your Firm
Training, coaching, and mentoring can all be powerfully effective ways for you to help grow your firm and your team. You want your team to be their best, and by investing in them and providing opportunities for them to increase their skill level and excel in their positions, you will ultimately increase their motivation, productivity, and overall commitment to you.
5 min read
Dr. Heather Carroll
September 26, 2022
Training, coaching, and mentoring can all be powerfully effective ways for you to help grow your firm and your team. You want your team to be their best, and by investing in them and providing opportunities for them to increase their skill level and excel in their positions, you will ultimately increase their motivation, productivity, and overall commitment to you. Effective mentorship is directly related to higher retention of your key performers. It sounds like a no-brainer, doesn’t it? So why do mentorship efforts at so many firms fall short of reaching these desired outcomes? The answer is that, generally, firm leaders don’t understand what mentorship truly means or how to design an effective mentorship program. First, let’s talk about the difference between training, coaching, and mentorship. Are they interchangeable terms? No! But they each have a critical place in the plan for developing your firm. Training is specific and skill oriented. Training should have a plan, a time frame, and set outcomes. Training should also have specific measurements in place to evaluate success. Training is generally instructor-led. Coaching is less specific but still skill-oriented. Coaching is broader, longer in term, and typically should be more collaborative than training. Mentoring entails building a long-term relationship between the mentor and the mentee. Mentoring is more than skill building in a specific area; rather, it is meant to provide the mentee with a larger, global understanding of how to be successful. A great mentor relationship may span an entire career. Mentorship has key purposes that play a specific role in law firms and for attorneys. While young lawyers can be trained on the formal rules governing legal practice, mentorship can familiarize them with the informal rules that will guide their daily decision-making. Mentorship guides young attorneys in their ethical acculturation. This is more obviously beneficial to the mentee (the protégé); however, it is beneficial to you as a firm leader as well when you consider your own need to have your new associates develop into strong, successful, well-rounded representatives of your firm and your firm’s core values. The cost of getting it wrong Improperly designed mentorship plans can actually have a potentially detrimental effect on your team. For a mentee, having a perception that their mentor failed them can be very detrimental to their job engagement. A bad mentorship experience can even weaken the mentee’s chances of overall success. The mentee can be left with feelings of resentment toward their mentor and toward your firm in general. In addition, studies have shown that a failed mentorship can be equally detrimental to the mentor. The mentor may feel a deep failure personally. In return, they may suffer from a loss of confidence and even creativity in their own work. How to get it right If you want to institute an effective mentorship program at your firm, there are a couple of things you can do to help ensure its success. Keeping these points in mind will help you accomplish the goals you wish to achieve by instituting a mentorship plan. Willingness: Both parties to a mentorship relationship must be interested and willing to be a part of the relationship. A mentor should want to be a mentor. A mentee should want to have a mentor. Start by building a collaborative and learning culture within your firm. Set the expectation that knowledge sharing and cultivation tie to your core values. In the end, if both parties are not willing participants in the process, then you will not be set up for success. The benefits of the relationship to the mentee may seem obvious, however, many potential mentees may be very resistant. A mentee must feel they are in a place of needing mentorship. It’s important to introduce them to the idea carefully and thoughtfully without belittling them or making them feel inadequate. Additionally, some potential mentors can be resistant to the idea of taking on their role. What’s in it for the mentor? Just a bunch of added responsibility, right? There are some benefits for the mentor as well. More responsibility could potentially come with more compensation. Additionally, the recognition alone of being chosen as a mentor can be very motivational to a team member. Personality fit: When pairing up a mentor with a mentee, consider their individual personalities. Do they have anything in common? There needs to be a good personality fit to help them build a solid relationship. Hopefully you are hiring for your culture, and hopefully your team members all share your firm’s core values. Bringing in the right personalities to your firm to start with is the foundation for this fit. Nevertheless, for this tighter knit relationship to work, it must be a good, natural personality fit between the mentor and mentee. Consider what they may have in common, what their individual communication styles are, and their complementary strengths and weaknesses. If you know they simply won’t gel, consider a different pairing. Common goals: What is the goal of this initiative? You should all have outlined goals. What do you, as the firm owner/ leader, see as the potential benefits? What does the mentor hope to gain? What does the mentee believe they will garner from the relationship? These goals should not only be determined in the beginning, but they should be communicated openly. If there are competing goals, you are setting the plan up for failure. Work towards creating a set of common goals to which all involved can aspire. Leadership skills: You just hired a new associate. You decide to pair them up with your most experienced and successful trial attorney. This individual is such a great attorney, undoubtedly, they will make a great mentor, right? Unfortunately, not always. Being great and successful in your own job does not automatically equivalate to being a great teacher or leader. If you are considering designing a mentorship program within your firm, take the time to pinpoint who you would like to place into the mentor roles. Then, take some time to develop them as leaders first. This is such a crucial step that is often overlooked. Access: Does everyone at your firm get a mentor? Just certain positions? Does your team know the answer to these questions? If you design a mentorship program within your firm, make sure it is equitable. In a recent study done on the importance of mentorship in the early stages of career development among attorneys, it was noted that significantly fewer female attorneys reported having had a mentor than their male colleagues. Those findings could be significant on many levels, however, at minimum, it provides an example of the need for equitable access to any mentorship program that you design for your firm. Failure to do so could not only carry legal consequences but cause significant harm to your firm’s culture. By keeping these points in mind, you will be much more likely to develop a successful mentorship plan for your firm. Developing key performers and ensuring they stay loyal and committed to you and your firm is presumably one of your top goals. Having a highly effective team is a key to success. In order to be the best, you must have the best team, so integrating training, coaching, and mentorship should be among your firm’s top priorities.
Leadership
Who Are You Working With? Lessons From A Former Director of Backyard Operations
I remember, about as far back as eight years old, always wanting to be a Boss with a capital B. During the summers, I was a self-proclaimed Director of Backyard Operations (DBO).
10 min read
Guest Author
September 20, 2022
I remember, about as far back as eight years old, always wanting to be a Boss with a capital B. During the summers, I was a self-proclaimed Director of Backyard Operations (DBO). I called ALL the shots, decided who could be where and when, wrote and directed plays, made up games that didn’t make sense to anyone but me, created clean-up procedures that did not involve my participation, and somehow assigned all the “good” jobs to myself (DBO Attitude). I was in my glory. But, as an adult, I can easily see why these days often ended in tears after Jenny B. tried to rewrite my play or because Trevor M. rode his bike over my picnic blanket that I had set up for snack time and thought it was hilarious. Every time, without exception, I ended up alone in my backyard, the Boss of None. It took a few summers like this before I started to understand that there was something I was doing that was driving the other kids away. These days of epic leadership failure became some of the pivotal childhood experiences that defined me as a person and continue to shape me as a leader today. Fast forward to 2022. I am now in a leadership position in the legal industry in an area of specialty that I love. How did I get here? Not from having a DBO Attitude. My bossy eight-year-old self was not yet emotionally evolved enough to get curious about why I had found myself left alone in my backyard with a chip on my shoulder. At some point, I started observing other people in leadership positions and taking notes. When I was old enough to have actual jobs, I amassed quite an amazing collection of “how NOT to be a leader” stories, from the retail manager I worked with whose favorite catchphrase was “Do as I say, not as I do!” to the two managers who would leave a crew of teenagers alone to run a fast food restaurant late at night while they went to a nightclub. Fortunately, there was one bakery owner I remember as being filled with respect and gratitude for the team working for him. He led with love and had firm boundaries and clear expectations. I have also had the good fortune of taking notes from many legal industry leaders over the last 30 years. From the eight-year-old me to the current (age not specified) me, I have learned some fundamental lessons, some via other leaders and some through good old-fashioned trial and error. The one main lesson I was fortunate enough to learn from my DBO days is that it is not the perceived power that comes with being a boss that is important to me; it is the connection to other people with common goals that gives me energy and purpose. To be a leader, I had to shed the DBO Attitude and start understanding the people with whom I was working. Suppose I’d taken a moment in my DBO days to understand what Jenny B. and Trevor M. needed in my backyard that summer; maybe I would have found great creative collaborators and helpers that would have made me a better DBO. Maybe we would have had more fun. In this blog, we’ll examine some crucial questions every great leader should be asking themselves. Who? This is the most critical one-word question I ask myself every day. In a leadership role, people are paramount. I have found it well worth investing my time and energy into understanding who I am working with, including the clients, the people on my team, the other leaders I work with, and myself. Who are you? We often hear that being a great leader starts with how you motivate the people on your team. That is undoubtedly important, but let’s take it one step further back and say it all starts with YOU. Knowing and being comfortable with your authentic self, ensuring that your role as a leader fulfills you, and keeping a balance between your work and personal life are essential to your ability to motivate others and build trust in a team. I recommend that any leader, especially those just embarking on their leadership journey, ask themselves these fundamental questions, not just at the beginning of their leadership career but regularly thereafter: What are my professional needs? As you move through your career, the values you prioritize may change. Therefore, it is important to regularly take stock of what you need from your work to keep moving toward your goals. Knowing that YOU are getting something out of your career makes it much more than just a job. It’s also essential to distinguish needs versus wants. Wants are the frosting on the cake after the needs are met. Needs are non-negotiable, and if they are not met, perhaps that indicates that your current role is not the right one for you. What are my personal needs? You are a person, so your personal needs must also be met by your career. This does not mean your employer needs to worry about your personal life. It means that you must take responsibility for ensuring that your career allows you to meet your own unique needs. What are the non-negotiable personal needs that you must be able to give yourself no matter where you are in your career? Who am I as a leader? If you are just moving into a leadership position for the first time, you will want to do some ongoing thinking about what is important to you as a leader and how you will develop your leadership skills. First, think about the leaders you have worked with in the past, and take notes. Then, start aligning your behavior with the leaders you have worked with who made you feel motivated and appreciated. Where are the boundaries between my professional and personal life? I think this is a critical question anyone with a job should ask themselves, but it is even more important in a leadership role. In a position where you are required to make decisions, set boundaries, lead by example, and sometimes have difficult conversations, it is essential that you allow yourself to regularly check out of work and into your personal life and be present for yourself, your family, your friends, and anyone or anything else that matters to you. This can feel counterintuitive to some of us (shout out to all my Gen-Xers out there), but I promise you it will make you a better leader if you can return to the office, rested and refreshed, having had a solid break. Who is on your team? If you are moving into a role where you will lead, coach, and/or supervise other people and provide them with feedback, it is essential to know your team members. This does not mean you need to socialize with them extensively, know their zodiac sign, their ex’s bad habits, or their favorite Kardashian. You can care about team members and lead them with positivity without getting too personal. Knowing what is important to your team members and demonstrating that you remember these things will build trust with your team. Ideally, you want to understand the following things about each person on your team: What are their professional needs? They have them too, and they are just as important as yours. A team member whose professional needs are being met is more likely to stay engaged and motivated. What are their personal needs? This is not something I would bring up with a team member out of the blue, but if you are paying attention and notice signals that may indicate they are struggling to find balance in their life, you may want to start a conversation about that. Maybe the person turning up late daily is struggling with their daycare provider’s schedule. Perhaps the person who stays all night to bring their task list down to zero (or at least try to) before they go home is struggling with some anxiety and/or perfectionism and could use some coaching. Often, people do not want to speak up about these things, but if it is as simple as adjusting someone’s hours slightly or providing some coaching to bring a team member back into balance, it is well worth it. What are their strengths? What they consider to be their strengths and what you consider to be their strengths may be two different things, both equally worthy of consideration and discussion to keep their growth and development on the right trajectory. What are their weaknesses? Some team members will come right out and say what they feel their weaknesses are, but most will not. Discussing weaknesses with a team member is never particularly helpful. However, if you observe areas for improvement, a discussion that creates some measurable goals for that person can bear a very positive outcome. How do they derive fulfillment from their roles? What makes them look forward to coming to work every day? Identify what a team member does that fills their cup, and make sure that element stays consistent for them. How do they fit into the team? Are they a leader, a doer, or subject matter expert? Each team member needs to understand their role and the value they bring to the team. Regular acknowledgement and genuine appreciation for their contributions are essential. A visual tool such as an organizational or workflow chart can help demonstrate team structure, workflow, and responsibilities. It is important to regularly bring your team together, facilitate group discussions, and ensure there is synergy on the team. Leaders should see themselves as part of the team with a role that is equally as important as the other team members’ roles. There is no room for DBO Attitude in healthy teams. You are there to guide, coach, provide feedback, and work with the team to achieve excellent results for your clients. Who is leading you? Unless you are a firm owner or partner, you likely have someone leading you. While you are developing your sense of self as a leader and working hard to build a healthy team, hopefully, they are just as interested in building a healthy relationship with you. If they are not, this can be tricky to navigate. Knowing who is managing you is key to finding some flow here. Often, we are working with someone who is extremely busy and may not have the time or the ability to articulate consistently what it is they want from you. If this is true in your situation, look at it as an opportunity for you to build your question-asking and intuitive listening skills as well as your confidence. As you build your relationship with your own leader, there are some basic questions you need to ask in order to build a strong foundation for your relationship:. What is their preferred method of communication? Some prefer email; some prefer meetings; others don’t care either way. Do they prefer that you ask questions as they come up, or would they rather you set regular meetings where you have a chance to review the questions you have accumulated since the last meeting? What you want to avoid here is having your emails get buried in their inbox, which can hamper your progress in your role. How much information do they need? In my career, I have worked with law firm owners, partners, and administrators who have wildly varying expectations for how much information they receive. You could simply ask how much information they want and how they want it delivered, but they may not always articulate their needs well. I suggest starting by providing all the information you think they may need or want, but also asking them to tell you if you are giving them too much information or asking questions they would prefer you answer yourself. Are you expected to report on key performance indicators or other data types to demonstrate your team’s productivity? This is similar to the previous question but relates specifically to data from your case management software. (If you don’t have case management software…we need to talk). Again, you want to be clear on what reports your leader wants to see and in which format they prefer to receive them. It may take a few months of reporting to develop a rock-solid process and format, but it’s worth investing the time to streamline the reporting process. How much authority are they comfortable with you having? I have worked with other managers and leaders who have wildly varying expectations for how much authority they think they should have. I believe that focusing on this too much is a bit DBO-ish, to be honest. The leaders I have seen who put too much emphasis on this are less comfortable in their roles than those who choose to work on building trust in their relationships with the people leading them and allow the scope of their authority to expand organically. What is the process for reviewing your performance? We all need feedback to continue developing our skills. Knowing how your performance evaluations will be handled and what your goals are is essential for your continued growth in your role. If you are unclear about this process, that is an essential question for your leader. I’m a full disclosure type of person. In my experience, transparency has always built trust between me and any team member (particularly those I have reported to) faster than if I filter the information to what I think someone wants to hear. However, people who run law firms, especially the lawyers who own them, are shrewd, and in a litigation practice, it’s a definite possibility that you may get cross-examined from time to time. Developing an excellent working knowledge of your team’s operations and building trust with your leader will help you to gain confidence and create more ease in this area, which will benefit both of you. Who are your clients? Now that you know who you are and who you are working with, you must understand who your clients are. If you have already been working in a client-facing role at your firm, you will likely already be on top of this. Moving into a leadership role means keeping client service as the central focus for you and your team. If you are new to your firm, I suggest you spend some time learning what types of cases your firm handles, what issues challenge the clients that retain your firm, what solutions your firm provides for them, and what your firm’s client service standards are. You must fully understand your firm’s purpose and ensure that your team is well supported to meet or exceed your firm’s customer service standards. Who are we all? A final word on getting to know yourself and the people you work with. We are all human. None of us is perfect. We all have cracks, but… “There is a crack in everything, that’s how the light gets in.” ~ Leonard Cohen You can only be a successful leader if you can show everyone, from clients to team members to yourself and your firm’s leadership team, some understanding and compassion. If I had not had such an awkward, painful experience in my DBO role all those years ago, I would not have had the opportunity to explore what I was doing that was counterproductive. I am so grateful to that eight-year-old DBO for embarking on a path that, years later, I am still exploring. It’s an important lesson that we need reminding of from time to time. Above all else, remember to shine your light! About Susan Pratt Sue has thirty years of experience working in the legal industry in Vancouver, British Columbia, except for the three years she spent working as a Paralegal in the Cayman Islands. Throughout her career, Sue has supported lawyers in every aspect of their litigation practices, having held Legal Administrative Assistant, Paralegal, Practice Manager, and Operations Manager positions. Her experience in the Cayman Islands allowed her to manually search hard copy court files and run down to the courthouse in flip-flops at 3:55 p.m. for last-minute filings. This is when she developed a keen interest in leveraging technology to improve practice management. She has a natural curiosity about how people work together which she draws on when recruiting, team building, training, and managing change. Sue credits her success and longevity in the legal industry to keeping her sense of humor. “Laughter is the shortest distance between two people”. ~ Victor Borge When she’s not at work, Sue helps her husband run the business they co-own together, chauffeurs her two teenage daughters, and occasionally finds time for yoga, cooking, listening to true crime podcasts, and hanging out with her faithful rescue dog, who has a deep appreciation for her leadership skills. Sue is currently the Chief Operations Officer for Klein Lawyers, LLP, a class action and personal injury law firm in Vancouver, BC.
business guy pushing wheelbarrow
Human Resources
Where’s Your Wheelbarrow?
Projects are a lot like wheelbarrows. They are heavy and hard to get rolling. If you stop pushing and put them down at any point, the prospect of picking them back up can feel daunting.
4 min read
Caroline Younger
September 9, 2022
Projects are a lot like wheelbarrows. They are heavy and hard to get rolling. If you stop pushing and put them down at any point, the prospect of picking them back up can feel daunting. So daunting, in fact, it can be easy to leave them where they land. Everyone has felt it and seen it… eye rolls and a stomach-dropping feeling when you are reminded of a project that was supposed to be completed months ago but hasn’t made progress in what feels like a year. You lack momentum, and, especially with projects, momentum comes from continual progress. How do we gain continual momentum so that projects do not become like a heavy, stagnant wheelbarrow? Let’s dig in and talk about a few ways to be sure projects maintain their momentum. Establish structure and assign responsibilities With each project, there will likely be a team of players who need to participate in order to get the project across the finish line. Once the players have been decided upon, be sure to set up a meeting schedule with each team member. Along with meeting rhythms, you will want to establish effective and efficient lines of communication. Ask questions like: How will the team communicate with each other? How often will you communicate with each team member? What updates are expected from each team member? How will you manage progress? It is important that the project team understands who has the authority to make changes and decisions that affect the course of the project. Projects need governance, but they don’t need bureaucracy that can serve to impede progress. Set the expectations at the beginning of the project and ensure that each team member knows what is expected of them for the project to run smoothly and avoid unnecessary frustration. Be accountable To get that wheelbarrow in a state of continuous movement, accountability is key! How many projects have you worked on that have taken a lot longer than they should have because no one was held accountable for meeting their deadlines? First, you must set timelines and deadlines for each step of the project. The next step, and one that is often overlooked, is that you must monitor progress. If deadlines are being missed and timelines have become impossible, call a timeout. Pull the team together and take a close look at the project plan. Be open and candid about the obstacles and reasons for slowed progress. Then, adjust the plan! Sticking with a plan that’s not generating steady momentum just won’t work! Don’t be afraid to deconstruct and rebuild, if necessary, in order for your team to feel like they can once again pick the wheelbarrow back up and keep moving forward. Be accessible If you are the project manager, be readily accessible and approachable to your team. Be sure they know your availability and how best to reach you. This allows your team to plan appropriately. During a project, schedules may need to be adjusted more frequently than usual. As often as possible, these schedule changes should be conveyed to the team. Don’t assume that a schedule change isn’t worth mentioning to certain team members. Be open! Include everyone in communication containing information that impacts the project. Welcome questions and concerns and be a very active listener. For your team to deliver the way you would like them to, you must earn their trust. The best way to do that is to be efficient and effective in your communication with them as well as hear their concerns and address them in a timely manner. If a team member cannot participate in a meeting, be certain someone is taking clear and concise notes or recording a virtual meeting in order to make missing team members feel included and up-to-date. That way, there will be no hiccups or delays in moving the project forward even though a team member was absent from a meeting. Simply don’t allow little bumps in the road to turn into mountains! Embrace the power of pivoting This pandemic-era buzzword will always be incredibly important to project management. You have to be able to pivot, if and when necessary. Projects inherently have many moving parts and numerous team members involved. Because of their nature, it is likely that a few challenges will arise along the way that require adjusting, revisiting, or refocusing. That’s okay! To move things along and not allow for stagnation, everyone must be prepared and ready to pivot. Without losing sight of the end goal, be flexible on how to get there when bumps in the road arise. Be positive and enjoy the ride When you’re trying to keep a project moving along, don’t underestimate the power of optimism. Jon Gordon’s book, The Energy Bus, gives you 10 Rules for the Ride of Your Life. These will help guide you through creating a positive team environment, crucial to pushing a project to completion. Rule #1 says, “You’re the driver of the bus.” Take responsibility for your work, have desire and vision, and focus on where you want to go. Rule #2 says, “Fuel your ride with positive energy.” During a project, there will be bumps. Too often, we blame others or make excuses. This only leads people down a negative path that will not produce good results. Instead, be positive and create enthusiasm, joy, and success wherever you go. My favorite, rule #7, says, “Enthusiasm attracts more passengers and energizes them during the ride.” This is key!!! The more energy each team member brings to the project, the more it becomes contagious. Keep your team jazzed, and you’ll find your projects are able to consistently maintain momentum. Finally, rule #10 says, “Have fun and enjoy the ride.” After all, life is short. We could all do a better job of embracing this rule not only in our project management but in our lives. When we stop having fun, we stop enjoying the things that are important to us. If you can hold onto your why, you’re more likely to enjoy completing projects and watching your firm enjoy continued success. So…where is your wheelbarrow? Is it full of a heavy project sitting in the yard, or is it slowly rolling? No matter what phase of a project you find yourself in, it’s always possible to reignite and regain momentum.
geaphic of man presenting charts to team
Leadership
What You Can Measure, You Can Manage
It requires work and forethought to optimize operations at a plaintiff law firm. But, once you’ve put in the effort, you’ll likely enjoy positive results. You’ll find yourself with a great team in place, climbing conversion rates, and departments firing on all cylinders.
3 min read
Rebekah Stevens
September 6, 2022
It requires work and forethought to optimize operations at a plaintiff law firm. But, once you’ve put in the effort, you’ll likely enjoy positive results. You’ll find yourself with a great team in place, climbing conversion rates, and departments firing on all cylinders. It’s at this point in the journey that many firm owners start wondering: Now what? What are the financial implications of operations optimization efforts? Here’s the reality… The financial management part of your business is not always fun. I’ve noticed in many firms I’ve worked with, the owners either have an information overload or deficit, with very little in between. Either option is not desirable. It shouldn’t be so complicated and unpleasant to assess the financial health of your firm. Oftentimes, five data points are as good or better than thirty data points! Plenty of business owners measure profitability purely by cash in the bank. While having cash on hand is important, like close to oxygen important, there are other financial components to consider, such as your balance sheet, profit and loss statement, cash flow statement, ratios, liquidity, and tax planning. We believe these few concise reports can help you focus on what’s important and identify key trends. In this blog, we’ll introduce you to some of these reports and outline how important they can be to your organization’s financial health. Balance sheet and profit and loss statement I’m sure all of you have seen your firm’s balance sheet and profit and loss statement. This has to be generated at least once a year in order to prepare your tax return, but it’s important for you to look at them monthly or, at the very least, quarterly. It’s also equally important that the categories listed on the statements are useful to you and not just your CPA. For example: Separate attorney compensation from non-attorney compensation. Departmentalize your financials by case type or location so you can track profit centers. Summarize your overhead expenses in a few categories, and compare those totals to a budget. Cash flow statement An often dismissed financial statement is the cash flow statement. Don’t knock it ‘til you try it! This powerful tool tells you where your money went over a period of time. While the income statement tells you if you are profitable (or not), it doesn’t measure the cash outflow for case costs (if treated properly), equipment purchases, or debt service, nor does it measure the cash inflow from recovered case costs. A cash flow statement starts with your beginning cash balance, shows you all of the sources and uses of your cash and reconciles to an ending cash balance. Budget to actual expenses analysis My favorite financial measurement tool is a comparison of budget to actual expenses. By budget, I don’t mean “you overspent on office supplies by $50.” A budget should be used as a tool for planning at the beginning of the year. When developing your budget, ask questions like: Do you need to hire any new team members? Does the firm have any upcoming large expenditures, like software or outsourcing? Does your pipeline of cases look like it can handle all of your upcoming cash outflows for the year? Have you accounted for traditionally lean months if your settlements tend to ebb and flow? A budget-to-actual comparison can help you see if what you thought would happen in your firm is actually happening. With this information, you can pivot quickly if needed. These reports can help your firm’s overall financial health and help you make better, more informed business decisions. But, we understand a lot of firms just don’t have the time, talent, and know-how to pull and analyze regular financial data. That’s why we’ve developed a brand-new service for plaintiff law firms. Introducing Vista’s Fractional CFO Services Our financial acumen and perspective on the plaintiff law industry allow us to partner and strategize with you on your firm’s financial health and business structure. Our team will analyze, recommend, communicate, and provide financial leadership. Vista’s Fractional CFO Services focus on the business and financial side of your firm, so you can focus on practicing law. We work with you throughout the year to address financial, accounting, and tax requirements with a specific emphasis on the unique needs of plaintiff law firms.
Tim Mckey blog
Leadership
If You’re Not At The Table, You May Be On The Menu
Over my 40-year professional career, I’ve observed some very disruptive business changes in the commercial banking and accounting professions.
5 min read
Tim McKey
August 31, 2022
This is not a technical writing. There will be no exact dates and times of state law changes either historical or prospective, no bar association rule citations or even guideline quotations. No, the thoughts and opinions contained herewith are my own and based on one of my specific tasks associated with my position with our consulting firm. That task is one of always being a professional observer. Over my 40-year professional career, I’ve observed some very disruptive business changes in the commercial banking and accounting professions. The next disruption that’s well underway is in the legal profession. Before we dig into the current law firm business evolution, it may be worthwhile to review the causes and effects of the changes in the business models of banks and accounting firms. The Evolution of an Industry Banks first began the practice of larger banks gobbling up smaller, mostly community, financial institutions in the late 1970s and 1980s. Bigger, more progressive banks saw potential economies of scale in operational functions and the ability to automate transactions as new technology emerged. Interstate banking laws were also being relaxed at that time. Since those early days of bank mergers and acquisitions, a cycle has become apparent. Big bank swallows smaller bank…the combined entity functions well and grows even more…however, service to smaller customers begins to suffer and the market begs for a fix…new community bank specializing in stellar customer service emerges…and the cycle starts all over again. Next comes the accountants, a group stereotyped as very slow to innovate and change. It is ironic that the accounting industry was somewhat quick to recognize and seize upon an opportunity. When I started my accounting/CPA career in the mid-eighties, there were eight very large accounting firms in the country that serviced mostly public companies by providing audits and tax advice. Yet they also assisted usually larger, privately owned businesses and their owners as well. I joined one of those firms, Deloitte Haskins and Sells. At DH&S, I quickly realized how impersonal the service was. Of course, we worked with people…. yet we served the public…at least in the audit arena. Audits, in the true accounting sense of the word, are intended to present financial statements/information in a uniform manner (Generally Accepted Accounting Principles: GAAP) that express the fair representation of a company’s financial position. In any event, through mergers and acquisitions, these eight firms, known back then as the, “Big Eight,” are now down to what I call the, “Final Four.” The theory providing the push to merge was just the same as with the banks with a potentially broader service array and economies of scale (efficiency!). Yet this time there was a twist! An ethical rule change promulgated by the American Institute of Certified Public Accountants now allowed non-CPAs to be partners (owners) of these firms. What? Non-accountants owning an accounting firm? This was heresy…. for about an hour or so as the firms adjusted to management consultants and advisors without a CPA certificate providing valuable business services to clients. More service, more money! I actually love this model (if we can sell cups, let’s sell lids and straws too.) Also, as you may have guessed, there are still plenty of smaller, independent accounting firm partnerships and solos that provide services to the masses that are not public entities or large enough to pay the Final Four’s rates. Specialty and superior service will always be in the mix! The Legal Industry Faces Changes to Business Structures In my view, the wheels of change in the legal industry have begun turning. Just like the flywheel analogy in Jim Collins’ book Good to Great, it will turn slowly at first and require lots of effort, but soon it will be spinning on its own with only slight touches. The Washington DC and Arizona Bar Associations have now provided guidelines for ethical ownership of law firms by non-lawyers. (Isn’t it interesting how ethics change from state to state? My high school civics teacher was fond of saying “ethics is ethics.” But I guess not in these matters!) These first few Bar association ethical rule changes will likely create a domino effect. How long will it take? There’s no way to say for sure, but it IS coming. Vista has been fortunate enough to “get behind the green curtain” of over 150 plaintiff firms in the US and Canada, and we hear the discussions and desire for more efficiency and potentially broader service offerings. The most progressive firms smell change coming and are not afraid of it. These firms are listening to the businesspeople that are creeping into the lawyer/law firm space, just as the banks and accountants did. The barrier to entrance as an owner of a business that happens to practice law is eroding before our eyes. There is even a new acronym flying around the legal industry now… ABS (Alternative Business Structures). What does all this mean for the legal industry? For starters, it means that firms should be doing even more of what they should have been doing all along – running a law practice as a business. They should be working ON their business as much as IN their business. Being good at practicing law is not good enough to assure success anymore. Being good at practicing law is a “table stake”; it gets you in the game, but it does not assure financial success…which is a key ingredient to any viable business. Now successful marketing, efficient and effective operations in intake, case management, reporting, HR/training, accounting, and client relations are just as important, if not more so, than “being a good lawyer.” Without clients and referral sources, where will new business come from? The Choice is Yours Will you and your firm be at the table looking for firms with which to align or on the menu of firms being eyed for consumption? Non-lawyer owned firms AND progressive lawyer owned firms will certainly be looking at ways to improve and expand services through merger and/or acquisition. As we have seen with other professional service industries, there are both pros and cons to this steamroller heading toward the law firm industry. The one thing I hope YOU won’t do is ignore what is coming. Some questions that you may consider as you think through your firm’s current market position as either a buyer or seller are as follows: For buyers: Has the target firm been profitable in the past? Does the firm have a budget or projection of future gross revenues and net income? How confident are you in the accuracy of #2 above? How dependent is the firm on a single or a few personalities? If they are leaving, is there a cogent transition plan? Might you need “stay” agreements with key personnel? Are the practice areas ones with which you are familiar or are you intentionally acquiring a new area(s)? How confident are you in the target firm’s accuracy of reporting? Are they currently utilizing reports in firm management (financial and operational)? How is the firm structured? Are there strong leaders in the proper positions? Will they stay? If the firm needs better management, can your team handle that? What will it take away from your current day to day responsibilities? What are the terms with which you are comfortable regarding payment? Cash up front, financial institution funding, seller financing, earn out, or combination? Do you have an intermediary to assist with negotiation? For sellers: How effectively would the firm run if current owner is not at the helm? What would the transition plan look like? Will your management group and leaders stay with a new owner? Do you have a budget or projection of future gross revenues and net income? Does your current team have the tools, training, and fully understand the firm’s expectations of them regarding their job position and individual tasks? Are all of your firm’s functional business areas operating smoothly? (Functional areas: Intake, Case management, HR/training, Client relations, Reporting (Financial and operational), and IT) If the answer to #3 above is “no,” are you currently addressing the situation? Is your “marketing machine” effective? Are there dual tracks for smaller dollar value cases as well as cases with more potential? Are you willing to offer seller financing and/or an earn out? Do you have an intermediary to assist with negotiation? Whether you choose to be at the table or on the menu, may that choice be an intentional one. Either spot may be right for you and your firm. So, keep your ear to the ground…steamrollers are loud, and you can hear them coming before they arrive. You may consider this article one of the first rumbles.
graphic image of man and woman at meeting
Leadership
Tell Me About Yourself: Tips for Conducting Masterful Interviews
At Vista, we know taking the time to hire the right people for your firm is important. Just like recruiting, hiring is also a process. Firms that are successful in their hiring process tend to attract quality candidates, whereas firms that aren’t as successful spend a lot of their time hiring the wrong people over and over again.
6 min read
Sarah Waggoner
August 22, 2022
At Vista, we know taking the time to hire the right people for your firm is important. Just like recruiting, hiring is also a process. Firms that are successful in their hiring process tend to attract quality candidates, whereas firms that aren’t as successful spend a lot of their time hiring the wrong people over and over again. Where I see a lot of these firms stumble is in the interview process. They haven’t taken the time needed to define what their interview process should look like. Missing this critical step, for many firms, is the difference between success and failure. Geoff Smart and Randy Street’s book WHO suggests conducting a series of four interviews that build on each other. If used correctly, these interviews should provide the facts you need to determine if a candidate is the right fit based on the mission, competencies, and outcomes you determine are critical for success in the role. As Vista’s recruitment coordinator, I employ a custom combination of these interviews when I help firms find top talent. The series of four interviews consists of:  Screening Interview Topgrading Interview Focused Interview (if needed) Reference Interviews While this series of four interviews is IDEAL, we understand not all firms have the capability or manpower to conduct the entire series. However, understanding the purpose of each of these types of interviews will help you to design a custom interview process that works best for you and your firm’s needs. In this blog, we’ll take a closer look at each of the four interviews. The Screening Interview At Vista, we call this the phone screen. Once you have a candidate you would like to contact (based on a resume or a referral), the phone screen is your initial contact with the prospective new team member. A phone screen should last no more than thirty minutes. The goal of this interview is to save time by eliminating people who are inappropriate for the position as quickly as possible. Since this is the first time you are speaking with a candidate, you want to know how well they can communicate. Are they personable? Are they thoughtful when answering your questions? Are they polite? These are things you can screen for right off the bat! Since the phone screen is quick, there is no need to dive into their resume just yet. The person’s work history won’t matter if they are unable to communicate well. It’s also important you ask a series of questions to see if the person would be a good fit culturally with your firm. We recommend following a common set of questions every time you screen someone. Here are a few examples of questions to ask on a phone screen: What are your career goals? What are you really good at professionally? What are you not good at or not interested in doing professionally? On a scale of 1-10, how would your last few bosses rate your performance when we call them? The career goals question, in particular, is VERY powerful because it allows the candidate to tell you about their goals and passions before you taint the conversation with your own comments. It’s easy for an interviewer to do a lot of talking during an interview. Sometimes you may feel the need to sell your firm before the candidate even has a chance to talk. Remember, your candidate should be the one doing most of the talking. You should be listening for strengths that match the job at hand and red flags that DO NOT. The question about how they believe their former bosses would rate them is a fun one! This usually gets the candidate thinking. You are letting them know upfront you will be contacting their references. After the phone screen, reflect on the highlights of the conversation. Do this person’s strengths match what we want this role to accomplish? Are their weaknesses manageable? Are you excited to hear more from this potential new team member based on the thirty minutes or less you just spent with them? If the answer to any of these questions is NO, screen them out and move on. The Topgrading Interview If a candidate makes it to this interview, then you have determined you want to know more about them after their phone screen. Before we get into what this interview does, you must first decide if the interview will take place in-person or virtually using a platform like Zoom or Teams. If you are using a web platform like Zoom or Microsoft Teams to conduct your interview, it is IMPERATIVE you get the camera location correct! The candidate wants to see your face, not your office! Also, if you have more than one person in your office interviewing the candidate, you each need your own computer to conduct the interview. Using the same computer for two people often creates chaos and confusion. Dr. Brad Smart and Dr. Geoff Smart coined the term Topgrading in their book detailing the techniques of conducting a topgrading interview. In this book, they explain how using data and looking at patterns of behavior can help hiring managers make predictions about how someone is likely to perform in the future. The Topgrading interview takes a candidate’s resume and goes chronologically through it, job by job, asking a variety of questions such as: What were you hired to do? What accomplishments are you most proud of? What were some low points during that job? Who were the people you worked with? What was it like working for your boss there? Why did you leave that job? The topgrading interview will take longer than the phone screen. You want to get the full picture of the candidate’s work history. You will likely have to interrupt the candidate to keep the interview on track. You can do so politely and build rapport in doing so. You will want to understand why a person left a job. Were they pushed out or hired by someone else based on a referral? Consider yourself a biographer. You want the details and the overall idea of how the candidate performs professionally. After all, you are putting the facts together to make the best decision for your firm. The Focused Interview While the topgrading interview is very comprehensive, Dr. Smart recommends going a step further, if needed, and conducting a more focused interview. These focused interviews allow you to invite other team members to get involved and dig a bit deeper into one or several of a candidate’s previous jobs, focusing on a particular outcome or strength discovered through the topgrading interview. By this point in the interviewing process, you will have a good idea of who you want for the job. This focused interview is the icing on the cake, per se. Use this interview, whether it be in-person or via Zoom/Teams, to follow up on what you heard in the topgrading interview. Say things like, “Tell me more about your time at XYZ. What did you learn most from your tenure there? How was your performance evaluated there?” Focused interviews also give you one last gauge on the cultural fit of the candidate. Side Note: You have already established the mission, competencies, and outcomes associated with the position you are hiring for, right? Each of these interviews should be screening a candidate based on what your firm has already decided are the important roles and responsibilities for the job. At Vista, we like to call this a job’s scorecard. Scorecards are a MUST and succeed because they focus on outcomes – what a person needs to accomplish in a specific role. Let’s be clear: This is not a job description. This is a comprehensive list of outcomes ranked in order of importance for success at your firm. If you don’t have a clear scorecard for the position you are looking for, I suggest you create one. Not only will this help you define what success looks like for any given role in your organization, it will also help your hiring managers and recruiters understand the kind of team member you are looking for. The Reference Interview After three interviews, you probably know who you want to hire. You’ve taken the critical steps needed to ensure the data you have gathered matches up with your scorecard and your firm’s culture. Now is the time to call the candidate’s references. DON’T SKIP THE REFERENCES! Refer back to your notes in the topgrading interview. Choose the boss, colleagues, and personal references you’d like to reach out to wisely. If you want to know more about how a candidate works with others, call a colleague, not the boss. If you are worried about how the candidate takes criticism, call the supervisor. Ask your potential new team member to set up the reference call. I know this may sound strange, but Dr. Smart notes you will have twice the chance of getting to talk to a reference if you ask the candidate to set up the phone call. Be listening for enthusiasm. A-team players are exciting to talk about. The absence of enthusiasm is a definite red flag. Some questions to ask the reference might be: In what context did you work with the person? What were their biggest strengths? What were their biggest areas for improvement back then? How would you rate their overall performance on a scale from 1-10? Just like any process, the interviewing can take time and effort. But…you want the right person, don’t you? These interviews can help guide you to make the best decision. Picking the right candidate now saves your firm time and money down the road. That’s why approaching the interview process thoughtfully and intentionally is a major contributor to your firm’s overall success. Don’t underestimate the power of implementing a right-fit interview process for your firm. Happy interviewing!
graphic of two man shaking hands over a deal
Leadership
Can You Hear Me Now? Tips for Effective Client Contact
Your phone is ringing again, and the Caller ID shows that it is the same client you talked to yesterday and the day before that. They’re looking for another update. These types of client calls can pile up quickly and take a chunk out of your day.
4 min read
Pam Travis
August 15, 2022
Your phone is ringing again, and the Caller ID shows that it is the same client you talked to yesterday and the day before that. They’re looking for another update. These types of client calls can pile up quickly and take a chunk out of your day. You’ll find yourself reacting to these calls, leaving very little time to actually work on the case. Every day will feel like Groundhog day over and over again! There is a better way. Implementing a robust, proactive client contact system and training your team to obtain all needed information during calls will serve two critical purposes: First, it allows your team to work more effectively and efficiently and frees them up from fielding what can be constant and repetitive calls. Second, it instills trust in your clients and increases the level of satisfaction they feel while your firm is working on their case. It also, crucially, puts your firm ahead of the competition. Establishing a client contact system Most successful plaintiff firms have a set rule that clients are to be proactively and regularly contacted. Many firms set a benchmark of every 30 days throughout the life of the case for contact by case managers and every 60 days for contact by attorneys. This is perhaps the most important and most closely monitored non-negotiable rule established by law firms. The content of the contact will change depending on the status or stage of the case. In this blog, we will focus on 30-day contacts by case managers that take place during the treating phase of a case. During the calls, you, as a case manager, should: Take the time to form a bond with the client Remember that you are the point of contact for the client during a very trying and scary time in their lives. Many clients have never had experience with a law firm before, which may leave them apprehensive about the process. It is up to you to make them as comfortable as possible. Too, during these calls, you will have the opportunity to learn more about the client, including gathering some personal nuggets of information. These can be pure gold and, when used correctly, can serve to increase client satisfaction exponentially. Record these nuggets in your case management system and train your team to refer to them in order to make the client feel special and remembered. Show compassion and empathy Try to use one of the personal nuggets recorded in the client’s file during the conversation. Demonstrating that you remembered something about them shows the client you care and makes the conversation more relaxed. Put a mirror near your monitor so that you can see yourself when you are speaking on the phone. A client can hear frustration in your voice, and they can also hear a smile! Remember that you are there to support the client and ensure they feel heard. If they are struggling or frustrated, show them some compassion, understanding, and empathy. Really listen to what your client says These 30-day contacts should be phone conversations, not texts or emails. When you send a text to someone and ask them how they feel, you can’t hear their pained voice or exasperated sigh when they text back, “okay.” When you have them on the phone, you can hear the inflection in their voice when they answer you and then you can dig deeper with the recommendation to make sure they convey new symptoms to their treating doctor. A lot of times, clients are hesitant to say they are still hurting, and they may even feel embarrassed to complain. Be prepared Always review your notes of the last call you had with them in preparation for the next one. Review the file to see if there are any missing items they were responsible for sending to you, like copies of health insurance cards or lost wage information. Before you make the call, have a template that includes the key questions you’d like to ask. Use the template to create your note in the client’s file. It is imperative that you DOCUMENT, DOCUMENT, DOCUMENT this conversation with the client. Many times this information can be used to help with the development of the demand. Don’t assume anything. Ask your questions each time you talk to the client. This template should evolve as the case does so that each question is pertinent to the phase the case is currently in. Here’s an example of the kinds of questions that should be included in your template: How are you feeling? What is your current pain level (1-10)? Are you still treating with doctor _______? Have you been released from treatment, and if so, when was your last day? Are you having any new pain issues? Any new complaints? Are you taking any new prescriptions related to the injuries from the accident? How are you feeling overall? Have you been writing down any problems with day-to-day activities such as caring for children, performing household chores, doing your job, etc.? Has your doctor discussed any other type of treatment or procedure that you may need? (Examples include: MRI, CT scan, injections, surgery, physical therapy, etc.) If so, have you been referred to another facility? If you have been referred for additional treatment, when is the appointment and where? Have you missed any work due to the injury and resulting medical care? Did you receive any notes from the doctor to cover this time off? Have you been keeping a log of missed time? Do you have any out-of-pocket expenses? Are the vehicle repairs complete? If the vehicle was a total loss, have you received the payment? Is there anything else we need to know about? Let me remind you about a few things: Social Media Posts: Remind them to be careful about what they post in order to avoid damaging their claim. Provide examples of what is and is not okay to post. Items you still need: Remind them to send in any information you’re still missing, like pertinent photos and bills for accident-related treatment. Who to talk to: Remind them not to talk to anyone from the insurance company unless it is about their property damage. Keep you updated: Remind them to notify you if there are any changes you need to know about, like a switch to new health insurance. Proactive communication with your clients will prevent MOST, but probably not all, repeat phone calls. Some clients really need that regular check-in that they have the power to initiate. That’s okay. The reduction provided by the implementation of a proactive client contact system will provide a significant time saver for your team. That saved time, when approached thoughtfully and strategically, can provide the ability to move cases along quicker and maximize case values.
man worried at desk
Human Resources
Who Do You Think You Are?!
In my career, I’ve enjoyed a fairly steady progression of achievement, growth, and leadership. I fancy myself to be a lifelong learner, hungry to attain new skills and hone the ones I have.
6 min read
Mary Ellen Murrah
August 8, 2022
In my career, I’ve enjoyed a fairly steady progression of achievement, growth, and leadership. I fancy myself to be a lifelong learner, hungry to attain new skills and hone the ones I have. I enjoy helping other leaders grow and develop, and I like to think I’m fairly intuitive when it comes to people’s emotions, motivators, and inherent coaching needs. Despite more than 20 years in the plaintiff personal injury law firm space, there are still moments when I doubt myself – when I feel myself being questioned or challenged and retreat to wondering if maybe I haven’t done enough. Maybe I am a phony who accidentally achieved this level of success, and my colleagues and clients will no doubt discover this in time? There’s a name for that feeling: Imposter syndrome. It’s that nagging sense that maybe you’re a fraud…that belief you have fewer skills or less knowledge or experience than you need, regardless of an amazing track record. It’s not easy to just shed the feeling either, but it’s critical that you do. Living with a constant undercurrent of doubt leads to burnout, depression, and anxiety. What is Imposter Syndrome? The term was coined in the 1970s by psychologists Pauline Rose Clance and Suzanne Imes in a research paper. They broke it down into three main areas: Believing that others have an exaggerated view of your abilities Fear of being exposed as a fraud The continuous tendency to downplay your achievements People who suffer from imposter syndrome often feel like their success is the result of pure luck or being in the right place at the right time. They struggle to accept that their accomplishments and career trajectory were the result of hard work, education, dedication, and ability. Imposter syndrome can rear its ugly head at pivotal career moments, like when accepting new responsibilities, getting a promotion, changing roles, or changing jobs. Those critical moments can turn from times of celebration and achievement to overwhelming feelings of anxiety, self-doubt, obsession, and guilt. For women, in particular, there can be a debilitating focus/obsession on ensuring everything is perfect or working twice as hard just to prove you belong. A significant majority of women who have achieved high levels of professional success report also experiencing imposter syndrome. In fact, often, the higher they climb, the more crushing the feelings of self-doubt and worthlessness become. How, then, can you combat the imposter syndrome beast? Reframe Your Thinking If you find yourself diminishing your own accomplishments, questioning whether you belong, or overworking to prove you deserve to be where your education and experience has rightfully gotten you, try to reframe your thinking. Instead of “I don’t know what I’m doing. I’m a fraud”, try “I don’t know what I’m doing, so I’ll make a plan to figure it out.” We all learn and grow, and there is so much beauty in admitting when acquiring a new skill or piece of knowledge would be helpful. Instead of “self promotion,” try “self enthusiasm.” I love this one. It’s easy to deflect compliments or shy away from touting the things you’ve accomplished. I see people, particularly women, shy away from deserved praise. Instead of a simple, “thanks!,” we try to deflect, credit others, or pretend it wasn’t a huge deal to get that project across the finish line. Of course, give credit where credit is due. Acknowledge your incredible team. But don’t make yourself smaller. Be enthusiastic about your work and your achievements. Talk to yourself in the same voice you talk to other team members with when you help them celebrate accomplishments. Instead of looking at setbacks as failures, try instead looking for the lessons. What did this experience teach you that is now a tool in your arsenal for next time? Be curious as to why something didn’t work. There are valuable lessons to be learned in examining the why with grace. It reminds me of the Edison quote, “I didn’t fail 1,000 times. The lightbulb was an invention with 1,000 steps.” Focus on the Moment Be present in the present. I can’t stress enough how helpful it can be to slow down and take a deep breath. This allows you to control your emotional responses and focus on the question, task, or problem at hand. It’s also helpful in dealing with imposter syndrome thoughts. If you focus on the now, it allows you to be pragmatic about the current moment and situation. It means you don’t make space for worrying about what could happen or what someone might say. You simply acknowledge the reality of the present moment. This can be helpful in squashing thoughts of being sub-par or worrying about what people might think. Track Your Wins If you’ve spent time around any Vista team member, you know we love our reports. A good scoreboard helps a firm to see if they are winning or losing and gives a quick snapshot of firm successes. Think of your own personal scoreboard and track your wins! When you see your own career scoreboard, it can help you be more objective about all the amazing things you have accomplished. Look at all those projects you had a hand in completing! Look at that class you took or the degree you received! Look at that person you helped mentor and grow into their potential! Look at that crucial conversation you skillfully navigated! You’ve done so much right to get where you are. Celebrate that. For those who love a spreadsheet, create one that you keep open on your taskbar. Track the projects you complete and the tasks you did to get them accomplished. This becomes a running list of your achievements. Surround Yourself with Sources of Affirmation The legal industry is tough. It’s competitive, and many of you bear the heavy weight of seeking justice for injured victims, facing off against a goliath insurance industry, and being an ear for victims of traumatic incidents. You alone cannot shoulder the weight of an entire industry, but you can surround yourself with people who lift you up and encourage you. Find a tribe who will help you move from negative self-talk to positive affirmation. In an ideal world, your colleagues would provide support, encouragement, and validation. However, you may need to look outside your department, your team, your pod, or even your organization to find the affirmation you need. I’m incredibly fortunate that my Vista colleagues believe a rising tide raises all ships. We celebrate individual accomplishments and team wins regularly. If I’m ever feeling unsure or stuck, I can count on my colleagues to help me reframe my thinking, provide a connection, and cultivate positivity. If you don’t have that with your work team, seek it out among your professional network, friends, family, or affinity groups. Find a tribe that truly celebrates your accomplishments. Surround yourself with people who lift you up and push you to be the best version of yourself. Be the Light When you see others exhibiting signs of imposter syndrome, diminishing their accomplishments, working doggedly to prove their seat at the table is deserved or doubting whether they belong, take time to build them up. Within your own role and your own abilities, be the affirmation and light for others. Those in leadership positions can work to mentor and support all team members. Allow your voice to be heard to create inclusive workspaces. If there is not already a mentor or role model who looks like you, BE that role model. Helping others feels good and allows you to focus on lifting others, which in turn lifts you. For many women and people of color, finding a role model in this industry can be challenging. When you don’t see a multitude of people in positions of power who look like you, it can be hard to believe you’re as qualified as the leaders in the industry. Don’t let that current reality influence your thinking. It’s simple: Know that it is an industry problem, not a YOU problem. Change will come, and there are some things you can do to help move it along. You can shoulder the responsibility of acting as a mentor to younger colleagues, helping them navigate the industry by providing them with the experience and insight you’ve gained throughout your career. Mountains can be moved one rock at a time. Make a Plan One of the defining traits of leadership is lifelong learning. If there is a skill you’d like to hone or a task you’d like to learn, be strategic about seeking out that knowledge. Making a growth plan allows you to focus your energy on executing that plan rather than worrying about a lack of knowledge. Even the most successful among us have space to learn, grow, elevate, and change our minds or mindsets as we obtain more information and education. It’s a beautiful thing! Diagnose Correctly Make sure that the feeling you’re experiencing really is imposter syndrome and not simply a culture that is toxic, a workplace steeped in bias, or an organization that isn’t inclusive. It can be tough to admit, but the legal industry isn’t perfect. What may look and feel like imposter syndrome could actually be a response to an industry that is highly competitive, male-dominated, and not always known for nurturing, positive cultures. While you can put in the work on yourself, you don’t need to bear the weight of fixing an industry alone. That’s a job for all of us to shoulder together, and Vista is a great place to start for leaders who want to help their team channel healthy self-doubt into positive motivation. Imposter syndrome can exert power over you, making you feel small and turning natural lessons into what can feel like catastrophic failures. Practicing an open, positive, almost inquisitive approach can help to alleviate that tight grip and allow space for true change within yourself and your organization. It takes time and effort to retrain your brain, but it can happen. There is great power in embracing the simple idea that YOU EARNED YOUR SEAT AT THE TABLE.
graphic image of team climbing stairs
Intake | Leadership
Guides for Greatness: Tips for Coaching Your Intake Team
Most of my childhood memories revolve around playing sports. Softball once ruled my spring and summer, then basketball ruled my fall and winter. As I reflect on those days, so many moments come flooding back – long days of practice, big wins, crushing losses, and the bond I shared with teammates.
5 min read
Terri Houchin
July 25, 2022
Most of my childhood memories revolve around playing sports. Softball once ruled my spring and summer, then basketball ruled my fall and winter. As I reflect on those days, so many moments come flooding back – long days of practice, big wins, crushing losses, and the bond I shared with teammates. What tied all those moments together was my coach for many of those years, Coach Abney. By definition, a coach is a passionate, dedicated individual who unlocks hidden potential and maximizes a team’s performance by believing, encouraging, and developing. And boy, he was passionate about the game and dedicated to his players! I spent many, many days developing and growing as a player in practice performing play after play, drill after drill, under his supervision and guidance. He also had a unique gift of seeing skill and potential and encouraging me to believe in my ability even when I couldn’t yet see it. On game days, he was in full game-on mode. Maybe you recall a coach you had during your youth that springs to mind as you read this? Did someone leave an indelible mark on you too? Hopefully, their influence was as meaningful and positive as mine. So why should coaching stop there? Why not bring coaching into our adult life in the workplace? Coach my intake team? Yes! A workplace coach is someone who reaffirms high performers, rescues low performers, and provides resources and guidance to the team to improve performance and productivity. Every business needs coaches! Coaches help teams develop and deliver. They also create the vision for the department’s future and share it with each team member, so everyone knows their key role in its success. The intake team consists of your frontline workers at the firm, fielding call after call from injured victims. Each client has a story that can weigh heavily on your team. Sometimes this role can become heavy, and we’ve heard from many intake specialists who desperately need a coach. They need someone who understands their plight and is willing to spend the time and effort helping them grow, stay motivated, and become better through skill development, assessment, and continuous education. One-on-one coaching sessions also allow checking in with team members to see how they are doing. Finding your coach Who’s the right person to coach and develop your team? Take it back to the basics: Remember the attributes of those great coaches from your youth? Those are the same attributes you’ll look for in your Intake Team Coach. Be cautious, though. Great coaches don’t grow on trees. They can be as hard to find as any other exceptional leader. Take the time to find the right candidate. Be on the lookout for someone who: Has the respect of your team Understands the position and (ideally) has done it before Cares about the firm as a whole Is capable of delivering positive, motivating, and effective coaching Embraces and embodies the firm’s mission, vision, and values Once you’ve identified a right-fit candidate, be intentional about their role; don’t just hope they start coaching. Have a candid conversation with them about what you’d like them to do. Does the role also include a promotion into a leadership position? If so, or if not, explain that clearly. Then, provide them with any coaching, mentoring, or education they may need in order to fulfill their new role. Coaching a team is a big task! Don’t minimize it. If you want them to succeed (and remember, their success is your success), then make sure they are set up to shine. Making coaching sessions count New coaches should first set the rhythm for team meetings. If this is something new to the firm, start meeting once a month with an hour limit. Less than that, your meeting might feel rushed. More than that and the meeting may become counterproductive, and participants start to disengage. Create a focused agenda. Knowing ahead of time what you plan to cover is key to running a successful meeting that’s both efficient and effective. Be sure to share the agenda (and any other materials) with the team member before the meeting, so they have time to review and prepare. Here are some suggested agenda topics: Goals Review last month’s goals and set new ones for the upcoming month. These might be individual goals or team goals such as increasing the number of calls they answer or decreasing the number of calls that roll over to the backup Intake team. KPIs Discuss the team members’ objectives for the month. If they hit their target, really rally behind that and give praise! If they fell short, provide words of encouragement, straightforward feedback, and insight aimed at helping them grow professionally and improve their performance. Introduce a new lesson The lesson can be a soft skill such as clear communication or conflict resolution or a hard skill such as software features or writing. It’s okay to have the same lesson for all team members. While the lesson may be the same, remember that individual learning styles may vary. Curate your appropriate materials for visual, auditory, reading and writing, and kinesthetic learners. Coaching is a way to help team members develop personally and professionally. These meetings should allow for the free flow of both ideas and constructive feedback between the coach and team members, so be mindful of the space in which you conduct these meetings. Can other team members see or hear you? Are the phones ringing or causing a distraction? Both the coach and team member have invested their time into planning and preparing for this meeting, so make sure it’s uninterrupted so both can be fully engaged during this one-on-one time together. Team members’ readiness to be coached The team member has an active role in the success of the session. They should review the agenda and provided materials ahead of time, come ready to learn, and be open to positive and constructive feedback. Should you, as the coach, pick up on nonverbal cues or body language that indicate the team member is disengaged or becoming frustrated, take a moment to pause the session and get curious as to why that might be. The team member may need a minute to digest what is being discussed or need some additional time to process their thoughts. Consider a separate, one-on-one session for team members who are struggling to embrace coaching. Invest in your intake team and firm as a whole With a coach dedicated to the success of their team and individual team members engaged and open to coaching, workplace coaching can offer several benefits. Some of the many benefits include: Improves overall performance Fosters your firm’s desired culture Portrays the firm’s commitment to team member growth and development Increases team member accountability Helps retain the most valued team members Helps identify team members’ strengths and weaknesses Helps identify organizational strengths and weaknesses Increases engagement and collaboration amongst team members Coaching can benefit anyone, not just athletes. As Bill Gates said: “Everyone needs a coach. It doesn’t matter whether you’re a basketball player, a tennis player, a gymnast or a bridge player. We all need people who will give us feedback. That’s how we improve.” Today’s team members want frequent feedback – are they meeting the firm’s expectations? Is the firm meeting their expectations? Am I doing a good job? Don’t leave it up to the team member to fill in these blanks on their own. Everyone needs a coach and work that gives them purpose. Give your team what they’re hungry for!
graphic of man checking off his checklist
Leadership
Moving the Needle: Tips for Effective Project Management
Here’s a familiar scene: It’s early in the year, and your team meets for their annual planning to discuss the year’s key initiatives. Lots of tasks, concepts, and projects are dumped onto the table
6 min read
Caroline Younger
July 18, 2022
Here’s a familiar scene: It’s early in the year, and your team meets for their annual planning to discuss the year’s key initiatives. Lots of tasks, concepts, and projects are dumped onto the table – great ideas and needed overhauls that hold a lot of potential to keep your firm moving ahead and evolving. There’s a lot of excitement about the ideas that come out of that meeting. But too often, those ideas and projects never make it off that table. So, how do you develop a plan to actually execute these initiatives, rather than just talk about them over and over again at the beginning of every year? Consider these tips for approaching project management and lead your team with confidence: Don’t panic! Getting a project to completion isn’t as hard as it may seem, no matter how big or intimidating the initiative may appear. Truthfully, it’s easy to turn project management into some overly complex exercise that never actually completes a project nor provides much management. Don’t fall into that trap. Never allow a project to stagnate simply because it feels too big or complex. While some projects may take longer than others to complete, if your firm has identified a project as important, priority should be placed on it regardless of the size and scope. The key here is simply to not freeze before you get the chance to get moving. Understand your goal When working on any type of project, it is important to understand the overall mission before diving into the process. Start with a few important questions and be sure to not rush through this step: What is the desired outcome? What is a win for all those involved? What will this project provide our business? Who will this project affect? When does the project need to be completed? Will this project disrupt work for any team member? Who needs to be involved to accomplish this project? How do we define success for this project? You must be sure that you and your team have a complete understanding of where you are headed in order to generate a win. Continue to ask yourself these questions along the way to ensure you’re staying on the right track. Once the goal is declared and all involved clearly understand it, it is time for forward progress. Begin with the end in mind Envisioning your end goal is a powerful motivational tool. It helps to keep distractions at bay and can encourage you to remain focused and on task through the completion of your project. When you hit an obstacle or when you feel like progress has slowed, simply reset your frame of mind and remember what the ultimate goal of the project is. Ask yourself, “where are we now, and where do we want to be when this project is complete?” Then consider trying to simply reverse engineer a plan to accomplish the goal. Never lose sight of where you are headed. Whether you are tracking your to-dos as a project manager or you are helping move forward a large project inside of your organization, it is important to have an understanding of what you and your team need to accomplish. Be flexible When you come to a tough decision, weigh the options, choose one, and continue to work. If along the way you realize you chose the wrong one, don’t be afraid to stop, go back, and try another way. The road to project completion is often not linear. There will be many zig zags along the way. Say you are working fast and furiously on the project at hand and you’re interrupted with a fire that needs to be put out. That’s okay! No project plan follows its original trajectory exactly. Put the fire out, then come back to where you left off. Be sure to clearly communicate to your project team if there has been a hiccup or an event that has caused you to move off course from the original plan. This will serve to keep everyone in the loop and remind them that we’re still working towards a goal. Manage risks Risk management is tremendously important to project management. It’s vital to realize what the risks are and to develop a risk response plan when you do encounter a bump along the way. Because trust me…there WILL be bumps, and if you allow those bumps to halt progress, you’ll never get anything off the ground! As you begin developing your project plan, take time to identify potential risks. Consider potential obstacles like: Key team members take expected or unexpected time off Other tasks and projects become a time suck The project deadline becomes more or less urgent Progress is much slower than anticipated For each risk, invest your time and thought into how you’ll address and adapt. That preparation will provide you with incredible power and agility. You’ll find that you don’t feel blindsided by small obstacles. You’ll be able to maintain focus and quickly adjust, if needed, in order to sustain forward progress. Avoid perfectionism The trap of perfectionism is the place where many projects die. They hit bottlenecks, remain stagnant, and never see the light of day because they’re not…perfect. For many high achievers, perfection is the aim. The goal here is not to overcome your human nature. The goal is to be able to recognize that perfect can’t trump everything. A done project that isn’t perfect will always be more impactful than a perfect project that never gets done. A word of caution here: I am not saying that quality doesn’t matter. It absolutely does! In the same way that you must avoid the trap of perfectionism, you must also avoid the trap of progress for the sake of progress. Simply checking tasks off your project management list in order to move closer to the end goal as quickly as possible is a recipe for failure. You’ll get done, sure, but will it matter? Instead of falling prey to either perfectionism or get it done-ism, try a more balanced approach. When creating your project team, balance the lineup with those who you know will push for perfect and those who will push for done. They’re both important and, often, without each other for balance, they struggle to either cross the finish line or cross the finish line with anything worth crossing it with. Manage your time effectively You’ve likely got a plate that’s overflowing with projects and tasks. When you’re working towards a deadline, effective time management is critical. Identify your most productive hours in the day. When is the best time for you to focus and knock out tasks? Then, block out that time every day. Maximize its power by communicating to your team the time(s) where you need uninterrupted focus. This will mitigate the risks of being pulled away for problems and issues that do not actually need to be addressed immediately. This will also send a message to your team that this project is important. If they see you putting in the time and effort, they’ll be more inclined to complete their tasks in a timely fashion as well. Also, consider employing a project management system to keep forward progress moving and the team informed. While there are excellent project management software platforms available, you can also accomplish this with a custom system that may be as simple as an Excel spreadsheet, Outlook reminders, and emails. No matter how high- or low-tech you go, ensure the system works well and everyone is on the same page with how to use it and update it appropriately. Use this system during your progress meetings so you provide a visual to the team regarding how far you’ve come on the project and how far you have left until you can call the project complete! Embrace the role Don’t shrug off project management as, “not your problem!” Project management skills are necessary for almost every single team member. Learning to develop those skills will help to keep the firm in a constant state of “getting it done.” That’s a good place to be. Everyone needs a way to keep up with tasks and a system to be efficient and effective in doing so. For too many, though, mastering project management doesn’t seem to be a high priority. While different positions at your firm will certainly call for different levels of project management expertise, the skills associated with this work can pertain to tasks and undertakings of any size. Mastering these practices, no matter what your title is, can help you become more efficient and effective in your role and ultimately boost your career. Consider incorporating project management into your ongoing education for your team members. Hold a lunch-and-learn session focused on the topic. Include everyone, and send the message that stellar project management can impact each and every team member positively. It’s an important skill, and no one has ever regretted becoming a better project manager! Get it done! With these tips, you’ll walk out of next year’s annual planning meeting armed with a starting point for approaching any project you get assigned. You’ll feel prepared and ready to conquer even the most mammoth projects. With a better approach, project management can become one of the pillars that helps make your firm successful. It can provide the constant momentum you need to continue achieving loftier and loftier goals. We all like to get stuff done, right? Now go run with it!
graphic of man teaching woman
Leadership
How to Craft an Impactful Job Ad
Congratulations! Crafting a job ad means you are ready to bring on a new team member and that means one of two things: Your firm is growing, and/or you are taking the time to work ON your business and find the right-fit person to add to your team!
3 min read
Sarah Waggoner
July 11, 2022
Congratulations! Crafting a job ad means you are ready to bring on a new team member and that means one of two things: Your firm is growing, and/or you are taking the time to work ON your business and find the right-fit person to add to your team! We have mentioned before that creating the job description is the first step in the recruiting process. Crafting an ad for your job opening, however, is just as essential and must not be overlooked. The job description is an important tool to be used internally, but the job ad is a candidate’s first glimpse at your firm. It’s essentially a marketing tool, and a very powerful one that can serve to entice and attract top-tier talent to your law firm! So, let’s make a good first impression, shall we? In true Vista fashion, we recommend your job ad include TTE—Tools, Training & Expectations.  EXPECTATIONS: The ad should communicate your expectations clearly. Let’s start with the job title. After all, this will most likely be the first thing job searchers see. Be descriptive and intentional in your title. For example, consider “Director of First Impressions” rather than “Receptionist” or “Secretary.” “Director of First Impressions” sets the tone for your expectations of this position and explains, quite poignantly, how you believe this role can be an impactful and meaningful position at your firm. Next, describe the position. Summarize the job duties and responsibilities. Don’t leave the candidate to guess what they will be doing in this role. Use this section to add a small blurb about your firm’s culture in the ad. After all, you’re looking for a right-fit team member. Including information like your firm’s culture, mission, vision, and values will serve to attract the candidate who will fit in. This section should clearly let the candidate know the ins and outs of the role, whether the position is in-person or remote, hourly or salary, etc. Set your expectations first by giving them ALL the details. TRAINING: While you’re working to create an impactful job ad, consider asking questions like: What skills and talent does this candidate need to possess to succeed in this role? What training or qualifications does the candidate need to be provided with in order to succeed? Are there certain certifications needed for the job? What does success look like? It is important to make these skill requirements easy to read. I suggest using bullet points to clearly lay out the non-negotiable skills your firm wants the candidate to have. Identify the number of years required and the type of work experience you would like candidates to have. We suggest being as detailed as you can be here without being alienating. The more a candidate knows about what you are looking for, the more likely they are to form a connection and apply. This also gives you a list of talking points to discuss should the candidate get to the interview stage. A word of caution here: You need to carefully consider these critical questions before you create your job ad. Does this position really need a Master’s level of education in order to succeed, or might an applicant with a lower level of education be able to perform the role well? If you set the bar too high without any real reason or intentionality behind it, you’ll scare off qualified candidates. TOOLS: What tools will your firm provide this new team member to help them succeed and find balance at your firm? Are you offering health benefits, a 401K, PTO? Maybe you have a unique set of “perks” for your employees? Gym memberships? Free parking? A flexible schedule? A competitive salary range? You name it! With the way the labor market is these days, it is important to use this section of the job ad to sell those “tools” a candidate will receive upon coming to work for you. This again is a marketing piece of the ad. It should identify what sets your firm apart. What would make a candidate want to work for you? Sell it here, in writing! Finally, I suggest you ask something of the candidate. The truth is: it is almost too easy to apply for a job these days. Applicants are going to job boards and applying for jobs with one click, without really looking at the ad in detail. Instruct the candidate to submit their resume as well as a paragraph explaining why they would be the best fit for the position. Ask them to provide their salary requirements. When examining the applications, review those and ask yourself if they align with your firm’s compensation plan? Can the candidate follow some simple directions? As you know, recruiting is a long and complex process. This is an easy way to sift for qualified candidates who are excited about your position! In summary: Has your ad communicated your expectations clearly? Have you listed the training or qualifications you would like this candidate to have to succeed in this role? What tools are you going to offer the candidate should they join your team? Have you asked the candidate to provide something? That’s it! If you put in the work in these critical areas, you’re likely to create a powerful job ad! Now, what are you waiting for?? Go post it!
graphic of man with doctor
Leadership
Does My Firm Need a Medical Care Coordinator?
A critical element of a personal injury claim is the client’s medical care and resulting records that help to support their claim for losses. More and more plaintiff law firms are helping their clients manage their medical care in intentional, creative, and productive ways.
5 min read
Terri Houchin
July 4, 2022
A critical element of a personal injury claim is the client’s medical care and resulting records that help to support their claim for losses. More and more plaintiff law firms are helping their clients manage their medical care in intentional, creative, and productive ways. This has proven mutually beneficial because the client is relieved of a stressor during a rough time, and the attorneys are able to get as much compensation as possible on behalf of their client. In order to help clients manage medical care, many law firms are adding a medical care coordinator position to their team. We have seen success using registered nurses to fill this nuanced position. They have the benefit of being able to decipher the client’s medical records and determine what additional care and treatment may be appropriate for the client to receive. This position works well if the medical care coordinator is responsible for reviewing all new cases within 30 days. Ideally, they review the file and pertinent medical records, ensuring that the firm has obtained all test results and applicable records. As we know, sometimes clients present with multiple injuries, and the more severe injuries take precedence. However, a medical care coordinator can ensure that all injuries have been documented and the pertinent records obtained. This provides a full-scope, 360-degree view of the client’s condition as it relates to their personal injury claim. It also provides critical information the medical care coordinator would need in order to follow up with the client and ensure they are receiving the treatment they need for all their injuries. In addition to medical record review and follow-up, a firm’s medical care coordinator should be knowledgeable and be able to provide clients with information like: Where the medical facility or doctor’s office is located The business hours of the medical care facility, specialty office, or doctor’s office If any other clients have received treatment there (of course, we would not provide specifics, but sometimes clients feel comfortable knowing the firm has a relationship with the facility and that other clients have had a positive experience there) Creating a medical care coordinator position at your firm also serves to eliminate the “bathroom cleaning problem.” Here’s the idea: If everyone’s responsible for cleaning the bathroom, no one’s responsible. Paralegals, legal assistants, case managers, and attorneys deal with heavy caseloads requiring lots of time and attention. If there is some responsibility placed on all of your team members for the critical task of medical records review and medical care coordination, it’s possible that no one is really giving it the necessary amount of attention. Sometimes the process of nuanced medical record review and effective coordination of a client’s care can get lost in the already enormous to-do piles on other team members’ desks. Too, they may not have the medical knowledge needed to spot red flags in medical records or pick up on potentially overlooked complaints your client has. If you don’t have a dedicated position at your firm that serves to ensure clients’ medical care is a priority, then you have a team of people who may be thinking someone else is taking care of the task! Filling this position at your firm doesn’t mean you can ignore training for your other team members. Ensuring your team is educated on medical terminology is vital. You don’t want adjusters being the ones to educate your team members on medical terminology! The more your team understands, the better able to assist and support clients they’ll be. If you hired a nurse to fill the medical care coordinator position at your firm, they are the logical choice to help train your team. They can develop a training program for the case management and intake team that covers common medical terminology, how to assist with medical referrals, and what to look for in medical records. When these teams know what to look and listen for, they can be a powerful ally to your medical care coordinator. They will be better equipped to know when to have the medical care coordinator conduct another file review or bring them back into the fold on a particular case if needed. This approach may even add value to the case, as multiple parties are speaking with the client about their treatment and injuries. It helps ensure no red flag symptom or diagnosis slips through the cracks or does not make it into the demand. Also, your team will be able to develop more empathy for the client as they gain a real understanding of what each client is going through. It will help to strengthen their connections and relationships with clients. It can be easy to become desensitized over the years, as a member of a legal team, to the pain and hardships our clients are forced to endure through no fault of their own. Allowing your team space to understand, on a deeper level, what their clients are going through is impactful. Sometimes, clients are embarrassed to admit that they’re in pain or that their pain is going unmanaged. When you have a team that is well-equipped to listen to and understand your clients, you will be better able to serve and support them. If a client knows that your firm has a medical care coordinator, they will feel less like they’re alone and be more open to reach out and discuss their issues. Their issues may be related to medical concerns, an inability to pay a copay, concerns about ongoing medical costs, or difficulty getting to and from appointments. No matter what the issue is, having a sympathetic and knowledgeable person to turn to will help to improve the client experience drastically. The medical care coordinator should also work to build relationships with medical providers and grow that core network so your firm is better able to serve your clients. This involves establishing relationships with doctors’ offices and medical facilities and building trust and a reliable rapport with them. Being able to get appointments quickly is key to avoiding gaps in treatment and unnecessary pain. This is incredibly important since many medical offices are struggling with staffing issues post-pandemic. It’s also important that we’ve created the kind of relationship where the provider’s office calls us if our client isn’t being compliant with treatment. That will allow us to reach out to the client and have a conversation about their treatment. We can ask questions like: Are you having trouble with appointment times? Are you struggling to establish a good relationship with your doctor? Is the location of the facility making it difficult for you to make it to your appointments? This may help determine the root cause of why a client is not appearing for their appointments and help ensure they remain compliant with medical treatment. Taking the time to properly onboard your clients is important. This means that you set the stage for a relationship that allows them to be comfortable sharing information with you. Remember, you’re relying on them to be willing to open up to you about intimate details regarding their health and overall medical condition. That can be tough for some people. Setting the right tone at the very beginning will go a long way towards creating a healthy, productive relationship. A comprehensive onboarding process will ensure that clients share information regarding all of their injuries, not just the ones they were treated for in the emergency room. The ultimate goal of the medical care coordinator position is to ensure that the client’s treatment is on schedule, their pain is being managed, and that the client is compliant with their treatment. Your firm aims to get your clients fairly compensated for their injuries. The road to recovery for many clients is long and difficult. Supporting them throughout this process is vital. In doing so, you’ll create raving fans of your brand, your team, and your law firm.
graphic image of team shaking hands
Human Resources | Leadership
We are Not the Same, but We are Together
If I’ve learned anything from years of HR classes and training, it’s that people perform better when they can be themselves. Each of us is a unique individual, with a rich background and unique experiences that shape us and our perspectives.
5 min read
Mary Ellen Murrah
June 27, 2022
LGBTQ+ Pride lesbian gay If I’ve learned anything from years of HR classes and training, it’s that people perform better when they can be themselves. Each of us is a unique individual, with a rich background and unique experiences that shape us and our perspectives. Those varying voices and perspectives are critical to a successful and profitable business. As a member of the LGBTQ+* community, I feel fortunate to work for an organization where I can bring my full and authentic self to work every day. I am comfortable sharing details about myself and my family with my colleagues, having my wedding photo on my desktop, and celebrating important milestones in my life with my work family safely and happily. The sad truth is that not everyone is able to bring their authentic self to their place of work or experience a welcoming environment. This can make team members feel isolated and scared and be a major contributing factor to poor productivity. That’s right – it can affect your bottom line. I once heard an analogy about diversity designed to showcase the importance of different perspectives. It has to do with looking at a building from street level: No matter what your angle, you as one individual can only see two sides at a time. There is no place to stand that allows you a full and complete picture of the whole building. To see the entire building at the same time, you need to collaborate with someone else, allowing multiple perspectives to build upon each other and unveil the building as a whole. What a wonderful analogy for business! For every problem, idea, concept, workflow, and opportunity, there are different perspectives – different blind spots. That’s why workforce diversity is so critical and positive. It’s crucial not only for team members but remember, at law firms, we work with the public, that diverse crowd of people whose shoes we must place ourselves into to serve them best. We can do so most effectively by employing a diverse workforce and ensuring everyone’s voices are heard. Representation matters because it helps us understand and appreciate other perspectives. It broadens our worldview. As we approach the end of Pride month, it’s the perfect time to discuss how you as an employer can better support your LQBTQ+ team members and have a safe, comfortable, and inclusive workplace.
graphic of man meditating
Human Resources | Leadership
Unlocking the Mystery of Mindful Leadership
Recently, I integrated a new habit into my normal day-to-day life that has created profound change and inspired new ways of thinking. Let me first say that this practice is so unlike me...
6 min read
Mary Ellen Murrah
June 20, 2022
Recently, I integrated a new habit into my normal day-to-day life that has created profound change and inspired new ways of thinking. Let me first say that this practice is so unlike me, so foreign, so…new age…that I’m still surprised I even tried it. And even more surprised how impactful it’s been on me! I’ve shared this practice with my team, with my clients, and with my family. What is it? I started meditating and practicing mindfulness. It’s a few minutes every day. An intentional practice where I allow space to just…be. Kooky, right? I know what you’re thinking – how in the world can meditation and mindfulness have anything to do with my law firm and how I lead my team? Well, it actually has everything to do with it. There is growing evidence that suggests leaders who practice mindfulness and become, in essence, mindful leaders are more likely to garner deep respect from their team, influence, inspire, and motivate others, and create a safe and healthy workspace. In order to demonstrate this, let’s take a look at two different leaders. One who does not employ mindfulness and one who does: Tom – The Frustrated (and Frustrating) Leader: Tom wants to see results. His team walks on eggshells around him because he’s known for huge mood swings and shocking levels of unpredictability. He’s not steady. In fact, being in his presence is like riding a roller coaster. His team members never feel like they’ve got his full attention. He’s always on his phone, responding to emails, or taking calls. His “hold on a minute” finger often goes up in the middle of conversations. For this reason, his team members just try not to bother him. He demands his team sacrifice like he had to and expects team members to work long hours and deliver completed projects as quickly as possible. “Just get it done,” is his motto. While he constantly and loudly demands results, his team is often unable to deliver. He doesn’t take the time to check in with his team and newly onboarded team members often only know him because his name is on the sign. He’s an intimidating, unpredictable, disconnected, and frustrated leader. Tim – The Mindful Leader: Tim takes a different approach. Tim takes the time to connect with his team. When they speak with him or attend a meeting, they feel like he’s locked in and listening. They feel heard. He seeks out and cultivates relationships with his team members. They feel connected and committed to him and to the cause of the firm. He listens to all of the information about a problem or situation and takes the time to digest it before he reacts. He allows his team to speak openly and candidly to him. In return, they feel empowered. He constantly shares his mission and vision for the firm with his team. And, maybe more importantly, he quietly and steadily embodies the essence of that mission and vision. He shows his team how to serve the firm’s clients; he doesn’t just tell them. When things go wrong, he’s steady and non-reactive. The way in which he handles moments of disruption or chaos serve to anchor his team, and they’ve learned to follow his example. They have, in fact, become more equipped at handling problems without needing to seek him out. His leadership style is best described as calm, connected, steady, and mindful. We all know and have worked with or for a Tim and a Tom. Heck, we’ve all been a Tim or a Tom at some point in our career. I know which leader I’d rather work for and which I’d rather be! It takes work to be a Tim. It takes an understanding of ourselves and a true emotional intelligence that comes from looking inward. The path to becoming a mindful leader Becoming a mindful leader takes a refocusing of one’s approach. Learning how to remain centered takes time, dedication, and commitment. It’s much easier to react quickly than it is to approach whatever happens with calmness and balance. Remaining grounded is the real key, but understanding how to do that in a way that allows you to embrace the ideals of being a mindful leader is much more complicated. The ideals of being a mindful leader include: Seeing problems from a new perspective You no doubt, as a leader, have fires to put out, challenges to solve, and work to do. It’s really easy to get caught up in the day-to-day work that is life at the firm and not take a minute to come up for air. Working like this leaves little time for strategic thinking. Mindfulness and mindfulness training allows the time and space to let go of thinking about the everyday fires, the administrative tasks, and the daily firm operations. Freeing up that clutter leaves space for thinking at a more strategic level and approaching problems differently. Developing self awareness, self regulation, and empathy Mindfulness is amazing at helping us develop a deep awareness of ourselves and our emotions. By being in tune with ourselves and observing, without judgment, our thoughts, fears, and emotions, we become better able to regulate ourselves and approach situations, problems, and opportunities thoughtfully. We are able to take the time to listen, really listen, to others as opposed to composing our response to them while they talk or hurrying them through. We develop empathy for others as we become more aware of ourselves. Remain calm As humans, we are hardwired for survival. When emergencies arise or problems happen, we jump to extremes, creating a thousand catastrophizing “what if” scenarios. We make problems bigger by thinking of all the reasons why something is bad and could get worse. You would be shocked at how a simple reframe of thinking can help. If and when you find yourself thinking of all the reasons why something could go wrong or turn out badly, change your thought process from a “what if” to a “what is”. “What is” thoughts are simply statements of fact about the current situation, a pragmatic assessment of the issue. “What is” statements say, “I am having a problem. It feels big and scary, but here are the facts: I have a great team, and I stand by my firm and its service delivery. I can learn and grow. I can work to make things right.” That is what IS. Not panicking has a tremendous impact on your team as well. Others notice when you take a calm approach and thoughtfully respond. It makes you more open and approachable as well. Improving your decision making When we experience strong emotions, our ability to make decisions is negatively impacted. In fact, the stronger the emotion and the more swept away by it you become, the worse your decisions become! Mindfulness allows us to take a proverbial beat to examine our emotions and better regulate them. Once we are free from the hijack effect that emotions can bring, we are able to look at situations more objectively and make sound decisions based on fact, past experience, and objective data. We’ve all made decisions in the past based on emotion. I know I have, and those are some of the decisions I regret most! Innovate Mindful leadership and the ability to look inward without judgment allows a leader to push past cognitive bias and the status quo. In general, most people avoid stepping out of the norm. We tend to value our ability to fit in. However, the status quo is often what holds us back. It’s our fear of failure, of the team’s failure, of disrupting the way we have always done things that makes innovation difficult or scary. Taking the time to examine ourselves, our emotions, our problems, and our opportunities allows space for new ideas and a productive challenge of the status quo. It can do wonders for innovation by helping us confront our fears and recover from them more quickly. If we aren’t afraid to fail and leave space for that, imagine the possibilities! This enhanced capacity for innovation has an effect on your team as well. When you leave safe space for failure, for brainstorming, for trying…your team becomes more open to innovation and problem solving as well. It’s a fantastic trickle down effect! The time put into practicing mindfulness pays off dividends, and it is a practice that you can hone over time as you learn more about yourself. There are plenty of books and online resources that can help you with mindfulness. Personally, I have begun my dipping a metaphorical toe into the deep waters of meditation by using the Calm app. There are other apps that make the practice feel approachable and seamless. The few minutes I have been taking in the morning and afternoon to stop and practice mindfulness have been a form of self care for me that I can’t seem to stop talking about to my friends and colleagues. It’s the art of putting in the work on something that does work on you. That’s a good way to spend a few minutes of the day. I find myself calmer, more balanced, and better able to handle whatever the day throws at me. I challenge you to take a step into the new age (don’t worry, I won’t tell anyone you’re trying it).
graphic image of maternity and paternity leave
Leadership
Best Practices for Maternity and Paternity Leave
Many employers have added paid family leave policies to their benefits packages as a way of staying competitive in the hiring market and attracting new candidates. This has become increasingly common among the highest-ranked US employers.
4 min read
Dr. Heather Carroll
June 16, 2022
Many employers have added paid family leave policies to their benefits packages as a way of staying competitive in the hiring market and attracting new candidates. This has become increasingly common among the highest-ranked US employers. Offering some form of paid family leave can make your firm more attractive to potential top-tier candidates. Additionally, paid leave policies can increase employee retention. Studies have shown that when paid maternity leave is given, women are more likely to return to their positions after giving birth. Regardless of whether you decide to offer paid leave to your team, you should still have a plan in place regarding what to do when one of your employees requests to take family leave. Does your firm offer paid maternity or paternity leave? Families come in all shapes and sizes now so many employers have opted to use the broader term, “parental leave” to cover any paid family leave they offer. If you decide to offer a paid parental leave package, you will need to clearly address the parameters of this benefit and ensure that you are offering it equitably to all employees. Be familiar with FMLA! The Family and Medical Leave Act (FMLA) of 1993 is a federal policy that allows some workers to take up to 12 weeks of unpaid leave due to certain familial situations. However, depending on the state you are in, there may be even more restrictive state laws that could apply to your firm. For example, there are currently 10 US states that do mandate some amount of paid parental leave for certain employees. So, in addition to being familiar with FMLA, don’t forget to check your state laws to ensure compliance. We highly recommend that you seek legal guidance regarding these policies to ensure your firm is in compliance. Designate one person in your firm to serve as the point person for FMLA. If you have an HR manager, they are a natural choice for this responsibility. However, if you don’t have a team member who is responsible for HR at your firm, you should still designate one person to be your FMLA expert. Laws are ever-changing, and it will be easier for your firm to stay compliant when one person is tasked with this responsibility. If you leave this task up to individual supervisors, you are asking for confusion and errors. While individual supervisors can work with your FMLA expert to handle issues such as work coverage, it’s still important to have a primary point person who has been handed the responsibility of ensuring your firm is in compliance with FMLA. Your FMLA expert should also be familiar with any short and/or long-term disability plans your firm offers. They should be prepared to educate team members on how those plans can work with their FMLA or parental leave requests. Whether or not you decide to offer paid leave depends on your business model and your local laws. However, when one of your team members requests to take leave under your policy, a state guideline, or under FMLA, you will need to have a plan in place so that you, your employees, and your firm are prepared to accommodate the needed time in a fair and consistent manner. When team members do take extended time off for maternity or paternity leave, or for medical reasons, it’s critical, as employers, to approach these instances thoughtfully, intentionally, and carefully. Here are some important considerations: Make a plan for your team member’s leave. You should develop a plan for your team member’s absence well in advance of their leave in cases where that’s possible. While FMLA requires advance notice, when possible, sometimes these types of absences are unforeseeable. If you are able to develop a plan ahead of the leave, make sure you know key details like when the leave is expected to begin. One of the biggest concerns employers have about family leave is who will cover the responsibilities of the team member that is on leave. If possible, plan a gradual exit that includes collaborating with the team member that is appointed to cover their work. This is especially important if you are considering bringing in a temporary employee who may be less familiar with your firm. But acknowledge that unexpected events happen and have a backup plan in place in case that gradual exit isn’t possible. Make a return plan. Ultimately, you want to ensure your team member’s return after their leave. Your goal should be to make the return as easy as possible on the employee and on your firm. Offering a gradual return to work can be a great way to accomplish this. Consider letting them return part time and gradually build back up to full time hours again. This will allow for a much smoother and less stressful transition for all. When a team member returns from maternity or paternity leave, their role conflict has the potential to be at an all-time high. As their employer, you may be able to help minimize that conflict and ensure their successful return if you plan ahead. Communicate! I cannot stress this enough. Sometimes when a team member requests family or parental leave, you may be forced to make tough decisions. Perhaps you may be forced to hire a replacement or to transfer the team member into a position where the absence will be less disruptive. These moves can be very concerning and upsetting to your team members if they do not understand the plan. Ultimately, you want to retain your team members. You have invested in these individuals, and you are a team. Ensure that you communicate with them, and that they understand the plan for their position while they are out. They need to know that their position is secure for them to return to at the end of their leave. Keeping these best practices in mind can ensure that you will not only be compliant with applicable laws but also be prepared to handle the inevitable requests for leave. It is important to remember that your team members need to integrate their work and personal lives. If you work as a team with them to handle any needed work absences you can not only increase team member loyalty, but you can ensure that your firm will continue to operate efficiently during family leave absences.
graphic image of recruiter
Leadership
What To Look For When Recruiting Your Recruiter
Recruiting is the process of finding and hiring the best and most qualified candidate for a job opening, in a timely and cost-effective manner. Successful recruiting is paramount to a business’s success.
5 min read
Sarah Waggoner
June 6, 2022
Recruiting is the process of finding and hiring the best and most qualified candidate for a job opening, in a timely and cost-effective manner. Successful recruiting is paramount to a business’s success. Teams must grow and evolve in tandem with the company. If you haven’t figured out how to seek out and entice new top talent to your firm, you’re likely feeling the pressure and frustration of that deficit. Making recruiting all the more complicated is the fact that it is a process. That’s right – the cat is out of the bag! RECRUITING IS A PROCESS. This process involves several critical steps and stages. Dropping the ball or blundering at one of the steps can mean wasted time, money, and effort. Basically, it’s important to get it right. That’s why many organizations choose to outsource their recruitment needs. This can be a rewarding experience if done the right way. In this blog, we’ll take a closer look at how to properly engage with a recruiting or staffing agency. Interview the recruiter I know you don’t want to be the one doing most of the recruiting, but, in this instance, it’s important for you to play an active role. The market for recruiters and recruiting companies is huge. The one problem you won’t face is a lack of options from which to choose. So, here’s how to approach the initial “recruiting your recruiter” phase: 1.) Do your research! Google is great, but when you’re looking for a recruiting company, you just need more. Ask trusted colleagues about recruiters they’ve used. Ask about their experience – good, bad, and ugly. Referrals matter, as you know, so seeking out recruiters who have had success for other plaintiff law firms should be at the top of your list. 2.) Interview them! That’s right. Put them through their paces. Consider questions about their process, experience, approach, success rates, and interview style. Don’t be shy here. This is their chance to demonstrate to you that they are the right fit to help you grow your business. Ask questions like: Will the recruiter take the time to understand your business? Do they know your market? Do they have experience working within the legal industry? Do they have specific knowledge about personal injury law firms? Do they really understand the roles for which they are recruiting? Can they provide a general description of what a paralegal or case manager does? Can they describe what makes a great intake specialist? 3.) Tell them about YOU! There is no such thing as overcommunication when working with an agency. Most of the time, they don’t know you and your firm, so it is up to you to tell them. A “discovery” call or Zoom meeting is recommended to introduce you and your firm and provide them with critical information. Give them information like: Your firm’s mission and vision statements A description of your company culture Details like how many employees you currently have on staff Information about what type of new team member(s) you are you looking for Bottom line: You cannot assume a recruiter will know these things. Take responsibility for your role in this phase. Make sure you communicate your expectations clearly. If you take the time and put in the work during this phase, you can and will experience the relief that a good recruiter can provide you and your team. But, they can only succeed if they’re given what they need and if they are the right fit for your business. What comes next? After you’ve selected your recruiter, we recommend that you continue to see the engagement as a relationship. You’re working together to expand your team and your brand. They’re handling a lot of the heavy lifting, ideally, and saving you and your team time and money, but it’s never a good idea to hire a recruiter and then completely remove yourself from the equation. Let them know where you draw the line If a staffing agency or a recruiter is vetting candidates for you, it is imperative you tell them your HARD nos and parameters before the vetting and interview process begins. This helps to avoid awkward communication with potential candidates after they have already gone through some of the vetting stage. Provide your recruiter with the answers to questions like: Is there wiggle room on your minimum requirements? What is your social media policy? Is previous experience necessary or can your firm train anyone who is willing to do this job? What are the typical working hours, and are they flexible? Do you offer remote working options? What benefits are offered? What holidays are observed? What is your dress code? Communicating as much as you can to your recruiter will aid in them sending you a good fit in a timely manner. After all, scooping up a qualified candidate as quickly as possible is the name of the game! Setting the right tone Did you know your recruitment process is a candidate’s first impression of your firm? The agency you select may very well be the first voice a new candidate hears and be given the first opportunity to sell who you are as a law firm and why anyone would want to work for you. After you’ve engaged with a recruiter, it’s important to continue to convey to them who you are and how you want new candidates to be treated. Your mission and vision will go a long way in this endeavor, but you may also want to consider explaining or providing them with copies of things like: Your code of conduct Team member newsletters Team member bios (if not on your website) Average years of experience for each position at your law firm It is also important to communicate to your recruiter at what point you or the hiring manager will want to be involved in an interview. Since the recruiting process is the candidate’s first impression of your firm, it is important the interview be done in a timely fashion. This will help the candidate feel valued from the start. When the recruiter or agency brings you a well-qualified candidate, it is important to get an interview scheduled within a week or two, if possible. The job advertisement When working with a staffing agency, the job description for the role that you are hiring for is vital. It is how the agency will create your firm’s job ad. Job ads that are creative and out-of-the-box tend to attract lots of interest. Include, along with the job description, anything you may feel important to include in the job ad. Unique attributes about your company could be compelling and attractive to top-talent. Consider things like great cultures, job perks, team events, and special benefits. Most agencies will know where to place your firm’s ad. However, if there are particular sites you would like it placed on, it is important to voice those to your recruiter. We also recommend you ask to see the ad and review it prior to the agency posting it on various job boards. Make your recruiting process personal Get to know your recruiter. They will be the first impression of your firm. Make sure they understand your expectations regarding candidates and in return make sure you are available for questions they may have for you. When using an agency or recruiter, remember the team approach. This is a relationship! You are working together for the benefit of your firm. Use your time wisely and set your recruiter up for success. Like a new team member, give them all the information they need to do their job well. This will save you time and money in the long run! Getting the process right is imperative and will ensure you are retaining top-talent within your law firm.
graphic image of compassionate leader
Leadership
Leading with Compassion
Compassionate leaders not only see their employees as integral parts of their organization, but they also view and recognize them as individuals. They recognize the needs of their employees in their entirety, not just as they mutually fulfill the needs of the business.
4 min read
Dr. Heather Carroll
May 31, 2022
What is compassionate leadership? Compassionate leaders not only see their employees as integral parts of their organization, but they also view and recognize them as individuals. They recognize the needs of their employees in their entirety, not just as they mutually fulfill the needs of the business. Compassionate leaders are influencers, not authoritarians. Their leadership style is focused on encouragement, and they rarely (if ever) make demands of their team. They understand and respect their team and provide a leadership style that supports and empowers them. They inspire team members to unite towards a common goal through messages of hope, commitment, and passion that they demonstrate every day. Why is compassionate leadership important? Your team wants more than a paycheck from you! Today’s hiring market is competitive. If you want to attract the best, you must be the best. Top talent is seeking a workplace that will offer feedback on their performance, provide professional support, and allow them room to grow and develop. A recent Gallup poll asked 13,085 US workers what the most important factors were to them when considering a new job. Of the top six responses, one was a pay increase, however the others all involved issues related to their overall wellbeing: work life balance, the ability to work to their strengths, job stability, and inclusive policies. Being a compassionate leader will allow you to meet these expectations and provide an attractive workplace for new talent. How can compassionate leadership be practiced? There are so many ways to show compassion to those around you, and compassion does not always fit into a one size fits all box. As mentioned earlier, you need to see your employees as individuals in order to be a compassionate leader, so you will need to recognize those individual needs. Here are a few tips to help you do that: 1.) LISTEN Listen to your team members. Start by letting them speak. Give them a safe space to voice what they feel and what’s important to them, without any fear of retribution. Be okay with hearing the good and bad. Engage in the conversation with them. Hear them out. Remember, though, that productive communication is two-way. Afterwards, follow up and take action! Check in on them from time to time to show that you heard and remember their thoughts and concerns. If there was action needed, don’t forget to take that action. That simple act alone lets the team member know how important they are to you. Be honest when action cannot be taken immediately or at all. You can still hear out their concerns, even if an immediate fix isn’t possible. Studies have shown that the simple act of voicing concern and being heard is impactful. 2.) BE PRESENT Compassionate leaders are in touch with their organization and their team. When you are working with your team members, try to really be there in that moment with them. Focus on one thing at a time and minimize distractions. When your team members speak to you, make sure they feel like they are your priority at that time. Put your phone down and ignore your email. This is possible if you time block your day appropriately. This will allow them to feel like they are your priority in that moment. Being present also means recognizing our thoughts and feelings about a situation. So again, lead by example. If you are cognizant of your own feelings, you will be able to show your team that you recognize their feelings as well. A useful tool for all leaders is mindfulness, and that comes with practice. It’s a skill you can hone, just like any other. Being in touch with your own feelings means slowing down to recognize your thoughts, taking deep, slow breaths, and doing a “self check” on a regular basis. There are many guided meditation tools that can help you as a leader be more present and mindful. 3.) SHOW GRATITUDE Showing gratitude towards your team for their contributions can raise their morale, increase engagement, and raise overall productivity. Recognizing their achievements with frequent notes and messages can have a tremendous effect on your team. Understand that some people respond better to private praise and some respond better to public praise. A compassionate leader, that is in touch with their team member’s individual needs, should seek to understand which form of praise an individual will respond best to. In addition to individual praise, compassionate leaders can show gratitude to their team as a whole. Recognize success in a way that lets your whole team know that their contribution counts. Make sure team members at all levels feel that you see them as an important piece of the success. In fact, just being compassionate and recognizing them is an important way of letting your team members see and feel your gratitude. 4.) COACH AND DEVELOP Coaching and development is a key component of compassionate leadership. A good coach celebrates success and recognizes areas ripe for improvement. Your team members have needs. Those needs include the ability to feel competent and successful in their work. Ensuring that they can meet that need will make you a compassionate leader. In addition, they might have higher career aspirations. Showing that you not only recognize those aspirations but are also committed to helping them achieve their goals will make them feel like a valued member of your organization. Have honest conversations with your team members about their career trajectory and the timeframes involved. When things don’t go right with a team member, a hard conversation must be had. Having laid the groundwork as a compassionate leader will help you connect with that team member at that moment and navigate the difficult conversation. Compassionate leaders are able to run a highly effective business, while not losing touch with human connection in their organization. Coaching in the workplace has a direct correlation with higher work performance and team member confidence. If you want to have high expectations for your team and expect them to meet those expectations, you’ve got to equip them for success. Compassionate leadership can help you achieve high productivity from your team, but it allows you to accomplish that goal in a way that empowers, not belittles your team. Having high expectations isn’t enough if you don’t provide the motivation and guidance your team needs. In order to be a compassionate leader, you must also live up to those same expectations yourself. Ensure that you are leading by example. Practice what you preach and set the tone for compassion throughout your organization. Keeping the four elements above in mind will help you on that path.
graphic of man looking out through binoculars
Intake
The Perfect Intake Team Member or Where Can I Find a Lola?
Plaintiff law firms understand that intake is the lifeblood of their firm. That means, in effect, that intake team members are vital to the success of the firm as a whole.
4 min read
Amanda Hankins
May 23, 2022
Plaintiff law firms understand that intake is the lifeblood of their firm. That means, in effect, that intake team members are vital to the success of the firm as a whole. Without a stellar intake team, firms struggle to sign up the leads they want and are often unable to convince potential leads why their firm is the right choice. Awesome intake specialists know how to make every single person who calls your firm feel heard and important. That, I think you’ll agree, is a superpower. But what makes a great intake specialist? And where do you find them? In the current job market, finding and recruiting top talent is a monumental task. The Great Resignation (or the Great Renegotiation) has shifted the power dynamics towards those seeking employment rather than those trying to fill positions. Businesses are being forced to talk more about who they are, what beliefs they hold, what their vision is, and how they want to serve the communities in which they work. That’s all positive, in my opinion, but we’re still seeing that even firms who have put in the work and introspection are still coming up with empty nets. Many law firms that are doing everything right in recruiting from defining their vision and mission to posting creative job ads to timely candidate response time find they are still struggling to secure top talent and that struggle has left holes in departments, most notably intake. So, I say it’s time to get creative. Let me explain. I recently had an amazing dining experience I want to share with you. (Stay with me – I promise this relates to how you can find the perfect intake specialist!) My husband and I were celebrating a milestone and made reservations at our favorite high-end restaurant. We knew we’d get to experience an incredible meal and a breathtaking view to boot! We snagged the best table in the house and were immediately greeted by our server, Lola. She met us with a warm smile, filled our water glasses, and took the time to ask if we were celebrating anything special. She took our drink orders, described the specials for the evening, and made a personal connection with us immediately. Lola assured us this dining experience would exceed our expectations. Throughout the evening, she was perfection, ensuring we had everything we needed and communicating with us as if we were old friends. She was right – the experience was better than we ever expected. Sure, the food was good and the atmosphere was pleasant, but our expectations were exceeded due, in large part, to her. Her customer service skills, personal connection, and warm and friendly interactions turned a good experience into a stellar one. It was on the way home from dinner when my “legal operations brain” kicked in. Law firm intake teams need Lolas! Those are the people who make an awesome first impression and turn a good experience into a great one. Lola is exactly who every industry should strive to hire, especially for positions that are client-facing. Often, when it’s time to think outside of the box in terms of recruiting, Vista encourages our clients to search for team members with previous experience in the food or hospitality industries. Why? Because recruiting talent who are teachable, fit your culture, know how to connect with people, exhibit stellar customer service, and have professional and emotional intelligence can trump experience in our specific field. People who have worked in the hospitality industry have experience that is vital. They’ve developed: Patience The ability to quickly connect with someone A kind, friendly, and relatable tone Outstanding listening skills A keen eye for detail Intuition that allows them to identify when something’s off or when you need more information A great work ethic Take a close look at that list. If I were to separately define what makes the perfect intake specialist, guess what? Every single one of these traits and skills would be on that list! I like to refer to the intake team at a firm, alternatively, as the New Business Team. These team members are your front line and are responsible for turning leads into clients and building a solid book of business for your firm. Referring to them as such reminds both them and your leadership team of their critical role at the firm. Your new business team should be comprised of unique individuals who must be caring and considerate each time they communicate with leads through voice and text all while being professional. New Business Team Members must possess a skill set allowing them to think outside the box, be very organized, and be dedicated to the team. Since this team is typically responsible for first impressions with potential clients, being able to shift from one phone call dealing with catastrophic injuries to answering the next with enthusiasm and professionalism can be very difficult. The team is constantly fostering relationships all while resetting and refocusing so they are “ready to go” for the next caller. New Business Team Members don’t grow on trees! Once you find them, take care of them. It’s flawed logic to view the role of intake specialist as simply a stepping stone position at your firm. The skills the great intake specialists possess are hard to come by because they’re usually hard-earned and have taken years to develop. Those skills are valuable! So, here’s the takeaway: Don’t be afraid to get creative when searching for new intake team members. There’s value in experience gained from other industries. Always be on the lookout for talented people. Carry business cards with you. If you have a great customer service experience, hand that card out and tell them you’re looking for talented people to join your team. Once you locate greatness – once you find an awesome intake specialist… keep them happy and focused on growing your most important department. Simple, really. The Lolas are out there. Now go find them!
Graphic of man standing at a bar chart board
Leadership
Why a Vision and Mission Statement Can Be a Game Changer for Your Firm
We hear from many firms that they know they “should” put together a firm mission/vision, but still view the project as unimportant at best and too “in your feelings” at most.
5 min read
Mary Ellen Murrah
May 16, 2022
We hear from many firms that they know they “should” put together a firm mission/vision, but still view the project as unimportant at best and too “in your feelings” at most. At Vista, we believe having a defined vision for your law firm gives you and your team a focal point on which to base decisions, guide actions, and provide inspiration. Considering today’s job market, having a vision for the future may help your current team stay invested in your cause and may even attract talent who want to work toward something meaningful. Think about it…we are in the personal injury business. It’s personal, and you and your team enter the lives of your clients during some of their most difficult, painful, and heart wrenching moments. The work your firm does is not only meaningful, but also impactful in the lives of others and often serves to shape the future. Taking the time to define your firm’s vision helps your team understand their place in the greater scheme of things and can motivate, inspire, and guide. So, how do you go about defining your firm’s purpose? Begin introspectively, but also consider involving your team. Surveying the people who work on your cases every day can uncover some fascinating points of view and thoughts about where the firm is headed. It also serves to help the team feel involved and invested. Best of all? Technology makes surveying your team quick, easy, and inexpensive! Your vision for the firm is big picture and should give you a lofty point on which to focus – something you and your team will work hard toward accomplishing in the future. Some questions you can ask yourself to come up with a vision statement are: What do you ultimately want to achieve in your practice? What do you want to be known for? What kind of reputation do you want to have? What kind of clients do you want to serve? Think hard about those questions and consider combining your answers into a short statement that spells out an aspiring vision for the firm. Don’t be afraid to go big! Do you want to be the BEST personal injury law firm in your state? Do you want to change the lives of people in need? Do you want to change the narrative about what it means to be a personal injury attorney? Great! The vision should be inspiring and give you and your team meaning for the future. Your mission helps determine the firm’s daily direction. Don’t think of your mission as a marketing statement or a way to tout your credentials as a lawyer or an outline of the firm’s big wins. Instead, your mission statement should focus on your clients. Consider their needs and determine how your firm will serve those needs in a way that sets you apart from your competitors. Again, it should be inspiring, both to you, your team, and your clients. Others should read the mission statement and think, “this is exactly why I want this firm to represent me.” The mission should be how you work every day to get you closer to achieving that lofty vision you’ve defined. Think of it this way: Your vision is the “someday.” Your mission is the “every day.” Many firms don’t stop at a mission and vision statement, but take it even further and develop performance standards and values. These are a set of guidelines for you and your team relating to how you act, how you treat each other, how you treat clients, and what is acceptable. Speaking about others as if they are listening to our conversation is one example. It serves to reduce gossip and ensure we talk about our clients and each other with kindness, even when they are not listening. Developing your mission, vision, and values is not a one-and-done situation. While the statements themselves should have longevity, the process of developing them is fruitless if you don’t USE them. How can you make the most of the time spent developing your firm’s purpose? Signage and Reinforcement Once you have developed your purpose, ensure the sentiments remain top of mind. Reinforce them regularly through signage. Consider framing and displaying your firm’s “why” in high traffic areas where team members and clients can see and be inspired by them. Some firms even use their purpose in swag for their team. Talk About It! This is crucial. As a way to reinforce the importance of these statements, you should talk about them and encourage your leadership team to talk about them, as well. Remind team members when you can. Team members tend to gauge something’s importance by how often leaders talk about it. That means if you want your employees to remember your vision of stellar customer service, you need to talk about it whenever it’s possible and makes sense. Fortunately, there are many opportunities to remind your team about your firm’s purpose. Consider making it a part of: Team meetings Daily huddles Monthly team newsletters One-on-one meetings Casual conversations Annual performance reviews Serve as an Example of Your Vision and Mission You as a leader are the best example of the mission and vision in motion. Your buy-in and actions are the easiest way to remind your team and ensure they are aligned with the “why.” Let your leadership style, your everyday actions, and your decisions be an example of your firm’s mission and vision in action. Suggest ideas and procedures that align with the vision. Ensure your words and actions are purposeful and mindful and reinforce the goal of the firm. Remind the Team at Appropriate Times Remember that your team is human, and humans need reminders. That’s why ongoing training is so important. Take the time to remind your team regularly about why you do what you do. Did you send an email to a case manager with no response? Remind that team member about your performance standards and values! Did you find a case with no client contact in two months? Remind that team member about our vision and who we are here to serve! Many conversations can be tied back to the firm’s mission and vision. Get the Word Out Many companies create a culture page on their website to describe what it’s like to work for them. It’s a recruiting tool, but it’s also a prime opportunity to promote your customer service-driven vision. You can promote this content on your social media pages too. This message is important, and incorporating it into your public-facing presence will mean something. Remember Your Why The work law firms do can take its toll. It can challenge us emotionally and put a heavy weight on our shoulders. Working with difficult, scared clients can be taxing for your case managers, paralegals, and attorneys. Team members can get burned out. It’s critical that we provide the team with inspiration and guidance and help them see the greater picture and how they fit into the larger firm “why.” That’s what a vision and mission statement can provide to your firm: inspiration, a cause to rally behind, and a guiding principle by which to make decisions and embrace roles. It’s a fundamental foundation of every successful business.
graphic of leader giving presentation
Human Resources | Leadership
Tools, Training, and Expectations
Do you often feel like both you and your team members are frustrated by reoccurring issues, constant confusion, missed marks, and ongoing communication difficulties? If so, then it’s probably time to do some careful internal assessments.
4 min read
Pam Travis
May 5, 2022
Do you often feel like both you and your team members are frustrated by reoccurring issues, constant confusion, missed marks, and ongoing communication difficulties? If so, then it’s probably time to do some careful internal assessments. Ask yourself this critical question: Have you given your team the blueprint for success? Vista’s blueprint for a team’s success focuses on three key areas: Tools, training, and expectations (TTE). In this blog, we’ll take a closer look at each of these areas. TOOLS Proper tools are a fundamental part of success for each team member. Without the necessary tools, production lags and frustration runs rampant. Think of this way: Would you expect your mechanic to change a tire with a screwdriver? Of course not! So, you can’t expect your team to function well without the tools they need to do their job. If they are trying to work on a computer that “freezes” every 30 minutes or use a software program that has not been updated in five years, they have not been given the tools they need to succeed. Every single team member should be provided with current, functional equipment, updated software programs and a comfortable work environment. Their workstations should include quality headsets (if they are in a department that spends a great deal of time on the phone), ergonomic chairs and keyboards, and access to a good quality copier/scanner. Giving your team the tools they need to do their jobs well will increase both productivity and morale. You will have conveyed to them that their jobs are a vital part of the firm’s success. TRAINING Next, every team member should be given the training they need to do their jobs well. Team members should be effectively trained on all software programs used, soft skills, and any tasks specific to their positions. Training should never be considered a “one and done” task. Of course new team members will receive training as part of their onboarding process, but training should be ongoing for every single team member at your firm. Provide recurring training opportunities for your team. Institute weekly or monthly lunch and learn sessions that focus on key areas from which your team could benefit. Encourage your team to participate in continuing education. Growth, knowledge, and development should be an integral part of your firm’s culture. If you promote or hire a new team member into a leadership position, ensure they’re given leadership training. This will serve to set them up for success and provide them with the tools they need to do their jobs well. Often, we think of providing ongoing education to team members in higher level positions, but training is EVERYONE’s business. Each team member should be encouraged to grow and expand their knowledge of their job role. EXPECTATIONS Setting expectations is a foundational element of employee engagement. Expectations, or the lack thereof, have the power to make or break a team member’s engagement and productivity. You can’t expect your team to know what success should look like if you haven’t provided them with clear expectations. Expectations should, of course, be realistic and attainable. Team members who are reprimanded for missing a mark they didn’t even know existed can feel confused, upset, powerless, and like they have been treated unfairly. On the other hand, when a team member understands the expectations set for them, they experience a greater sense of job satisfaction and ownership. That means expectations can have a direct correlation to your bottom line by mitigating turnover and increasing productivity. Every firm leader wants team members who are committed to the firm. The benefits of a committed, dedicated, motivated, and loyal team are boundless. When a new team member feels like you are invested in them and their future, they will be more dedicated to their job and have increased loyalty to the firm. They’ll know what they’re aiming for and be able to self-audit their progress. We need to create measurements of success for our team members from the very beginning. These key performance indicators (KPIs) should be enforced objectively. Make sure the expectations are reasonable and can be accomplished. Be sure to COMMUNICATE them clearly. Don’t just set weekly or monthly KPIs. Establish additional metrics for time periods like 60 days, 90 days, and annually. Use these KPIs to effectively evaluate a team member’s productivity. Be careful though! If a team member misses the mark, use it as a learning opportunity, not a criticism. KPIs and related reports help the team member know what he or she is doing right as well as things that can be improved. WHAT COMES NEXT? If you, as a leader, can confidently say you have given your team the tools to do their job well, the training on those tools and all aspects of their job, and you have set proper expectations, what happens if your team is still not performing up to par? Team members who have been given the proper tools, training, and expectations but still are not performing either CANNOT or WILL NOT, and each is an issue. It comes down to competency and willingness. If a team member cannot perform up to par, they may need additional training or a modified job role. Those who will not perform despite being set up for success make for an easier solution…they are not team members that belong on the team! It’s time to free up their future! THE RECIPE FOR SUCCESS Team members thrive when they know what they need to do, they’ve been trained on how to do it, and they’ve been given the proper tools. This is the simple recipe for success. As you look around your firm and identify team members who may not be performing at their best, ask yourself if you as a leader have set them up for success. It’s never too late to right the ship, and doing so starts with leaders taking a close look at themselves and ensuring they have set the team up for success now and into the future.
graphic of man with law scale
Leadership
SOPs and the Litigation Lawyer: The Balance of Necessity and Value
One of the greatest challenges faced by many “procedure-centric” firm leaders is the ability to persuade litigators of the importance of complying with the firm’s standard operating procedures.
3 min read
Stephanie Demont, Esq.
April 25, 2022
One of the greatest challenges faced by many “procedure-centric” firm leaders is the ability to persuade litigators of the importance of complying with the firm’s standard operating procedures. If the firm administrator operates at one end of the spectrum, the litigation lawyer resides at the other. Procedures are clear. They are black and white. They often represent the closest thing to an exact science in a law firm. On the other hand, much of the strategic creativity necessary for successful litigation is an art, born of persuasion, instincts, and emotion. The best trial lawyers understand this, embrace it, and thrive on the unlimited possibilities that exist to frame persuasive, winning arguments. Many of these lawyers leverage their strategic verbal skills both in and out of the courtroom. For some, the tactical argument can even become the default position in everyday communication with co-workers, friends, and family members! Many litigation lawyers possess very high levels of self-confidence. While believing in their ability to win is crucial for successful case resolution, it can sometimes cloud their ability to appreciate work they may not deem vital to the win. That can result in frustration amongst their team members in both supporting and leadership roles within a law firm. It’s essential for firm operations leaders to not only recognize this, but to appreciate that it is largely a personality trait likely cultivated over time, which may be particularly strong. This can make attempting to convince a trial lawyer of the importance of things such as summarizing a phone call with a client in the case management system a Groundhog Day-like experience that firm administrators must relive over and over again. It is possible, however, to make progress in this area by first considering what drives litigating attorneys. Litigation lawyers are motivated by winning. Many are driven by the challenge of the fight. Words are their weapons as well as their shields. Understanding this, operations managers should make every attempt to speak their language, and their language is the art of persuasion. They are much more likely to operate within the confines of procedural requirements once convinced of how doing so benefits them. It’s the critical, “What’s in it for me?” question to which operations leaders must provide an answer. It is through understanding and empathy that we begin to bridge the science / art divide. While, generally speaking, it’s important for morale and culture to ensure every member of a team operates within some non-negotiable boundaries, the key is not to try and force the litigators in the firm to dot every “i” and cross every “t” themselves. Instead, provide them with the support they require (within reason) to obtain the best outcomes. While some managers and team members might be concerned about the perception of exceptionalism for the litigation attorney when it comes to requiring compliance with all SOPs, this is a specious argument. A firm’s litigators should not be subject to all the same standards as the other team members in a firm. No other position in the firm requires as much time away from their desks during business hours or as many hours preparing, developing and memorizing creative strategic arguments in the days leading up to trial. Instead, the litigation lawyers must have their own set of non-negotiables and key performance indicators that apply only to them. Their KPIs should consist of a mix of outcome-driven revenue goals, client and community service goals, and only essential SOP goals. Tailoring the litigation attorney’s KPIs to what matters most to the clients and the firm is the answer to maximizing the performance of the litigation lawyer. If requiring a procedure yields no benefit to the litigator or to the outcome of the client’s case, we should re-examine the necessity of the requirement. Ask the following: Does the required procedure add value to the case? (such as regularly recurring conversations with clients;) Does it benefit the firm as a whole? (Such as data entry for management report purposes;) If so, can it be performed by a support team member instead? If the requirement is deemed essential, and it is practical only for the litigation lawyer to perform, then it should be deemed a non-negotiable requirement with which they must comply. Failure to do so should result in consequences for which they are held accountable. Therein lies the equity of requirements and outcomes. When operations managers and litigation lawyers learn to strike the right balance, the firm as a whole will thrive. This task simply takes time, patience, and understanding. Learning to appreciate and respect the roles of both team members and the responsibilities they hold should be an ongoing and bidirectional process. The payoff of that work is monumental and worthwhile.
graphic image of computer
Leadership
The Top Five HR Issues You’re Not Handling Correctly
Our work environment is ever-changing. Recent years have clearly shown us that we must be ready and able to adapt to constant changes. Management teams, including human resources managers, have a growing responsibility to keep up with the changing needs of their team, the industry, applicable regulations, and their workplace.
4 min read
Dr. Heather Carroll
April 14, 2022
Our work environment is ever-changing. Recent years have clearly shown us that we must be ready and able to adapt to constant changes. Management teams, including human resources managers, have a growing responsibility to keep up with the changing needs of their team, the industry, applicable regulations, and their workplace. That’s a big task, and you may be surprised how easy it can be for organizations to inadvertently allow their HR practices to become outdated. In this article, I’ll outline five critical HR issues you may not be handling correctly: #1. Insufficient onboarding processes. Every business should have an onboarding plan in place for newly hired team members. This plan should go well beyond a new team member’s first day and should encompass relaying your firm’s mission and vision, providing access to standard operating procedures, connecting new team members with seasoned mentors, and supporting them throughout their journey with your firm. Also, don’t forget about internal hires! They still need to be onboarded! New hires, lateral position transfers, and newly promoted team members all need to be formally onboarded into their positions in order to be successful in their new roles. Every single team member should be provided with a job description and scorecard. They need to be familiarized with their department and their place on an organizational chart. There should be a formal announcement made regarding all new team members. This helps to set the right tone, excite your team, and show the new team member that you’re thrilled to have them on board. Provide all new team members with a formal training plan to ensure their success. If a team member is moving into a leadership role, their training plan should include training focused on effective leadership tactics. #2. Failure to really listen to employee concerns. Too frequently, HR Managers fail to pick up on red flags brought to them by team members. While having an HR Manager or HR point of contact is a great first step for many law firms, it alone is insufficient. Take the time and effort to ensure you have created a truly safe place for team members to report issues. If team members do not feel comfortable reporting or discussing concerns, then small issues can turn into even bigger problems before the management team becomes aware of them. When your team members have an issue, they weigh the risk against the reward of reporting it. Minimize the risk and increase the reward so that you can be sure issues are brought forward timely. If your team perceives a risk in reporting concerns, they will wait until the issue is big enough to tip the scale before reporting it. Worse yet, instead of coming to you, they may report the issue elsewhere, such as the Equal Employment Opportunity Commission (EEOC). How can you create a safe space? Don’t listen just to document. Although documentation is important (more on that later), you should be listening to understand and resolve. Even when team members are reporting issues with which you do not agree, or they seem simply burned out and need a safe space to vent, a great HR Manager should still hear and understand all issues and seek to resolve them. #3. Improper payroll structures. Pay increases should not be automatic; they should be structured and merit based. What is the value that this employee is creating within the team? Team members should understand the expectations their supervisors have of them and understand the benchmark for salary increases. Additionally, consider doing a compensation analysis for each position in your firm to ensure you are paying all team members within the correct pay range. You need to ensure you are paying your team members fairly for their position in your market. The highest performing team members should be paid the highest within their position’s range. Those paid at the lower end of the range should have a clear understanding of what they must do in order to increase their salary. All team members should understand the pay range parameters for the position they hold. #4. Unfamiliarity/noncompliance with Federal Labor Laws. Do you really understand the federal labor laws, and are you in compliance? Fair Labor Standards Act (FLSA), Family Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), and Consolidated Omnibus Budget Reconciliation Act (COBRA) all set out laws your firm should be aware of and in compliance with. Did you know that the IRS estimates that 90% of all employers (who self-administer their plans) are out of compliance with COBRA? These laws are updated frequently with the parameters often changing. Do you truly understand these laws well enough to make sure you are complying? If not, seek out legal advice. These laws can be a minefield, and failure to comply can result in penalties of thousands of dollars a day. #5. Failure to document. We know we need to document performance problems; however, many employers wait too long to document these issues. You let the little things slide until they aren’t little anymore. Then, you scramble to get the documentation you need to take disciplinary action. This rarely works. Hold regular employee performance reviews and be honest but fair in those reviews. In between performance reviews, communicate with your team members frequently about performance and document conversations. Notate all issues, improvements, wins, and losses, both big and small. Build your team members up when they perform well and provide constructive feedback when you identify areas needing improvement. This allows you, the management team, to accurately weigh high performance against low performance for each team member. Furthermore, if you are considering promoting team members into higher positions from within, then you need the documentation trail of your team member’s high performance. Document key elements like performance, attendance, training, and skill-building, and any thoughts/ concerns brought forth by the employee. Bottom line: document, document, document! Getting HR right is a monumental task. The leadership team at your firm needs to be supportive and proactive in that endeavor, and your HR manager should feel like they have the tools and training they need to succeed in their vital role within your law firm. Eliminating these critical HR issues will position your firm for ongoing success, increased morale, and heightened team engagement.
graphic image of man in spotlight
Leadership
Recruiting: The Basics
Let’s face it…unless your occupation is a professional recruiter, no one really wants to recruit! It’s a grueling process that, quite frankly, will occupy much of your time.
3 min read
Sarah Waggoner
April 11, 2022
Let’s face it…unless your occupation is a professional recruiter, no one really wants to recruit! It’s a grueling process that, quite frankly, will occupy much of your time. Time is precious, and you are going to have to spend some time up front to save time when it comes to recruiting. Whether or not your firm has a team member solely dedicated to recruiting, everyone needs to know the basics. This article will highlight those basic elements of the recruitment process and help make yours more effective and efficient. #1. The Job Description The job description is the core of a successful recruitment process. When looking for a new team member, it is important to have an up-to-date job description for the role you are looking to fill. From the receptionist to the CEO, each role within your firm should have a clear and comprehensive job description. Your firm must have taken the time to define the role in order to know who would be the right applicant to fill it. If the role you are searching for is not included in your firm’s current roster of jobs, it’s time to do a job analysis and create a new job description. After all, the job description will be the main tool used to develop interview questions for your potential candidates. Your job description should include: The title of the position General information about the position Purpose of the position within the organization Essential functions of the job Minimum requirements for and basic qualifications of the role Desired salary range for the position #2. Your Job Ad Once you’ve defined the role with a job description, and your firm knows what they are looking for, you’ll need to create a job ad. We believe creating the best ad to introduce your open position is key. It’s important, though, to make it unique. Dull job ads don’t attract top talent. Is it catchy? Does it highlight your firm’s culture? Does it include everything a potential candidate would need to know about your organization, and how they would fit into it? This is your firm’s chance to sell itself. Attractive salaries, bonuses and incentive packages, additional job perks, and programs for training and development should all be included in the ad. #3. Requesting Information From Your Applicants When you post your job ad, don’t just ask applicants to provide their resume. Along with attaching their resume, require some action of your applicants to help narrow your candidate list. Resumes are important, but, remember, they should only be viewed as a snapshot of a candidate’s work life. In addition to submitting their resume, ask them to include a short paragraph explaining why they would be the best candidate for the role. Consider also having them provide professional references prior to the initial phone, Zoom, or in-person interview. This will allow the hiring manager to narrow their prospective candidates, excluding those who might struggle with paying attention to detail or following basic instructions. #4. Vetting Your Applicants This, perhaps, is THE most time-consuming step of any recruiting process. It’s easy today to apply for anything with the click of a button. If your ad is on point, you might receive hundreds of applicants. That can be quite overwhelming. You can, however, employ some effective filters to remove applicants from the pool. Top candidates should meet the minimum requirements laid out in the job description. Their salary requirements should be in the range of what your organization is willing to pay. They should have completed the action item asked of them in the job description. Conducting several screening steps is necessary. Once you’ve identified the top-candidates, begin vetting them. Conduct a series of phone, Zoom, and/or in-person interviews to identify candidates who will fit in the role well. Also consider putting in place a reference check to ensure you are making the most informed decision before hiring. #5. Onboarding/Training While vetting candidates can be the most time-consuming part of the recruitment process, onboarding your new team member is THE most important. Consider the experience from the new team member’s perspective. Make every effort to make “getting to know” your firm fun, interesting, exciting, and as simple as possible. Prioritize interpersonal relationships with other key team members. This is the time to make your new team member feel valued right off the bat. Making sure they have all necessary equipment, materials, and training to get their job done will aid in them feeling part of the team. Does your firm have a standard onboarding checklist or procedure? If not, it’s past time to create one! Assuring your new team member is trained and welcomed properly will directly affect their retention. Creating an atmosphere where they can comfortably ask questions and provide feedback is of the utmost importance. Bottom line: don’t cut corners when it comes to recruiting. Remember: you’re selecting the next person to be a part of your team…the team who lives out your firm’s vision and mission. It’s a big deal! Give it the respect it deserves. Take the time to look at your process and analyze how it works. To be effective and efficient in your recruiting endeavors, you must be willing to spend the time to get it right.
graphic of leader and colleagues
Leadership
Every Problem is a Leadership Problem
I’ve always admired successful organizations and leaders who can accomplish great things, especially when faced with daunting challenges. Leaders who rise to a challenge and rally their troops are respected and revered by their teams and stakeholders.
3 min read
Bill Biggs
March 31, 2022
I’ve always admired successful organizations and leaders who can accomplish great things, especially when faced with daunting challenges. Leaders who rise to a challenge and rally their troops are respected and revered by their teams and stakeholders. Look no further than Volodymyr Zelensky, President of Ukraine, who is currently the world’s most admired leader. His now-famous statement, “I need ammunition, not a ride,” portrays the embodiment of what we look for in a leader. He loves his people. He’s willing to not only fight for them, but with them. He’s not looking for a way out of an extremely tough, some might say unwinnable, situation. On the contrary, he’s running into the battle, the war, and basically scoffing at those who would suggest he do anything else. It’s no wonder his people, and much of the world, are fully behind him. Zelensky is owning a problem he didn’t cause and definitely didn’t ask for. Make no mistake, his vision of leading his country likely did not include dealing with an invasion and navigating his people through what will surely go down as one of Ukraine’s most pivotal moments in history. But he’s embraced the responsibility and is standing firm in the midst of missiles, bombs, chaos, and invasion. I’m sure if you asked Zelensky whose problem this war is, he wouldn’t miss a beat and his answer would be, “This war is my problem.” A powerful perspective and one every leader should embrace. No matter what is going on in your organization, it’s a leadership problem, and that means it’s your problem. I believe every problem is a leadership problem. That’s because the leader should bear, and in fact embrace, the responsibility for every single thing that happens in their organization. Were you the one who forgot to call that client back? No, but it’s your problem. Was it you who failed to spot that key piece of evidence that would have added ten grand to the value of Mrs. Smith’s case? No, but it’s your problem. Did the message not make it from the receptionist to the paralegal, the new attorney not follow the disbursement protocol, or did the toilet paper run out in the client’s bathroom as a result of your direct failure? No, no, and no. But they’re all your problems because you’re the leader of the firm. As leaders, we must take ownership of every detail. At the end of the day, everything that happens is under our influence. We either ordered it, coached it, or allowed it. Before you get worked up and go on a termination spree, I’ll also add that the answer to most problems in an underperforming firm is usually not for the leader to crack down on the team and demand higher performance. In my experience leading, consulting, and observing law firms over the last decade, the first and biggest problem is usually staring at me from the other side of the mirror. When I see (or am leading) a broken firm, it’s rarely due to a bad team. In fact, it’s usually not about a bad anyone. More often than not it’s a perfect storm of some combination of the following issues: Growth Culture neglect Outdated or inefficient systems and processes Haphazard hiring Inadequate training Not enough leaders Poor communication These issues are rarely the fault of any one member of the team, but, ouch, they are the result of leadership that’s fallen behind the curve. Before we work on the team, we must work on the leader. That’s us. The amazing news is that when we embrace the belief that every problem is a leadership problem something remarkable happens. When we are willing to hold ourselves ultimately accountable, we are empowered to make healthy, lasting, and successful changes. We stop blaming and we start getting better. We stop seeing the problem as outside of ourselves and start looking for ways to lead better. If your firm is not where you want it to be, I encourage you to resist the temptation to first see it as an “others” problem. It may in fact be that you have a team problem, but first, become the best leader you can possibly be. Commit yourself to growth. Find an executive coach. Learn best practices and then R&D them…“rip off and duplicate” as Tim McKey says. Surround yourself with other leaders who want to grow. As you get better, so will your team and your firm. If every problem is a leadership problem it also follows that there’s a life and firm transforming truth on the other side of the equation: Every leader can be their own best solution. Let’s go, grow, and impact countless lives for the better.
graphic of team with members at the table
Leadership
The Power of the Right Words
The words we use convey so much more than we might initially realize. They are powerful. They set the tone, reinforce who we are, and convey meaning beyond their perceived simplicity. They have the ability to build someone up or tear them down.
4 min read
Amanda Hankins
March 21, 2022
The words we use convey so much more than we might initially realize. They are powerful. They set the tone, reinforce who we are, and convey meaning beyond their perceived simplicity. They have the ability to build someone up or tear them down. In fact, when you think back on some of the most impactful things people have said to you over the years, you likely remember their words, both positive and negative. As a business leader, you need to take their power seriously and understand that words matter. Carefully selecting the right words to use in the right moments can provide motivation and a unified spirit for your team. Your clients are listening to you too, and they’re also reading between the lines. That makes the words you speak to them and include in your documents incredibly important. Starting your relationship off right with new clients is crucial. Think, for example, about your intake team. Their words mark the first communication with a potential client. Training your intake team to use words that matter from the very beginning is vital. We encourage you to take the initiative to be intentional about the words you use both with your team and with your clients. You’ve got a choice to make. Here are some of the most important words we encourage our clients to pick: 1. Team NOT Staff or Employee: Vista is adamant about using the word team in our everyday language, whether we’re referring to the person who answers your phones or the partners at your law firm. Team conveys that we’re all working together towards some greater goal, and we all have a role to play towards that endeavor. When people hear themselves referred to as staff they think, “I’m staff – they’re management – they get it – I don’t.” You don’t want your team to feel like they don’t have a critical part to play. You want them to feel like they are part of something important. When you are communicating to them or about them, you should emphasize the team mentality. That will inspire them and make them feel like you’re all on the same team, playing the same game, and, ultimately, trying to do what’s right for your client. 2. Crash NOT Accident: Words that accurately describe an event are unquestionably the most effective. Using a word or phrase that conveys the wrong meaning, can be misinterpreted, or undermines the premise of your case can prove harmful to your business. Vista believes the word “accident” doesn’t effectively convey to your clients how seriously you take the event that happened to them. We prefer, instead, to use the word “crash.” We believe terms like “accident” don’t effectively relay that, more than likely, someone has made a decision that was negligent and has caused someone else harm or injury. Crash is a better choice because it clearly defines what happened, removes any indication that your client holds any responsibility for what happened, and, often, is in line with the terminology utilized by law enforcement. It’s important to use crash both when you’re communicating with your client and when you’re communicating with opposing counsel or an adjuster. 3. Agreement NOT Contract: Remember, selecting the right terms from the very outset of a case is important so that you’re able to set clear expectations and emphasize the kind of relationship you want to establish with your clients. When you’re communicating with a potential client, you want to make sure they know that you want them to sign an agreement between two people, not just a contract. Contract can have negative connotations, while agreement speaks to a relationship where both parties have responsibilities. 4. Price NOT Fee: People cringe when they hear the word, “fee.” The phrases “legal fee” or “the fee is a percentage of the recovery” will only serve to put a bad taste in the mouth of a potential or current client. Consider replacing that terminology with “price.” “Our price for the service is X.” It clearly conveys the meaning without dodging the fact that there is a charge for your services. 5. Invoice NOT Bill: Some words just carry negative, cringeworthy connotations. Avoiding those triggering words can allow us to soften what can be difficult or tricky business interactions. Vista suggests you should ditch the term “bill” and use “invoice” instead. The term “bill” can come across as a bit harsh. Alternatively, “invoice” still effectively conveys the appropriate meaning while also eliminating that perceived harshness. 6. Client/Customer NOT Account/File: The words you use when referring to the lifeblood of your business are incredibly important. Vista believes you should “file away” the term “account” when referring to your clients. Instead, we prefer to call them either a “client” or a “customer.” Both of those terms are decidedly warmer and more respectful. They convey that the client or customer is someone who we are serving and working on behalf of. 7. Open until NOT Close at: Any time you can select a word or phrase that leads with positivity rather than negativity, your choice is simple. Consider training your team and ensuring your website and social media content use the phrase, “We are open until” instead of “We close at.” It may sound small, but the slight difference in that phrasing can convey a wholly different meaning to a client. 8. Leadership NOT Management: People follow leaders, not managers. If you want to build a strong team at your law firm, don’t refer to them as “management” or “managers,” but, instead, push terms like “leader” and “leadership.” It accurately conveys what their role and aim is, while also subtly inferring direction and vision. It’s incredibly important to set your leadership team up for success. They will set the tone with the rest of your team and, ideally, be the beacons everyone looks to for inspiration and focus. Bottom line is this…we make thousands of choices every day. Considering the language we use on a daily basis should be one of those conscious choices. Being intentional about your word choice can allow your legacy to be one of hope, truth, and insight, even when you need to deliver a tough message. If, as leaders, we’re thoughtful about how we speak and what we say, we can motivate our team, instill confidence in our clients, and live out our vision and mission every day – in big ways and small ones.
graphic of business man confused
Intake | Leadership
Converting Your Case Management Data, or Nightmare on Conversion Street
Your case management program is the central nervous system of your firm. Implemented well, it automates workflow, houses critical client and case data, keeps your team organized, and generates reports used to make key business decisions.
3 min read
Mary Ellen Murrah
March 14, 2022
Your case management program is the central nervous system of your firm. Implemented well, it automates workflow, houses critical client and case data, keeps your team organized, and generates reports used to make key business decisions. As technology grows and develops and as the needs of your firm change, you may consider making the switch from your current program to another. Considerations Before Converting Before you jump to another program, be sure you’ve truly outgrown the program you have. Ask yourself these questions: Have you invested in training for your team? Is the system set up effectively and efficiently for your firm? Are you pulling critical reports? Do you have a team member who acts as the administrator for the program? Are you aware of all the features and functions available? Are you taking advantage of key integrations with other programs used at the firm? Have you held your team accountable for using the software as intended? Be sure to approach the project with eyes wide open and acknowledge that a new program may or may not be the right solution for your needs. Sometimes, the fix is as simple as committing to make the program you already have work more effectively and efficiently for your law firm. Selecting a New System If you’ve decided that moving to another program is the right choice for you, step one is doing your due diligence in selecting a new program. There are excellent choices in the market, and each system has its bells and whistles. Determine what features and functions are critical for your firm. Involve your team in this step! Your boots on the ground workers who navigate the program daily and intimately know the workflow are a valuable resource. Consider setting up a team of key team members to vet and select a program. Involve team members from multiple departments who will have varying needs and wishlist items. The vetting process should involve demos from multiple vendors. Your key team should develop a list of questions for each demo so a proper comparison can be made. Be sure to ask what the price per month includes and clarify additional charges for things like integrations, conversion work, build out, and reports. Ask for a timeline, as it can vary depending on the complexity of your data, the program from which you are converting, the volume of conversions on deck, and other factors. Whatever that timeline is, add 3 months or more to it! The Conversion Process There is a reason this is called a “process” and not an “event.” You’ve likely amassed enormous amounts of data, and depending on your firm’s processes and procedures, that data may not be “clean.” You may have duplicate providers or clients in your system. You may be housing data in fields not intended for that kind of data (putting dates in a name field for example.) You may have developed workarounds that make the data confusing. When converting to a new system, you’ll see these data issues become painfully obvious. You’ll work with your new case management software provider to map your old data into the new system. This step is critical and involves input and involvement from your team. You’ll need to identify your workflow, consider your current data, and make critical decisions on how to build out your new system. Again, involve your team in this step. This helps you to not only build the right system for you but to gain buy-in from team members throughout the process. As with any change initiative, you may encounter skepticism, fear, and frustration from your team. Acknowledge those feelings and help them to see the ultimate vision: a system that will help the firm better serve its clients by allowing your team to work with intention, feel empowered, and be efficient and effective. Done well, a conversion process involves a few “passes” or reviews of the converted data in the new system. These passes are non-live mini-conversions that help ensure the data is mapping over correctly. It’s critical that your team be involved in checking the data during those passes, as you’ll likely need to sign off on it. A good case management provider will allow as many passes as necessary to ensure your data lands in the right spot and your program functions as intended. Going Live Bear with the process, and know that your “go live” date will come. You can prepare for that date by communicating often with your team, ensuring you’ve invested in training for all team members (both users and administrators), and championing the change in your firm. Set the expectation early that case management software usage is non-negotiable. A good rule to introduce to your team is: if it’s not in the program, it didn’t happen. Final Thoughts No conversion is 100% perfect. You’ll encounter bumps in the road, data that does not match up as cleanly as you’d like, resistant team members, integrations that require back and forth support, and fatigue from the process. It’s all normal, and you will come out of that dip and realize the fruits of your efforts! Vista has helped countless firms navigate this arduous process. We can help you identify needs, think through decisions on workflow, and work with your team as you implement a system. Find out what Vista can do for you.
Human Resources | Intake | Leadership
If it ain’t broke… Should you switch your case management system?
Understanding how to assess if your current system is working for you is important because switching for the sake of switching is a timely and expensive exercise that can lead to frustration and the introduction of new pain points.
3 min read
Pam Travis
March 8, 2022
Understanding how to assess if your current system is working for you is important because switching for the sake of switching is a timely and expensive exercise that can lead to frustration and the introduction of new pain points. If you have done your due diligence and determined that your current system is no longer the right-fit for your firm, it’s just as vital to take another critical step before you commit to another program. You’ll need to identify what you’re looking for in a new system before you start your search More firms are adopting cutting-edge technology solutions to grow their business and better represent their clients. The right case management system can help you manage all the data each case generates and can synthesize that critical data to help you make good business decisions. Clients and employees are better engaged and more empowered by systems that perform the heavy lifting without boxing them into rigid processes that do not meet their needs. If you’ve made the decision to see what’s out there, consider these key goals a new system may be able to provide Increased productivity: When team members can avoid common productivity killers like redundant data entry and tracking, they can focus their time and attention on what really matters to your firm – clients. Greater profitability: The faster team members can move cases through the system without sacrificing value, the more profitable your firm will be. Improved client satisfaction: Happy clients become an extension of your firm’s brand, and the right program can help prevent missed calls, strengthen communication, avoid critical case deadlines, and help cases progress effectively and efficiently. Data loss mitigation: If you are reliant on paper files or multiple databases where you store case data, you’re playing a dangerous game. Your case management system should provide both peace of mind regarding data loss and a single platform that can consolidate all case information. Information sharing with clients: Modern case management systems often provide a means by which law firms can provide updates to and communicate with their clients without having to go outside of the program. On-the-go access: Having quick, on-demand access to information in your case management system helps you make better decisions for your firm and always feel connected even when you’re not in the office. Streamlined processes: Switching to a new system is a good opportunity to take a closer look at your processes with an eye towards improvements, elimination of unnecessary steps, and implementation of modern features like e-sign functionality. Access to critical reports: An enterprise-class case management system can automatically generate reports providing key metrics. Your case management system should include robust reports for your practice area, and, ideally, the ability to create your own custom reports. Elimination of costly in-house servers: Cloud based case management systems may allow your firm to eliminate or decrease the in-house technical hardware you need to maintain. There are many, many legal case management solutions available to law firms. In this crowded legal tech space, it can be difficult to know exactly which program will be the best fit for your firm. Our advice? Take your time. Choosing the best case management software program for your firm requires diligent research on the platforms available, a deep understanding of the needs of your firm, and identification of where your firm can improve its processes and workflows. The process of selecting and implementing a new case management system is a long road that holds the potential for big improvements. If you take the time to get it right, it could be a game changer for your firm.
Human Resources | Leadership
During This Time of Uncertainty in the Legal Field, Communication is Paramount
During this time of uncertainty in the legal field, communication is paramount. Now is the perfect time to communicate with and reassure your clients that your firm is still there.
6 min read
Mary Ellen Murrah
July 29, 2020
The COVID-19 pandemic has presented unique obstacles and disrupted the legal industry. However, it has also created opportunities for “on the business” projects, creative thinking, smart problem solving, and team cohesion. As law firm owners navigate new and uncharted waters in the industry and economy, responsible and forward-thinking firms are searching for approaches that protect their clients, their team members, their leads, and their businesses. During this time of uncertainty in the legal field, communication is paramount. Now is the perfect time to communicate with and reassure your clients that your firm is still there, still working incredibly hard on their behalf, and still committed to obtaining justice for them, even if all your team members are not face to face in an office. Build that bond, and show your clients they made the right choice in picking a law firm that cares. Communication with your clients should not rely on just one channel. Every business, from credit card companies to freelancers, has emailed recently regarding their COVID-19 response. The number of emails in everyone’s inbox has grown exponentially, and therefore even well-done emails with timely content have a lower open rate. If you are relying on email only, know that it might be white noise at this point. Getting your message out to clients right now requires multiple channels. Email them. Text them. Post on social media. Get a message on your website. Hit them however and wherever they may interact with your firm. Otherwise, your firm’s message may be lost between food delivery and airline emails. Use video communication when you can. If you have a large client social media following, great! Consider adding a video element to grab those clients as they scroll through their feeds. It does not have to be a full production, expensive video. It can be as simple as a trusted member of your firm explaining that you still have a team of people behind them, working hard on their behalf. That team member can explain your investment in technology to ensure that no aspect of their case skips a beat. Cell phones are capable of capturing high-quality videos, and human interaction is important right now. In addition to messaging your base, you must guide individual clients through this unprecedented time. Being proactive with client contact is always a solid law firm best practice, but it is especially critical now. Your clients may experience gaps in treatment if they are unable to keep in-person doctor appointments or therapy sessions, and addressing and preparing for those gaps in treatment now will allow for a more seamless experience later in the case during settlement or litigation. The following tips will help you navigate your clients through the case experience smoothly and effectively, during both calm and chaotic times: Encourage journaling: If your clients are not already journaling, now is the time to teach this skill to them. Encourage them to keep a record of how they are feeling daily, note any increase or change in pain medication, and record any notable information about their health. Effective journaling also includes photos. Every health detail should be captured. Keep in mind clients who are hospitalized during this time. They may have no emotional support if family members cannot visit due to social distancing guidelines. Details like that will be important to note in demand. Take advantage of home treatments: Some treatment facilities are offering telemedicine and encouraging home treatment regimens for physical therapy. Encourage your clients to take advantage of those treatment options if they cannot see their providers in person. Reach out to insurance providers: Proactivity is key. Provide adjusters with injury and treatment updates more often and make them aware of any and all obstacles and how your firm and your clients are working to overcome them. Work on building and cultivating relationships: If your firm is finding a decrease in intakes and perhaps an increase in available focused time as team members work remotely, consider devoting that found time to building relationships with your current clients. Personal relationships drive increases in word of mouth referrals and positive reviews, so take advantage of this newfound capacity to reach out to clients and freely give your most precious resource – time! Now is a tenuous time…at home, at work, and for many business owners. It is human nature for team members to worry about their jobs or think the worst as their situations change. Communication with all team members is crucial. So, too, is some patience with them as they navigate what may be a new work environment. Thank your team for their flexibility, offer help as needed, and make sure all members of your leadership team are reaching out early and often to their individual groups. Those who function in a managerial role and are well-tenured in their careers have potentially weathered storms and developed coping mechanisms to handle stress, endure change, and simply get things done. Some are even energized by the stress! Keep in mind during this pandemic and ensuing quarantine that some team members may have less experience and may resist new workflows. They may have more trouble thriving in an uncertain environment. It is crucial for leaders to recognize that not everyone is operating from the same depth of experience or change tolerance and some team members could be struggling. This is the time to diffuse drama while allowing people to be heard. Now that most firms are a few weeks into remote work, their teams should be settling into routines, coming out of any productivity dips, and becoming accustomed to new tools and expectations. If you have team members who appear to be struggling, reach out. Assure them that change doesn’t have to mean stress. It can also mean opportunities for learning, for growth, and for seeing old problems in a new light. As you look for those growth opportunities, look, too, to your intake team. With fewer cars on the road, non-emergency medical care being postponed, and many people home for days or weeks, there is a very real possibility of decreased intakes coming into the firm. That means every lead is even more precious than usual, and time and energy must be spent on nurturing and capturing those leads. If your firm is not already using an E-sign method to sign up new clients, now is the time to implement it! E-sign is a preferred sign-up method because it “stops the shop” more quickly than other sign-up methods. It’s also the responsible way to handle intakes during shelter-in-place mandates. Sending out investigators or having clients come into the office may not even be feasible as we practice social distancing. E-sign allows you to take cases entirely remotely with no fear of disease transmission or being in violation of health and safety requirements. As your team works to shore up the caseload, firm leaders should consider using this time to look inward at the business and develop strategies for recession-proofing as much as possible. Many firms and firm owners are experiencing unprecedented “spare time.” It is important to think about what you can be doing now in order to sow the seeds of success for the future. That means taking the time to invest in your operations and processes. Remember: Some of the greatest gifts come in unexpected packages. Now is the perfect opportunity for the proverbial sharpening of your saw. Take a step back, dig into your data and processes, and maximize your efficiency and productivity. Here are some ideas for projects to complete while your team has time to focus on the business: Develop Standard Operating Procedure Manuals if you don’t already have them in place. These are critical for outlining departmental workflows, laying out step-by-step instructions for entering data, and providing clear screenshots of necessary fields to complete. Tighten up your firm’s processes or procedures. Time often serves to erode our best-laid plans. If you know your proverbial rules of the road have become lax, work to address any issues, retrain your team, and introduce new methods. Assess your use of case management and intake software to assure data integrity. Run and analyze reports. Shore up common data entry issues like cases missing critical dates or omitted assignments. Now is the perfect time to clean up data and identify missing case components. It will be fascinating to see how law firms apply and adopt newfound information, methods, and systems when the crisis is over. In just about every area and phase of life, change tends to come more easily during troubled times. Law firms may resist substantive change when the sailing is smooth, but during the bumps, they are more willing to power through obstacles, develop solutions, and take the change in stride. Firms who use this time to provide better service to clients are the firms that will continue to thrive. Your clients need you now more than ever. Our industry can and will weather this storm, and the positive aftermath will be better and more frequent client communication, strong internal processes, and a team who knows how to pivot gracefully.
Leadership
Vista's Key Services – Succession
Call it succession planning, or exit planning. Either way, it’s important to take actions to determine how your law firm evolves and grows, and what its ultimate future will be.
2 min read
Tim McKey
July 14, 2020
Call it succession planning, or exit planning. Either way, it’s important to take actions to determine how your law firm evolves and grows, and what its ultimate future will be. Some owners plan to keep “working to the end.” Others wish to exit at a certain age, whether transitioning the business to family members or key employees, which could include gifting or selling. Even if you have no plans to sell your firm, succession planning provides numerous benefits, including minimizing taxes, increasing your firm’s growth and building overall firm value. Many law firm owners are so wrapped up in running their successful businesses that they don’t take time for some deep contemplation and creating a well-crafted plan for its eventual transition. We encourage you to gain an understanding of the many, many facets of planning that will allow your business to thrive more than ever, with or without you going forward. The Vista team has led many firms through the succession planning process, and it is a process. Especially if the goal is to sell the firm, there are key strategies to maximize its value: Making sure you have the right team members in the right places, doing the right things. Implementing marketing strategies to best position your overall firm brand. Developing a firm that can exist without your hands on the day-to-day operations. Vista can help you navigate the succession planning landscape, including: Fully reviewing firm finances, as well as other non-financial information. Assessing and calculating an estimate of firm value based on firm-specific scenarios [e.g., sale to a third party, sale to a related party and sale/transition to current team member(s)]. Each scenario must take into account tax consequences, as well as personal and estate planning goals. Refining the valuation estimate through the negotiation process. Aiding a potential “seller” in search of a “buyer,” as well as evaluating the skills/aptitude of any potential external/internal “buyer.” Succession planning should be an integral part of your firm’s planning process for now and the future. Please contact the Vista team for more information at 225.383.2974. We promise our discussion will be quite insightful, and you’ll be amazed at the impact quality succession planning can have.
Leadership
Vista's Key Services – Recruitment
VISTA Consulting Team is redefining what it means to recruit, vet, hire, and onboard great talent. Finding top qualified attorneys, paralegals, and support team members are what we do for plaintiff law firms nationwide.
< 1 min read
Tim McKey
July 7, 2020
VISTA Consulting Team is redefining what it means to recruit, vet, hire, and onboard great talent. Finding top qualified attorneys, paralegals, and support team members are what we do for plaintiff law firms nationwide. Our process and the tailored approach we will build for you attract top candidates who want to join your team. We work with your HR and management team to onboard them effectively so your new team players can become high-performing and long-lasting performers. THIS RECRUITMENT PROGRAM IS A GAME-CHANGING EXPERIENCE: ATTRACTING TOP CANDIDATES Our process motivates top candidates to want to join your team WILLING AND TALENTED We vet for professionalism and proven skill performance A FRACTION OF THEIR PAY Your investment is a % of their pay with weekly updates and measurable results RETURN ON INVESTMENT You’ll select the final candidates who can help you see return and longevity BUILDING FOR GROWTH We train your managers on strategies to retain and grow your talent Let us show you the program at no cost or risk. Contact us today at: 225.383.2974
Intake
Vista's Key Services – Intake
Intake is where it all starts or ends; it is truly the lifeblood of your firm. Vista Consulting Team will provide a high-level analysis of your intake department by our group of experts.
< 1 min read
Tim McKey
June 29, 2020
Intake is where it all starts or ends; it is truly the lifeblood of your firm. Vista Consulting Team will provide a high-level analysis of your intake department by our group of experts. Review the client experience cycle. Every caller should feel helped and supported. Intake workflow analysis. Provide recommendations regarding applying best practices and innovation. Discuss key metrics. These track and measure leads, conversions, chasing and sign-up procedures. Call audits and/or ghost calling service. Provide feedback on team performance and offer coaching so every caller feels helped and supported. Creation/Review/Analyze intake data reports. High-level review to foster a strategic understanding of your data and its impact on your firm. Our objective is to help your intake department operate efficiently and effectively. We believe that our involvement will add great value to your firm and provide peace of mind knowing that calls are being monitored and a constant search for quality improvement is in place. Our proven tools and processes truly help create a happy, winning intake team.
Human Resources | Leadership
Vista's Key Services – Maximize & Optimize
Every successful business is constantly looking for ways to MAXIMIZE and/or OPTIMIZE. Plaintiff law firms are a business…and are no different.
< 1 min read
Tim McKey
June 24, 2020
Every successful business is constantly looking for ways to MAXIMIZE and/or OPTIMIZE. Plaintiff law firms are a business…and are no different. Simply put, Vista Consulting Team focuses on accelerating plaintiff law firms’ growth by evaluating ten key areas. We then develop a tailored action plan to work with you on those areas to increase efficiency and productivity across the board. Let our team apply decades of experience in firm management, operational excellence, and accounting with cutting-edge tools, resource availability, and an accountability system to make it happen for you! We promise clients a unique perspective and a valuable ongoing experience. Read more about our “360 Degree Approach” and a full list of our services here: https://vistact.com/how-we-help/ We are confident that our team has solutions for you! Take the first step and allow Vista Consulting Team to help you identify your specific needs and help solve your business issues with a firm assessment. It all begins by contacting us at 225.383.2974.
Leadership
Vista's Key Services – An Overview
We’ve received great feedback about our virtual Geaux Impact 2020 Annual Conference. We’re sorry if you missed it. We were excited to introduce the entire Vista team during one of the sessions, as well as share an overview of the services we provide leading plaintiff law firms across the country.
< 1 min read
Tim McKey
June 17, 2020
We’ve received great feedback about our virtual Geaux Impact 2020 Annual Conference. We’re sorry if you missed it. We were excited to introduce the entire Vista team during one of the sessions, as well as share an overview of the services we provide leading plaintiff law firms across the country. We had many inquiries from participants about our services. For your reference, here is a one-sheet that outlines our key services, ways we help firms from an operational standpoint. If you would like to discuss Vista helping your firm, please reach out to Tim McKey at 225.383.2974. We will be sending out more details about each of these services in the coming weeks, as well as exciting news about our three Fall Schools, coming to Las Vegas in November. We are proud to work with so many firms to help them strategically improve their operations. The Vista Consulting Team hopes that you stay well. Please save the dates for our upcoming Fall Schools and join our Facebook Group to connect with peers from plaintiff attorneys from all over the United States and Canada.
Human Resources
Experiencing Unprecedented "Spare Time"?
Did you know that great authors like Franz Kafka, Harper Lee, and Agatha Christie wrote some of their most influential and famous pieces in their spare time as they worked full-time jobs? Many of us are experiencing unprecedented “spare time.”
< 1 min read
Mary Ellen Murrah
May 1, 2020
Did you know that great authors like Franz Kafka, Harper Lee, and Agatha Christie wrote some of their most influential and famous pieces in their spare time as they worked full-time jobs? Many of us are experiencing unprecedented “spare time.” It’s important to think about what we can be doing now in order to sow the seeds of success for the future. What does that look like for many law firms? From Vista’s perspective, it means taking the time to invest in your operations and processes. Many firms are experiencing an odd calmness in the midst of this storm. Calls have slowed and some team members are sitting on their hands waiting for things to pick up. Remember: Some of the greatest gifts come in unexpected packages. Don’t allow this time to wile away mired in frustration and paralysis. Embrace the opportunity! It’s the perfect time for the proverbial sharpening of your saw. At Vista Consulting, we know how to assist firms with: Taking a step back Digging into your data and processes Maximizing your efficiency and productivity We can help you make a big impact on your business so that when some sense of normalcy is returned, you’ll not only have landed on your feet, you’ll hit the ground running. Reach out to us today to learn how a firm assessment and ongoing work with Vista can help your team weather the storm.
Leadership
BUSINESS IN THE FRONT: Firm Lessons from Tiger King, Series 3
Things we desperately want in quarantine: A good internet connection, measurable goals for our team, flattering lighting for Zoom videos, and probably wine.
2 min read
Mary Ellen Murrah
April 14, 2020
Things we desperately want in quarantine: A good internet connection, measurable goals for our team, flattering lighting for Zoom videos, and probably wine. Things we don’t want during quarantine: A toilet paper shortage, that many leftovers, and a bonus Zoom-style episode of Tiger King. We don’t always get what we want, but hopefully, we get the business advice we need. Just as Joe Exotic’s political career came to a timely end, we wind down our business lessons inspired by Tiger King… Trust the process. When things start to go sideways for Joe, he ventures down a path of (alleged) arson and a (pretty public) murder-for-hire plot. Instead of focusing on his core business, he veers off the trusted path. I think we all see how that worked out for him. We see many examples of firms that have trouble trusting the process. Whenever you implement new processes and procedures in an already busy atmosphere, there can be a dip in productivity as your team gets accustomed to the changes. The dip is your investment period before the big payoff.  TRUST THE PROCESS. Firms who quit in the dip never realize the fruits of their efforts and never get the opportunity to jump to that next level. The dip can happen when you implement a new software system, when you slow down to analyze your workflow, and when you make changes to standard procedures. That slow-down doesn’t mean you aren’t on the right path. It just means the work has to be put in before you can enjoy the success. Treat your team well. I don’t think Joe would be nominated for any HR awards. Publicly firing team members in front of others, underpaying, and providing questionable food and living conditions don’t foster loyalty or business culture. They create an atmosphere of distrust and fear. When Joe needed a kind voice and a loyal business advocate during his trial, his team didn’t show up. During this unprecedented crisis, many employers are tempted to lead by reaction. Those quick to layoff team members or micro-manage those working from home may be adversely impacted in the future. We attract and keep good talent by being good employers, and the measure of a good employer is often how they react during tough times and challenging circumstances. We all want a loyal, hardworking team. We don’t accomplish that by hammering them down. We accomplish it by being good leaders, giving our team proper tools, training, and expectations, and trusting them to perform. We accomplish it by addressing issues as they happen…timely, fairly, and objectively. Trust is a two-way street. Address the elephant in the room. We work with plenty of law firms that employ husband and wife teams, parent and children teams, or sibling owners. We’re not saying that the business model doesn’t or can’t work…it’s just important to address it with your team upfront. Make sure they have an avenue for reporting HR issues that don’t involve uncomfortably ratting out your husband to you. Joe’s husbands worked at the zoo, pointed guns at the team members, and were clearly not management material. I doubt he provided a proper human resources avenue for his team to report issues or safely discuss concerns. Don’t be like Joe.
Intake
Preparing now for the outcome of "The Dip" in Intakes
So now that many firms have mastered the logistics of setting up team members to work from home and figuring out how to manage performance remotely.
2 min read
Stephanie Demont, Esq.
April 13, 2020
So now that many firms have mastered the logistics of setting up team members to work from home and figuring out how to manage performance remotely, let's talk about what we can do now to prepare for the impending "dip" as a result of these COVID-19 shelter in place orders. With the drop in lead volume so many PI firms are experiencing, you may find that support team members have additional capacity. Well, there's always something to do, be it miscellaneous administrative tasks, organizing & clean up of paper and electronic files, etc., but what's really the best use of their time? We believe it's time spent devoting extra personal attention and building relationships with your current clients. These days we are surrounded by uncertainty more than ever and it can be frightening for many. Wouldn't it be nice to receive a compassionate call from your lawyer's office saying "I was thinking about you and I just wanted to give you a call to ask how you're doing?" Many people are very lonely right now due to the physical distancing of loved ones, and an unexpected call like this can mean the world to your clients! Typically we are all so busy completing tasks and checking off boxes that it's easy to lose sight of the relationship with our clients, even though WE KNOW it's the relationship that drives increases in word of mouth referrals. Let's take advantage of this newfound capacity to reach out to our clients and freely give them more of our most precious resource - our time! There are two ways to grow your revenue: 1.) Sign up more clients and 2.) Add value to existing client cases. With #1 being temporarily taken off the table, this is the perfect time to focus on #2. While we consider new ways to build value and combat anticipated arguments from insurers due to gaps in treatment related to this crisis, let's also remember to show our existing clients - our referral base - that we really do care. Build that bond.Several months from now we are going to feel the impact of this "Dip" again. There will be fewer cases in demand, few cases to resolve, and for many, a drop in revenue. Remember, this is temporary. Let's plan for it now and focus on what we can control - The Client Experience!
Leadership
BUSINESS IN THE FRONT: Firm Lessons from Tiger King, Series 2
You may not be a country music fan, but if you don’t have, “I Saw a Tiger” on repeat right now, you’re missing out. What else are you missing out on when it comes to business lessons to glean from Joe, Carole, and the gang?
2 min read
Mary Ellen Murrah
April 10, 2020
You may not be a country music fan, but if you don’t have, “I Saw a Tiger” on repeat right now, you’re missing out. What else are you missing out on when it comes to business lessons to glean from Joe, Carole, and the gang?… Control your drive. What exactly went wrong for Joe Exotic? Well, pretty much everything. But how does a charismatic, creative business owner skid so far off the tracks? He lacked control. He lost focus. He let feuds and that tantalizing minx that is fame distract from his core business. For those of us who lead with passion and enthusiasm, life can be a balancing act. That need to chase the next shiny thing can distract from staying focused on clients, on the process, on service, and on growing the core business.  Don’t get me wrong – I’m not saying “stay the course” is always the answer. Not at all. Especially in chaotic times, it’s okay to take a step back, reevaluate, and shift course. In fact, for many businesses, that very three-step process has allowed them to weather the proverbial storm, stay relevant, and even thrive. For those who live with big passion and an entrepreneurial spirit, dream big. Try new things. Venture into unknowns. But do it thoughtfully and don’t ignore or starve what got you here. Culture Matters! The bright-eyed, cheetah print legging wearing volunteers at Big Cat Rescue would have been utterly horrified meeting some of Joe’s hard-knock life employees. You either aspire to the next level volunteer shirt or you’re happy you can bring your gun to work and feast on expired Walmart meat. There’s not much in between. Every business has a culture, and the successful ones are intentional about that culture. They foster it, hire for it, and recognize when someone just doesn’t quite settle into that perfect cultural fit. It’s much easier to train someone on your workflow than it is to train them on how to fit in with your people and your firm outlook. Your firm’s culture will develop whether you are intentional about it or not, so be careful not to have a firm culture that develops simply by default. Don’t be afraid to go out on a limb. I am not, I repeat, am NOT suggesting that you allow big cats to roam your office as a marketing effort. I’m also not suggesting branded tiger cubs as a new firm swag item. I am suggesting that bold, innovative, out-of-box ideas have changed the trajectory of many a business. Notice I didn’t say the trajectory is always an “upward” one. It is, in fact, a mixed bag. But don’t let that scare you away! Step outside of your comfort zone. Look in a corner you would normally ignore. Do all of this thoughtfully and with intention. As we embrace a new normal right now, firms have been forced to pivot and think carefully about their marketing and advertising decisions. Tried and true car wreck ads may not strike the right chord when our audience is quarantined. Now is the time for different and unique.
Leadership
BUSINESS IN THE FRONT: Firm Lessons from Tiger King, Series 1
Tiger King has become a wildly popular documentary on Netflix. If you haven’t viewed this spectacle, buckle up! It’s a wild ride of exotic animal ownership, epic feuds, planned murder plots, presidential and gubernatorial races, and a lot of completely over the top personalities.
2 min read
Mary Ellen Murrah
April 6, 2020
Tiger King has become a wildly popular documentary on Netflix. If you haven’t viewed this spectacle, buckle up! It’s a wild ride of exotic animal ownership, epic feuds, planned murder plots, presidential and gubernatorial races, and a lot of completely over the top personalities. Those who tuned in were greeted with sparkly animal prints, cult-like behavior, polygamy, and a whole lot of lessons for how NOT to run your business. Here are my takeaways for your firm: Training and Onboarding are crucial. Do you know who doesn’t reach their arm into the cage of a giant tiger? Someone who has been onboarded properly and attended ongoing training. Do you know who doesn’t run into a gift shop full of unsuspecting people to tell them a team member just got their arm ripped off? Someone who has prepared for and trained for crisis management. Prepare your team and yourself. The value of training can never be overstated. Vet your partners carefully. Before you forge a relationship with a business partner or trust someone with any of your business “secret sauce”, ensure that partner is someone you trust. Not everyone has the same passion, drive, and vision as you. And I think Jeff Lowe shows us that just because someone projects an image of success does NOT mean they are successful. Do your due diligence. Sometimes the mansion is rented, and the leather jacket is second hand. Keep in mind that this applies not only to your partners but also to your vendors. Don’t be impressed by the fancy degree on the wall or the slick website until you get to know the substance behind it. Marketing and positioning matter. Do you cool cats and kittens want to know the difference between Big Cat Rescue and the GW Exotic Animal Park? Marketing. Both organizations involve exotic animals in cages somewhere off a highway. Big Cat Rescue has carefully positioned itself as an altruistic rescue organization. Joe touted his exotic zoo and sold branded condoms. He knew his gun-toting, mulleted self was a big part of the draw. They’ve clearly identified a very different target audience. The show also taught us the importance of digital marketing, and how easy and detrimental it can be for someone to bid on your keywords. Both Carole and Joe knew the value of SEO and digital media, and they used multiple avenues, from their website to social media to videos, to promote their offerings. The takeaway: position your firm carefully.
Leadership
Join Our NEW Facebook Group
Especially during our current environment, our clients are counting on us to assist them in thinking through various responses to the recent changes in our normal work circumstances.
2 min read
Tim McKey
March 30, 2020
Especially during our current environment, our clients are counting on us to assist them in thinking through various responses to the recent changes in our normal work circumstances. The more you are able to stay engaged in efficiently and effectively operating your plaintiff firm, the stronger we all will emerge when this threat lessens. We are happy to share an online resource with you that should help with that mission. What? The Vista Consulting Team has created a Facebook Group page for owners and team members of plaintiff law firms. The page serves as a resource during this particularly difficult time with the COVID-19 pandemic, providing a variety of resources, information and inspiration as you continue to lead your firm and take care of your team and clients. On the page, you’ll find: Interviews/videos Informational posts/Q&As from friends and clients of Vista, as well as the Vista consultants Best practices and tips About Vista Consulting Team The Vista team is composed of a small group of plaintiff law firm experts with deep and varied experience. Team members use this experience and expertise in working with firms across the country and Canada to help plaintiff firms from an operational and strategic standpoint. Their mission? Aiding them in organizing and positioning themselves for optimum client service and maximum case outcomes, as well as business growth and increasing brand value. Over the past 10 years Vista has directly assisted more than 150 plaintiff law firms to take their service and profitability to a higher level. Vista’s Facebook Group Page The page is open to anyone working within a plaintiff law firm: Owners, managing partners, all team members... everyone charged with making a firm run smoothly and profitably. Joining the page is free and easy. Simply click the button below: Vista Consulting Public Facebook Group And then click Join Group We will accept your request within a few hours (if not sooner). We’re all in this together, but just because we are practicing social distancing does not mean we can’t be social. Please do all you can to stay healthy and well. We hope you join the Vista Facebook Group page and benefit from its content and online interaction. If you have any questions, please visit our website at www.vistact.com or contact us at 225.383.2974.
Human Resources
Real-Time Talk Tips for Working at Home
This is Mary Ellen Murrah, Vista Ops Consultant.  I know many law firm owners, managers, and team members are navigating remote work for the first time. 
3 min read
Mary Ellen Murrah
March 27, 2020
This is Mary Ellen Murrah, Vista Ops Consultant.  I know many law firm owners, managers, and team members are navigating remote work for the first time.  Vista is unique in that most of our team members ALWAYS work remotely when we aren’t visiting client firms.  We’ve had some time over the years to work out the kinks of isolation and daily remote work.  Here are my real-world, real-talk tips for how I approach my days working from home: Give yourself a minute!  When I first started remote work, I would jump up out of bed the second my brain registered an email “ding” on my phone, no matter the time.  NO MORE!  If I was working in the office, I’d have a commute to listen to music or a podcast.  I’d have a few moments to grab a cup of coffee and say good morning to my coworkers on arrival.  Now I approach my remote work days the same way.  I give myself some time to wake up, shake out the cobwebs, and ease into my day.  I grab a cup of coffee first, and then I get to work. Get “ready” for work. I’ve seen some posts recommending getting dressed and ready for work even when you’re just walking down the stairs.  Psshhht.  Real talk: Day pajamas and night pajamas are a thing.  Getting “ready” can mean brushing your teeth, throwing your hair in a bun, and switching from PJs to a tee shirt and sweat-pants.  Don’t sweat the getting ready unless you’ve got a client Zoom meeting (and in that case, just worry about waist up – you can be business on the top, PJs on the bottom!) That being said, we’re all different and succeed in different ways.  If you’re the kind of worker who needs to get snazzy to do your best work, by all means, get fancy. Have a dedicated workspace.  It can be as simple as a spot at your kitchen table, or as fancy as a decked-out home office.  But when you’re there, it means you’re at work.  Have your headphones and necessary paperwork at arm’s length.  I know I’m working when my chihuahua settles into my lap and falls asleep. Build in breaks.  Let’s face it, working in an office does not mean 8 hours of uninterrupted, focused working time.  Coworkers stop in to bounce ideas, we get up for coffee and bathroom breaks, and we have meetings.  If your expectation is to sit down for 8 hours of blissful, focused time, you’re setting yourself up for big disappointment.  I aim for chunks of focused time for projects, emails and client phone calls. Know thyself.  My calls typically don’t start until 10:00 am.  Other work projects lend themselves better to my “morning brain”.  Structure your schedule so you shine during your productive hours. Cut yourself some slack.  This may be new.  Most of us don’t master new things right out of the gate.  Be easy on yourself as you develop your best schedule.  Give yourself permission to experiment.  Find what’s working and what’s not, and adjust your time accordingly. Don’t be an island.  Vista has one of the best work cultures, and I don’t see my coworkers around the water cooler and only in person at our events!  We have to be intentional about being a team.  We stay connected via video conferences, annual kick off meetings, and lots of texting and meme sharing.  We care for and about each other, and no one hesitates to jump on a call to share ideas or troubleshoot client issues.  Culture still matters, even when we are scattered, so be sure to cultivate it.  At the end of the day, we are a team, even if we’re not together in the conference room sharing cupcakes (side note – the thing I miss most about working in an office is the abundance of snacks). Trust your team.  I have no idea what my coworkers are doing during their days, but I know they are working incredibly hard.  I don’t need to know their schedules daily to trust them to complete their part of a project.  The best way to know if you can trust someone is to trust them! Unless it’s required for the job, 9-5 isn’t always best.  I don’t work 9-5 each day.  I’ve got a lot of clients on the West Coast, so some days, I’m on calls until very late in the day.  On those days, I may start later.  On quiet weekends or late in the evening as I have uninterrupted time, I knock out client projects.  I take the time when I have it to get my work done. This is weird.  Some of us have kids home right now, and we are navigating working from home while also suddenly being in the throes of homeschooling.  There’s a lot of stress baking and just getting by.  Acknowledge the weird.  Embrace it.  We’re going to get through this.  Do what you can when you can and know it won’t always be like this.  Be kind to yourself, your kids, and your team.
Human Resources
How To Work With The Generation That Doesn’t Want To Work
On one February morning, every teacher in my school received an “Intent to Return” paper in their mailboxes. When I saw that paper in my own box, my palms immediately started sweating.
5 min read
Tim McKey
July 18, 2018
By Emily Jordan – Guest Contributor On one February morning, every teacher in my school received an “Intent to Return” paper in their mailboxes. When I saw that paper in my own box, my palms immediately started sweating, my throat tightened and my heart started pounding from somewhere deep inside my chest. I was 22 years old and had no intent to return for the following school year. It was my first job after school, and in just 2 months I would be graduating with a Master’s in teaching, which would surely be useless the moment I slipped this notice back into my principal’s box. But I was so unhappy, so unfulfilled, and so full of dreams and ideas of my own that the decision to quit came easy. It was living with it that was  difficult. I had always wanted to be a teacher. I had endless daydreams of my own classroom, of helping a struggling student, giving a math lesson, reading aloud, passing out papers. This was what I wanted. So, why was I leaving? Why, at 22 years old with a bachelor’s degree and 2 months from a master’s, bilingual and with international work experience, was I quitting my first ever salaried with benefits job? I remember thinking that maybe you were right. Yes, you, from the generation above us millennials (or maybe even the one above that.) You, the one frustrated with 20somethings like me who just don’t know the value of hard work. You, the man or woman who believes we don’t want to work, we’re entitled, and only interested in instant gratification. I was terrified of it being true: that I was lazy, entitled and didn’t want to work. After all, I knew other unhappy teachers, other miserable employees from other companies, and they were all sucking it up and not quitting their jobs. Was I actually one of those stereotypical, whiny millennials who bailed when she didn’t get her way? Yes, I thought about you when I decided to quit after just one year— what you’d think of me and what you still might think of me 2 years later after having never returned to traditional employment since. But I know now you’d be wrong if you concluded I was entitled, lazy, or only in it for the instant gratification. Because now, I run my own business as a health & life coach for young, unhappy women. I’m self-employed and have relied on my own creativity, courage and ideas to support myself, and even as members of separate generations, we both know how little laziness or instant gratification is involved in starting your own business. This stuff is hard work, just like teaching was, but it’s the kind of hard work that comes with a sense of purpose and fulfillment at the end of each long, sweaty, exhausting day. That’s the kind of work I was raised to do, and that’s how I know I am not an entitled, work-ethic-less millennial. I’m a hard worker just like you. I want to feel productive, successful and proud, just like you. I’m willing to come in early and stay late, just like you. Perhaps the greatest difference between you and me is my tolerance for work I’m not connected to. You yourself have no-doubt been in a position where you’ve had to do work you did not enjoy, tasks that not only did not give you life, but sucked the life right out of you. You know that feeling: the feeling of wondering what the point is, being fed up with the rigmarole and hoops to jump through, and the indescribable fatigue and relentless frustration that sits square on top of each new day’s list of things to do. It’s an awful feeling that anyone in the workforce is bound to rub up against at some point or another, both you and us millennials. Feeling purposeless and unfulfilled in your work is not generationally specific. What is generationally specific, however, is the courage to listen to that discrepancy between what you do and what you really want to do and to act on it. Choosing purpose over a salary is most definitely a millennial thing to do, and it’s exactly what I did as I placed a shaky check mark in the blank next to “I do not intend to return for the 2016-2017 school year. Please consider my position a vacancy.” So, then, how are you supposed to work with us? Are you to defeatedly accept that we’ll only work if we want to work? Or are we supposed to start sucking it up and doing our jobs, ignoring the voice inside saying, “This is not who you are.” We need to get on the same page. We need to understand each other’s expectations and then work to meet those expectations as best as possible. For starters, the word “work” itself is already a point of difficulty. We’re all using this word “work,” but it’s clear we’ve got different ideas of what this means. “Work” for you is a concept completely void of enjoyment. It’s what you have to do to live. You don’t ask questions, you’re just happy to have a job and be able to provide for yourself and your family. It’s separate from play, and you work hard now so you can stop working later. But we were raised by you with a much different perception of “work.” “Work” for us is supposed to involve something you like doing. It doesn’t have to be just one thing, either. It can be a multitude of things, a combination of hours and titles that fit together to not only provide for ourselves financially, but also emotionally, spiritually, and fundamentally. We do have the luxury of designing our work, and therefore do not have to feel that sense of fear-induced gratitude for work that generations before us know all too well. “Work” is different for you than it is for me. I need more than just hours and a paycheck. I need something meaningful, something with purpose. We’re using the same word with vastly different perceptions, and if we’re going to work together (which we are), then we’d best at least understand what we’re talking about. We also need to make sure we’re both coming in with clear expectations. An expectation of a millennial employee might be the opportunity to work remotely. This is often met with bitterness and the assumption that we don’t want to work, simply because we expect to be able to work outside of the office. Why not address expectations like these rather than meet them with the poorly drawn conclusion that our expectations come from a sense of entitlement? Perhaps, instead, they stem from logical cultural, technological and professional advancements and not a sense of entitlement. What good does it do anyone involved to try and accomplish the same goal with different expectations for performance? Understanding and being clear with expectations from both sides of the aisle is crucial if we are to work together. Working with millennials, “The Generation That Doesn’t Want to Work,” doesn’t have to be impossible. A challenge? Perhaps. But the times they are a-changin’, and we need to change with them. Let’s get on the same page so we can all do work that does more than just fill our bank accounts, but fulfills us as people.
Leadership
The Business Side Of Practicing Law - Podcast
Tim’s CPA background steers his focus toward numbers and metrics but he concedes that there is a lot more that goes into running a successful practice such as culture and human resources, which allows him to approach firms from a holistic stance.
2 min read
Tim McKey
February 20, 2018
Tim’s CPA background steers his focus toward numbers and metrics but he concedes that there is a lot more that goes into running a successful practice such as culture and human resources, which allows him to approach firms from a holistic stance. As a client of Vista, Michael shares that he has a personal appreciation for Vista’s value to plaintiff firms, which he also acknowledges has allowed him to sleep better at night knowing the firm runs smoother than ever. Michael explores with Tim his launching point in working with plaintiff firms; and discovers the strategic decision Tim made after owning his own CPA firm, which drove him to work with attorneys in a big way. Tim also describes his passion for helping firms define success and desire to help CHANGE the score instead of just KEEPING the score as a substantial motivation. During his transition to the consulting world, Tim lightheartedly recalls how similar the process turned out to be for his first two clients; those being a plaintiff’s attorney and a business at the polar opposite end of the spectrum (tune in to hear what the other business was). The process Tim uses to examine and analyze a firm is noted to work regardless of years in practice and focuses specifically on tightening up potential deficiencies within the firm and its client acquisition practices. While being empathetic to the fact that attorneys in general are not introduced to business practices before setting out to run their own law practice, Michael recalls his early days in another law firm where trial and error was the modus operandi of their operations, long before he was introduced to Vista’s techniques. The difference between effective and efficient systems and processes are the cornerstone to what Tim advises throughout this episode as he offers listeners insights into breaking down their firm’s data to a dashboard view of the practice and what to do next. This podcast concludes with Tim explaining things a step further to amplify the importance of having a project point person throughout the process of using what he calls the “public restroom theory.” It’s a wild analogy, but it hits home tremendously to anyone who tends to have lists of 100 “great ideas” being worked on by the firm. And for anyone who has felt the pain of turnover in their office, Tim talks about the mentality of “hire slow and fire fast,” along with the tools, training, and expectations being a key part in the onboarding process to set an employee up for success. Listen to Podcast BACKGROUND ON TIM MCKEY Tim co-founded Vista Consulting in 2009 with a vision to help plaintiff law firm owners reach their full potential. Tim has traditional CPA experience with local, regional, and national CPA firms. However, it is through Tim’s prior consulting practice that he found his passion. He has worked with many business owners assisting them with defining and attaining success in their business and personal lives. Tim’s experience and interest allows him to assist Vista clients with developing a realistic vision of their firm into the future, creating a strategic plan to achieve that vision while working with firm owners in designing their desired lifestyle. Tim assists his clients in reviewing firm tax entity structure and accounting systems analysis, and financial reporting.
Intake | Leadership
Top 7 Mistakes Law Firms Make During Intake #7: No One Is In Charge
The final mistake that we see firms make in their intake department is that they don't put anyone in charge of intake. No one has a day-to-day ownership of the intake process and is responsible for quality control.
< 1 min read
Tim McKey
September 14, 2017
The final mistake that we see firms make in their intake department is that they don't put anyone in charge of intake. No one has a day-to-day ownership of the intake process and is responsible for quality control. Is there a non-partner point person who owns intake? Is there someone that knows throughout the day the status of every lead, the number of leads received, how many were accepted, or which contracts are out there to be returned? Without one person in charge—one person who owns the process and oversees compliance—you really don't have a shot at running a great intake department. It is worth it to hire this person. It is worth it to spend money on this person. It is worth it to invest in training this person. They will increase the number of signups you obtain, without having to add more to your advertising or changing your intake criteria. They will simply make your intake process more efficient. Ask yourself...is there one person at your office who: Knows your daily intake statistics? Monitors your intake process? Reports on a weekly and monthly basis the intake statistics, such as number of leads, number of qualified leads (wants), number of contracts, conversion rate, source of call, and so forth? Works on getting contracts in the door on cases that you want, but have not signed up? Don't make the mistake that so many firms make. Find that person, whether they are already in your office or maybe you need to hire someone new, but get yourself a great person to run your intake department immediately. It is one of the best hires that you will make.
Intake
Top 7 Mistakes Law Firms Make During Intake #6: Belief That It Is All Under Control
The good news about intake is that if you fix it today, you will see benefits tomorrow. The bad news about intake is that you can't ever let your guard down. It is not one of those things that you can get right and forget about it.
2 min read
Tim McKey
September 8, 2017
The good news about intake is that if you fix it today, you will see benefits tomorrow. The bad news about intake is that you can't ever let your guard down. It is not one of those things that you can get right and forget about it. You have to constantly be monitoring it, making sure systems and processes are maintaining integrity and making sure that you are up to date with the latest trends in the business. We have looked at the intake departments of small firms and large firms—firms that are processing thousands of leads per month, and firms that are handling a few dozen per month. It is the same for all of these firms: You have to audit your intake department on a regular basis to make sure that everything is continuing to flow smoothly. At Vista, we can audit your intake department remotely or come on-site for an intake audit. We often run into firms that tell us, "We have been doing intake for years and we have it under control." We offer them what we offer every Vista client, "If you are not 100% satisfied with the value we add to your firm from the audit, we will refund your money." We have done this for dozens of law firms and have not had one ask for a refund. The point is that every firm can improve its intake systems and processes and can always get better. Complacency in intake has cost firms a lot of money. Part of not getting complacent is staying on top of the latest technology. Each year we see changes in the industry. Information and data that is available for call tracking and call monitoring gets better each year. Clients who are comfortable with signing contracts electronically goes up each year. If you are not researching these changes, or in touch with someone who is, you can get left behind. Bottom line...if you don’t think you have anything you need to improve with your intake processes...I am telling you that you do. Don't get complacent!
Intake
Top 7 Mistakes Law Firms Make During Intake #5: Firms Don’t Enter All Leads Into Their Case Management System
Every call matters. Every person who reaches out to your firm to discuss a new case is important. They may be calling for something that you consider trivial, for something that you think is not worth pursuing, or about an area of law that you do not handle.
2 min read
Tim McKey
September 1, 2017
Every call matters. Every person who reaches out to your firm to discuss a new case is important. They may be calling for something that you consider trivial, for something that you think is not worth pursuing, or about an area of law that you do not handle. But they called you. They could have called any number of law firms, and they may have, but they reached out to you and you have the opportunity to make that interaction a positive experience. If it is a case that you want to sign up, most firms will enter all the information into their case management system (“CMS”). There are some firms that only enter the cases that they sign up into their CMS, and they lose a lot of great data. They also lose a lot of potential cases. Every single lead should be entered into your CMS while the call is happening. Your intake team may tell you that they can take a call and type it into the system while they are talking. They can. Get them headsets so they can do it. Firms are doing it all over the country. The first sign of a firm that has an inefficient intake department is intake specialists taking call information on pads of paper. That firm is hemorrhaging cases. Even when you decide that it is not a case you want, you can track the type of case that the person called about and how they heard about your firm, and get their contact information. This gives a lot of great information about the quality of leads that you are receiving, making sure that all calls are handled properly, and allows you to track the effectiveness of different advertising channels. So, if you want to make sure your intake department is working effectively, sit there and watch whoever handles your intake take a few calls. See if they enter it into your CMS in real time or simply write it on a pad of paper. Watch and see if they only enter it into the system if they get a contract or accept the case. See how they turn down a case and whether they are still getting vital information and being compassionate about the rejection. All of these things are simple things to do, cost nothing, and will make your intake department run smoother.
Intake
Top 7 Mistakes Law Firms Make During Intake #4: Firms Don’t Teach Their Intake Team The Numbers
Everyone needs to know how to keep score. I have yet to come across a team that doesn’t enjoy knowing the score. People engage at a higher level when they understand how to score points and have control over winning or losing.
3 min read
Tim McKey
August 25, 2017
Everyone needs to know how to keep score. I have yet to come across a team that doesn’t enjoy knowing the score. People engage at a higher level when they understand how to score points and have control over winning or losing. It is the same for your intake team. Whether it is one person, or ten people, they need to have an easy way to “check the scoreboard” and know how they are doing. Know your “want ratios.” The first set of numbers that your intake team should know are the want ratios for each case type that the firm handles. What does this mean? If a firm receives 100 automobile accident calls, there is a certain average number that they will “want” to sign up. It may be 30 out of every 100 calls. That means that the firm’s average want ratio for automobile calls is 30%. If this want ratio drops to 20%, it should catch the attention of your intake team and lead to some sort of audit. However, to spot this, your team must be educated on what is your average want ratio per case type. They vary from case type to case type and jurisdiction to jurisdiction. Want ratios for premise liability claims are typically much lower, in the 5% to 10% range. Medical malpractice want ratios are typically below 5%. Firms in threshold states or no fault states may have lower want ratios. Whatever your criteria is, your want ratios should be consistent by case type unless you change your criteria. Therefore, know them, and educate your intake team on them. Know your conversion ratios. If you “want” to sign a case up, you need to know how successful you are at that process. Your conversion ratio = cases you signed up/cases you wanted to sign up. Firms that say they “get every case they want” typically are not tracking this process. Vista has worked with nearly 100 plaintiff firms all over the country and not one of them gets every case that they want. When measuring your conversion ratios, you do want to give some sort of lag time for the data to settle. What does this mean? It means that there is typically a delay between the time that you make the decision to sign the case up to the time that you have a signed contract in your hands. This is the lag. For some firms this lag may be a few minutes if they are using electronic contracts, or it may be a few weeks if they are signing clients up by mail. It is important to know the typical length of this lag time for your firm to convert wants into signed cases. Once you know how long this process is, you would not measure your conversion rate until this lag time is passed. For example, if your lag time is two weeks, and you want to look at your conversion ratios for January 2017, you would not analyze the data until February 14, 2017, because you want to allow the two-week lag time to pass. The first two weeks of February, your intake team may still be working to get contracts in the door on calls that came in during January. We typically recommend that firms look at their conversion rates over a 90-day period with a 30-day lag. We recommend 90 days because that is more data to give you an accurate picture of your conversion process and the 30-day lag gives your intake team ample time to make every effort to get signed contracts on the calls that met your criteria. This stat is typically displayed in the area where intakes are being handled and the goal is to always improve it. Conversion rates above 92.5% are healthy. This number drops some for mass tort campaigns where signups are being handled all across the country rather than in a localized area.
Intake
Top 7 Mistakes Law Firms Make During Intake #3: No Attribution Rules
What is attribution? Attribution is simply how you give credit to the marketing or non-marketing source for each lead that you receive. Marketing sources are those that you pay for, such as TV, yellow pages, internet, billboards, and so forth.
2 min read
Tim McKey
August 21, 2017
What is attribution? Attribution is simply how you give credit to the marketing or non-marketing source for each lead that you receive. Marketing sources are those that you pay for, such as TV, yellow pages, internet, billboards, and so forth. Non-marketing sources are those that you do not pay for, such as word of mouth, repeat clients, and client referrals. At Vista, we see a lot of firms that don’t have a detailed plan in place about how attribution should be handled. It is hard at times, because there can be multiple sources of a lead. A person can see your ad on TV, then think about calling you later so they look your number up online. How do you attribute the source of that lead? There are two attribution strategies that should be followed. They are 1) objective attribution and 2) subjective attribution. Objective attribution is tracking things such as “method of contact.” How did the person physically reach out to you? What number did they dial? What website did they come through? There is no room for discussion or interpretation, you are simply tracking the channel through which they came to you. Subjective attribution gets into questions like “what made you choose our firm?” and “how did you hear about us?” In order to get some consistency in your tracking of these subjective responses, you should make sure that first of all, your team is asking the question in the same way. The second thing that should be done is that you create a document that defines the different categories of responses and defines which categories take priority. For example, what is the definition of a client referral? If the client came in through the website, but was recommended by a friend, what takes priority? Defining these rules in a document helps your team achieve more consistency in the data and helps you make better decisions. Take the time to put this document together and take the time to review it with your intake team to make sure they have clarity on the definitions. If they are having trouble getting this information from callers, you can coach them on how to ask the questions. It can be done, even on calls that you are not signing up.
Intake
Top 7 Mistakes Law Firms Make During Intake #2: Not Auditing Intake Calls
Auditing how your firm handles new calls from potential clients is extremely important. Vista recommends that every firm audit a batch of intake calls on a weekly basis.
2 min read
Tim McKey
August 14, 2017
Auditing how your firm handles new calls from potential clients is extremely important. Vista recommends that every firm audit a batch of intake calls on a weekly basis. The good news is that it is easier than ever to make this happen. Years ago, firms used to do “ghost calls” to test their intake procedures. They would get someone to call their law firm, pretending to have a potential claim, and then monitor the call to see how it was handled. It was extremely cumbersome. The process worked, but it was difficult to implement on a frequent and regular basis. Today, many firms have VOIP phone systems. These are internet-based phone systems. Nearly all VOIP systems have the ability to record intake calls automatically and allow you to listen to the whole call. This feature makes it much easier to audit your intake department by listening to these calls on a regular basis. If you don’t know what a VOIP phone system is, talk to your IT person and they can tell you. If you are on a VOIP system, you can then talk to your provider about how to set up the regular recording of intake calls. Once you have confirmed that you are recording calls, we recommend that you have one person review these calls at random on a weekly basis. Depending on call volume, you can pick a number you want to review each week—5, 10, 15 calls or more. Whoever is reviewing the calls should have a checklist of items that they are looking for while listening to the call. The supervisor should then grade each call on how successfully the intake specialist handled the call per your checklist. In all fairness, the intake specialists should be coached and trained on the checklist prior to grading their performance. Many firms grade how the caller was greeted, energy of the intake specialist, control of the call, collection of facts, empathy, and many other criteria. Whatever you want to grade, be consistent. Once you have graded a batch of intakes, get with your intake team and use it as a coaching experience. When you first implement this process, the intake team is going to be defensive. It is important that the supervisor coach them past this and get them to a spot where they are open to receiving feedback and listening to their calls in front of the rest of the team. Once you get to this spot, the team will have fun with the calls and get better at handling them. If you need help getting this process off the ground, contact Vista for more information. One of the many services that we provide to our clients (if they choose) is the auditing and grading of these calls, along with the coaching of the intake specialist to improve their performance.
Leadership
Budgeting (Exactly What Does That Mean?)
Most firm (business) owners begin to think about how their business has performed for the year and also begin thinking about how to improve upon that performance for the next calendar year around November.
3 min read
Tim McKey
August 9, 2017
Most firm (business) owners begin to think about how their business has performed for the year and also begin thinking about how to improve upon that performance for the next calendar year around November. Without a target to measure against, performance is usually simply measured against how the firm did last year. Although better than no measuring stick at all, “better than last year” is not the optimum standard for which to gauge financial performance. Ok…what is the optimum? Answer: a well prepared budget of expenses and a projection of expected revenue compared to actual performance. In other words, “What did we think would happen and what actually happened?” It is also at this time that we should be asking “What do we think will happen next year?” Before we go further, let’s define, for purposes of this article, the word budget. (By the way, my wife’s only definition of it is that it is a rent-a-car company.) Budget is only meant to mean “what we expect to happen, given the circumstances as we know them today.” It does not mean that a certain amount of money is “set aside” to be spent on certain line items or groups of expenses and we will spend no more. As we all know, situations change and plans need to be somewhat flexible as the circumstances dictate. So, how does one construct a budget of expenses? There are a myriad of different approaches, but the most simple is to actually begin with last year’s line item expenses analyzed on a monthly basis...then ask those “in the know” or those responsible for the spending decisions what they expect for the upcoming year, on a monthly basis, and why they expect “that” amount. This approach will create a valuable thought process and discussion. Each month a budget to actual analysis should be produced with all material variances scrutinized. If there is good reason for the variance….then great….no issue. But if we don’t know why there is a variance, the reason should be investigated and resolved. This is financial expense management 101. Often we hear that in a plaintiff firm revenue projections are “impossible.” Untrue….they may be less accurate to predict… but not impossible. We go by the adage that if you aim at nothing, you hit it with amazing accuracy! We should set reasonable goals. You know, or should know, what cases are in inventory, your average case fee, and your time on desk. (If you don’t know these things, it is time for another conversation!) Armed with this information, reasonable expectation of revenues should be possible. You may also find that this information can be shared with individual attorneys so that they will have individual targets based on their case loads. We have found that the conversations that these projections provoke are valuable in themselves. This goes without saying…but I am going to say it anyway! Even though we are attempting to predict the future for the firm financially….ultimate case handling (settlement, trial, etc.) must be dictated by what is best for the client. Never, should a case be resolved to “hit” financial objectives of the law firm. By spending the time to create an “as accurate as possible” expense budget and revenue projection, profitability targets can be established. A review of “how we did last year” according to our plan and “what does next year’s plan look like” are the basis of a sound financial review and planning process. It has been our experience that the firms that follow this process get better at it year after year and the budget to actual variances are rarely surprises. The work put into the monthly and annual budget to actual comparisons and the annual budget/projection exercise, substantially reduce the stress of simply not knowing where the firm stands at any given time….thus improving the quality of life for the stakeholders of the firm. And that is what it is really all about, isn’t it?
Intake
Top 7 Mistakes Law Firms Make During Intake: #1 The Silent Killer
At Vista we have audited the intake processes, systems, and personnel of firms all over the country. Intake is one of the few things at your firm where you can fix something today and see big results tomorrow.
2 min read
Tim McKey
August 7, 2017
At Vista we have audited the intake processes, systems, and personnel of firms all over the country. Intake is one of the few things at your firm where you can fix something today and see big results tomorrow. We enjoy analyzing the process step by step and finding inefficiencies that increase our clients’ signups without increasing their spend. There are several common things that we see firms struggle with, but there is one that very few pay attention to, yet it costs them thousands of dollars (sometimes hundreds of thousands) a year in lost revenue. What is it? The mistake many firms make is not tracking or improperly tracking whether a decision has been made to sign up or reject every single lead that comes through the firm. This is the situation where someone calls your firm, you take down their information and for whatever reason, no one proactively decides whether this is a case you are going to attempt to sign up or reject. That may sound improbable, and you may be saying that this doesn’t happen at your firm, but on average this can cause a 5%-10% decrease in signups if you are not handling this process properly. For the firms that we work with, we typically create a “No Decision” report that is monitored throughout the day. The systems for intake are set up so that someone has to flag the file in the case management system as an accept, reject, or no contact (we will talk about these next week). If the field is left blank, it shows up on the “No Decision” report and gets remedied immediately. For firms that do track this decision in some form or fashion, we also see some that track it improperly. The most common error is that firms write over this information with different information so that they cannot accurately run reports. An example of this is when a firm has a case that they don’t make a decision on, so they flag it as “pending decision” or some similar status. What then happens is that the firm never goes back to finalize that decision or it gets moved to a different status such as “reject” by default, without a decision being made. The way to alleviate this is to have a field in your case management system that is dedicated to tracking the decision that was made regarding accepting the case in house or rejecting it. I realize that there is a third option, which is referring it out, but that is a separate process. If you would like Vista to audit your intake department, don’t hesitate to contact us. We will take a look at your systems, processes, and reporting, and give you details on how to make improvements.
Leadership
Apply Sam Walton's Customer Service Commandments To Your Firm
Say what you want about Wal-Mart today, when Sam Walton was building this multi-national company, he was fanatical about client service.
< 1 min read
Tim McKey
July 31, 2017
Say what you want about Wal-Mart today, when Sam Walton was building this multi-national company, he was fanatical about client service. He was adamant that his leadership team was not only familiar with, but followed 11 Customer Service Commandments. We could all do well by adapting these concepts to our firms. Here they are (replaced “customers” with “clients” and “business” with “firm”): Our clients are the most important people in our firm. Clients are not dependent upon us; we are dependent upon them. Clients are not interruptions of our work; they are the purpose of our work. Clients do us a favor when they use us; we are not doing them a favor by serving them. Clients are a part of our business; they are not outsiders. Clients are not people with whom you argue or match wits. Clients are people who bring us their wants, and it is our job to fill those wants. Clients are not cold statistics, they are flesh and blood human beings with emotions and feelings like our own. Clients are deserving of the most courteous and attentive treatment we can give them. Clients are the people that make it possible to pay everyone’s salary. Clients are the lifeblood of our firm.
Leadership
Leaders Are Readers... My Reading List
Leaders are readers. The best leaders we know are readers. They are always looking for new concepts, ideas, and practices to bring to their team. Create your reading list and get started. Take 15 minutes a day and dive in!
5 min read
Tim McKey
July 21, 2017
Leaders are readers. The best leaders we know are readers. They are always looking for new concepts, ideas, and practices to bring to their team. Create your reading list and get started. Take 15 minutes a day and dive in! Micki...I don’t have the time to read! If you are like many owners, you are probably thinking you don’t have time each week, let alone each day, to read a book. I get it. I remember the days when I was running a multi-state law firm with 150+ employees and trying to juggle all of the demands being put on me, personally and professionally. Life can be crazy. However, if you have a passion for something or a desire to be better at something, you will commit the time it takes to ensure you are the best. Also, technology is advancing every day and we are able to connect with our favorite books and authors in so many more ways than in the past. I’m still a fan of having the actual book and reading it (I like to make notes in the book, dogear pages to refer to later and create a list of the best parts of the book for future reference, but my friend loves audio books and listens to them while working out. My point is, you can find the time if you are committed to the process. We tend to make time for what is most important, so I encourage you to make time for this. Here are a few of my favorite reads…I refer to these books routinely when looking for answers on how to solve operational inefficiencies or to gain momentum in different areas. Mastering the Rockefeller Habits: What you Must Do to Increase the Value of Your Fast-Growth Firm – Verne Harnish. This is the book I referred to the most when a firm I worked for was experiencing tremendous growth. I still refer to this book several times per year to help me find direction for clients or help me think outside of the box. I also refer to it to evaluate the growth model of the firm and make informed decisions. Hands down, this is one of the books I refer to most often. Rocket Fuel – Gino Wickman & Mark C. Winters. Again, one of my favorites (I’m passionate about law firms and a little competitive, so I always want my firms to be the BEST in their market!). Wickman & Winters do a great job of outlining the roles necessary for a company to succeed and the difference between the Integrator and the Visionary Roles. This book provides owners with answers to many of the nightmare issues they deal with day in and day out of running a business. Wickman & Winters have another great book you should check out called Traction. Double Double: How to Double Your Revenue and Profit in 3 Years or Less – Cameron Herold. Double Your Revenue, yes please! Double Your Profit….HECK YEAH!!!! I mean, who wouldn’t want to double their profits, right! Many years ago, a firm I worked with took two days to plan out how we were going to double revenue. We brainstormed and created a roadmap for how we believed we were going to get there. We implemented that plan and it was a turning point for that firm. At Vista, we now walk other firms through this process and have seen some great results! If you are looking to create an action plan, to double your revenue and profit, this is a must read. Cameron’s books are a must on your entrepreneurial quest to have the best, most profitable business. This book has practical and actionable items you can put in place now to make a difference in your practice. Scaling Up: How a Few Companies Make It…and Why the Rest Don’t – Verne Harnish. This book is also known as Rockefeller Habits 2.0. This book has earned many distinguished awards for business publications. Use this book as a workbook (Harnish provides you the worksheets) to accomplish your vision. You may need to think outside of the box when putting these worksheets into action for your law firm – but if you do and you execute the exercises and then revisit them each six months, you will continually see growth and improvement at your firm. The E Myth Revisited – Michael Gerber. This book can be a little verbose and is likely why it isn’t higher on my reading list, but I do believe this is a must for your business building library. Good to Great – Jim Collins. Excellent read! I’m certain most every entrepreneur has been instructed to read this book at least once in their careers. I would definitely suggest putting this on your reading list. This is one to take on a long airplane ride as it’s very long, but definitely worth the read. You should also add Collins' book, Great By Choice, to your reading list. Death by Meeting – Patrick Lencioni. This is a must read for owners who follow the Good to Great adage of working “on the business, not in the business.” What often happens is an owner will start to feel as though he or she is not in the “know” when they start to put people in the right seats to handle the tasks they have previously handled. So, to eliminate their fear they will create meetings so people can inform the owner about different things they are doing and provide feedback. What happens, unfortunately, is that the feedback turns into directives and instead of continuing to work “on the business” the owners will slide back into working “in the business” because they believe they can do the job better than anyone else. This fable, along with Lencioni’s other book The Five Dysfunctions of a Team, are must haves in your reading inventory. How to be a Great Boss - Gino Wickman & Rene Bower. People are the key to your success. They will have the power to make your company great or keep your company mediocre. Your ability to connect with them and help them be the best version of themselves directly relates to your ability to relate to them and encourage them. Wickman provides practical advice and tools that worked for more many different industries. His advice in this book will help you relate to your team and more importantly teach you the difference between leadership and management and how to apply both to your business. The Power Paradox – Dacher Keltner. Okay, this one makes it onto my list because I believe in the theory as he describes it in his book. To be honest, this book is a little boring to read and I don’t refer to it often, but if you are building a great business you need great people on board. Keltner has an interesting theory that I do refer to often when trying to help law firms build great teams for future success. Who – Geoff Smart & Randy Street. Smart & Street offer practical advice on what is commonly known as the “biggest problem in business,” as they put it: hiring. This book will help you find the right people to put in the right seats on your bus. Crucial Conversations – Kerry Patterson. Want to get better at tough conversations? Great read for owners, management team, or anyone that is charged with leading difficult conversations. We believe that tough conversations are critical to high performance and this book walks you through how to have them. Built to Sell – John Warrillow Simplify – Richard Koch Getting Everything You Can Out of All You’ve Got – Jay Abraham Guerilla Marketing In 30 Days – Conrad, Levinson & Lautenslager Purple Cow – Seth Godin If you have a favorite book, please look me up on Facebook or Linkedin and share it with me! I love law firm operations, making firms more profitable and I want to learn, too!
Human Resources | Leadership
Your People Are NOT Your Most Valuable Resource
What? That’s not what we’ve been told since we became managers. How can this be? It’s true, your people are not your most valuable resource….the RIGHT people are!
2 min read
Tim McKey
July 5, 2017
What? That’s not what we’ve been told since we became managers. How can this be? It’s true, your people are not your most valuable resource….the RIGHT people are! Ok….Ok….Ok…now we get it. But how do we know if we have the right people? First, how did you hire them? Did you have an intentional process to attempt to fit the person with the position? Did you explain the position, the detailed job description, and the scorecard (how their performance will be judged) to the candidate? Did you have them explain to you why they are the right person for that particular job? Did you allow them to shadow someone currently performing these tasks in your firm? Did you allow other members of your team with whom he/she will be working to assess the “fit” in the operation? Is the compensation offered/expected commensurate with the position? Answering these questions in the affirmative will put you and your team in the place of most potential to succeed in hiring the right person. No….there will never be 100% assurance we will hit a home run in this process. But going through the above steps will certainly raise your batting average! Second, what if a current team member is underperforming? Before any more formal evaluation, a performance/attitude assessment should be thought out. In other words, is it truly a performance issue or an attitude issue? If it is an attitude issue, a serious crucial conversation must be had with the team member explaining your perception. Then, observation of behavior changes (or not) should occur. If positive, great! If not, it may be time to provide the employee with an opportunity to find the right fit in another organization. If attitude is not the issue, management MUST evaluate if it has provided the team member TTE (Tools, Training, and an explanation of Expectations). By assuming that the employee should just “get it,” we are doing them a disservice. Without the proper tools, training, and understanding of what is expected, how can the team member truly excel? Yes, some do just “get it,” but most will not…and this is not a people problem most of the time, but a failure of management. If management explained to me that my job, and their expectation, was that I dunk a basketball, obviously I would know what is expected of me. But if they simply told me that, without giving me the proper tools (a trampoline) and training (how to use the tramp), I would still be unable to perform up to par. Telling me I am failing without TTE does nothing but further frustrate my actual performance and may then lead to an attitude issue. For your team to perform at potential, maybe it is time for an assessment of management’s performance. Have we done our job in providing TTE to every member in our organization? If not, don’t point at the employee’s lack of performance… assess management’s! As Pogo once said, “We have met the enemy, and he is us.”
Leadership
How Do I Get My Team On the Same Page?
To paraphrase Verne Harnish, the author of “Mastering the Rockefeller Habits” and “Scaling Up,” if you want everyone to be on the same page, first there must be a page.
3 min read
Tim McKey
June 30, 2017
To paraphrase Verne Harnish, the author of “Mastering the Rockefeller Habits” and “Scaling Up,” if you want everyone to be on the same page, first there must be a page. Sounds simplistic, but you would be surprised how much impact this small discipline can have at your firm. As leaders (and everyone at the firm is a leader in some capacity), we often expect those around us to read our minds and know exactly what we are trying to accomplish. We are shocked that those around us don't know exactly what we mean. "I told you in that meeting"…"I sent you that email"…"We talked about it the other day"…. We need clarity on the direction of our firms, and it needs to be understood by our leaders. Here is how we recommend that you do it. Set the Vision – At Vista, we recommend that the leaders at the firm take time each year to set the direction of the firm. For most of the firms that we work with, this is typically done in November or December. If the firm has not gone through this process in awhile (more than a year or never), we recommend that they stop what they are doing and go through this process.We tell them to write down today's date, then write down the same date three years from now, and imagine what your firm looks like if you got everything right—if you were able to mold it the way that you wanted to. How many cases are you handling? How many cases is the firm handling? What types of clients do you have? What types of practice areas are you handling? What is total revenue? What is total profit? Are there key hires that you have made? Are there other personnel changes you have made? Jot all these ideas down on paper and start to flesh out what that firm looks like. If you are not excited about owning or working at that firm, go back to the drawing board until you have created a vision that excites you and your leadership team.Once you go through this exercise for three years out, ask yourself, "In order to get there three years from now, where do I need to be one year from now?" Then, go through the same exercise and create a picture of what your firm looks like one year from now and reduce it to writing. Determine How You Will Measure Progress – Once you have clarity on what you want your firm to look like three years from now and one year from now, the next questions are, "How are you going to measure progress in each of those areas?" and "How often are you going to measure progress in those areas?" The easy answer is that we recommend that you measure progress on a weekly basis. Your leadership team should be getting together on a weekly basis, and going over progress towards reaching the overall vision should be a part of that meeting. How are you going to measure progress? There are a number of ways to measure progress, and it can be different for different types of initiatives. It may be a percent complete, milestones, or a target number. Whatever it is, get agreement on it, and if you discover a better way to measure progress, don't be afraid to adapt. One of the best books out there on the subject is "The Four Disciplines of Execution" by Chris McChesney. Take on Projects that Align with Your Vision – There are a lot of good ideas out there. However, not all of them are good ideas for your firm. We all read books, go to conferences, and talk to colleagues about great things to implement. However, before we implement, we should ask ourselves, “Does this get me closer to the vision for my firm?” You can only do some much at any given time. It is important that you choose the things that will have the biggest impact on getting your firm where you want it to go. So many times we see owners or leadership at firms implement things just because they heard someone else was doing it. Don’t do that. You will frustrate your team and make them feel like they are running in circles. Focus on what matters. What matters for another firm might not matter for your firm. Communicate the Vision Regularly – Once you have the Vision for the firm in writing, share it with your leaders. Everyone should be able to look at it, understand it, and understand their role in making it happen. If there is confusion, it should be clarified immediately. If your leaders are taking on projects that don’t line up with this vision, it should be questioned whether it is the appropriate use of resources. We recommend that the leaders of your team get together on a weekly basis, at a minimum, to discuss progress toward this vision.
Leadership
3 Ways to Grow a Plaintiff Law Firm (and there are only 3)
In most businesses, there are really 4 ways to grow the operation: Increase the number of customers; Increase the transaction frequency; Increase the average value of each revenue generating interaction, and; Increase the efficiency and effectiveness of each business process.
2 min read
Tim McKey
May 31, 2017
In most businesses, there are really 4 ways to grow the operation: Increase the number of customers; Increase the transaction frequency; Increase the average value of each revenue generating interaction, and; Increase the efficiency and effectiveness of each business process. For plaintiff firms, scratch Number 2. Though some clients are repeat clients, your firm cannot count on repeat cases from the same plaintiff. Number 1: Increase the number of clients/cases the firm handles. The importance of getting more clients for your firm in a cost effective manner is paramount. All efforts should be made to assure that the firm is retaining a very high percentage (92 %+) of the clients that reach out to you through your current marketing efforts. Prior to expending more marketing money to reach additional “new” client leads, all efforts should be made to market back to your current list of clients who have come through your firm. This may sound curiously like attempting to increase the frequency of a profitable interaction with the same client; however, the marketing touch here should be targeted to asking them for a referral of new clients who may need the same type service as the client that has passed through your firm. We believe that a past client should be touched, in some way, 7 times per year….and, always with a specific ask for referrals. This practice of touching will keep your brand in front of your best referral sources, as well as reminding them of the great experience they had while working with your firm. (I am assuming it was great…see number 4 below. Do you have an effective client experience process?) Number 3: Increase the average case fee. Do you know your average case fee per case type within your firm for the last 12 months (or any selected period)? If not, you should. This base knowledge will allow you to measure improvement as you apply the proper systems to potentially increase these average fees. These systems would include: Ranking incoming cases initially and at 90 days into the case in order to assure the bigger cases are handled by your best attorneys; Systems that allow for potential application of value drivers to cases (MRIs, injections, surgeries); Knowing your firm’s Pareto point fee value (the lowest case fee dollar amount where 80% of your revenue is produced); Pushing these cases with potential values above the Pareto point to your top attorneys, and; Creating a committee of your top attorneys to review your top 20% cases. Number 4: Increase the efficiency and effectiveness of each process within the firm. Have you considered how a case makes its way through your firm? From the time the lead is received (by phone, web, or walk-in) until the time of resolution and then an ongoing marketing cycle, each process should be examined applying industry best practices and assuring an accountability system is in place. So there you have it….there are only 3 ways to grow a plaintiff firm. Simple…but not easy. Ignore them at your peril.
Human Resources | Leadership
Team Huddles - Making Them Work For Your Firm
Nearly everyone is familiar with a “huddle.”  It is the quick meeting that the quarterback holds with his offense before they run a play.  It keeps everyone on the same page and communicates vital information before things get crazy.
2 min read
Tim McKey
January 20, 2017
Nearly everyone is familiar with a “huddle.”  It is the quick meeting that the quarterback holds with his offense before they run a play.  It keeps everyone on the same page and communicates vital information before things get crazy.  In Verne Harnish’s book, “The Rockefeller Habits”, he talks about the importance of having huddles with your team at your company.  I also believe that they are a very important tool in running your firm and when you get them right, they can be powerful. However, I have also seen firms get them wrong and they can be tedious, boring and sap energy from the office.  Here are some tips and strategies for implementing huddles and getting them right at your firm: 1. Start and end on time.  Huddles are meant to be quick, 10-15 minutes, most of the time everyone is standing up, and they need to keep moving.  Starting them on time, keeping them on track, and making sure that they finish on time keeps the energy alive.  The purpose is to improve communication, recognize and reward good things going on in the firm, acknowledge areas where the firm needs to improve, and to keep people on track with what is important.  It is not a place to solve problems or troubleshoot issues.  Those items need to be taken “offline” and addressed after the huddle. 2. Keep the energy up.  Make it fun, give it some energy and get more than one person talking. It is a chance to let people know the exciting things going on at the firm, great results you are getting for your clients, feedback from clients, and great things people are doing.  If none of those things are going on at your office, you have bigger issues than running a huddle.  They are going on and this is a great place to highlight and recognize them.  This builds your culture and encourages the vibe you want to cultivate. 3. Find a frequency that works for you. Verne Harnish recommends having huddles on a daily basis.  I think that is a good frequency when you are working to get them off the ground because it gives you more chances to change things up and see what works.   However, for most law firms I have worked with, after the initial period, a weekly huddle seems to work best. It prevents it from getting stale and seems to accomplish its purpose.  I would not recommend going to anything less frequent than once a week. 4. Don’t be afraid to make changes. Find a rhythm that works for you.  There will be things that don’t work (lots at the beginning) and if they are not a good fit, then change it up. It took our firm, and many firms that I work with, several tries to get their huddle right.  But if the format is a drag or it is not serving its purpose, make changes to get it right.  Make it your own. There are a lot of upsides to getting this right. I think huddles play a big role in proactively shaping your culture, in improving client service, and building a better team. If you have never tried having huddles at your office, these tips will help you get started. If you have tried them in the past and they have not worked, some of these tips may help you get it right.
Leadership
Let Your Team Exercise Their Decision Making Muscle
When you make a decision, you are exercising your “decision making” muscle. The more you do it, the stronger it gets and the more confidence you gain in your ability to make decisions.
2 min read
Tim McKey
January 19, 2017
When you make a decision, you are exercising your “decision making” muscle. The more you do it, the stronger it gets and the more confidence you gain in your ability to make decisions.  You can feel this happening, after you make a tough decision, other decisions often seem much easier to make.  This is the same with your team.  When they exercise their decision making ability, they get stronger and better at making decisions in the future. Let your team make decisions on their own so that they can build their decision making muscles.  Here are some warning signs of a team that doesn’t have a lot of decision making muscle: 1. They present problems, not solutions.  If your team brings you problems without any recommendations, they probably need to work on their decision making muscle.  A team that either handles issues as they arise, or brings  you issues with proposed solutions, has confidence in their ability to make decisions.  The Ritz Carlton gives most of its employees up to $1,500 in decision making authority to make decisions that will improve the experience of their guests.  That is letting them exercise their decision making muscle. 2. They don't speak up in meetings.  When people are afraid of making decisions or in an environment that doesn't encourage making decisions, they are self-conscious about bringing forth solutions.  The next time you have a meeting, ask yourself how much participation are you getting from your team? Are you doing all the talking or is your team providing input and discussion. Does everyone always agree with your point of view, or do they feel comfortable in challenging your ideas? Organizations that support exercising the decision making muscle have engaged communication. 3. There is a lot of “Monday Morning Quarterbacking”.  The term “Monday Morning Quarterbacking” refers to second guessing the decisions made by the quarterback in SUnday’s football game.  The quarterback had to make decisions in the heat of the moment, with the best information that was available at the time. It is often much easier to look back and second guess those decisions.  However, the organization that does so in a critical way will prevent its team from exercising its decision making muscle in the future.  Don’t second guess decisions, you may need to correct and make changes, but don’t go back and criticize the decision that was made in the heat of the moment. The time to challenge it is when the decision is being made, not after it has been made. 4. Bottlenecks.  Bottlenecks often occur because there is a hold up in the decision making process.  If only a few people have the ability to make decisions, then all decision making “traffic” leads to them and it creates a bottleneck. Think of the projects that are lagging behind schedule, is it because it reached a decision making bottleneck? Most likely the answer is “yes”.   Identify those bottlenecks, and ask yourself what decisions did someone hold onto to keep those projects from moving? Support your team when they make decisions. Coach them through the process, gradually build up the responsibility you give them, but let them make decisions and don’t do it for them. It only weakens their ability to make decisions in the future and it hurts your organization.  If you want to grow, you need a team that is confident and capable of making good decisions on their own.
Human Resources | Leadership
Measuring & Judging
As an accountant by training, my tendency is to attempt to measure everything in business and make decisions based on those measurements.
2 min read
Tim McKey
February 4, 2014
As an accountant by training, my tendency is to attempt to measure everything in business and make decisions based on those measurements. Measurements… like how many calls came in, how many were converted to customers, how much did each customer spend, how long did you work, and how many widgets did you produce, etc…you know…counting things! In fact, we have been known to say, “What you can measure, you can manage”. In the world of repetitive tasks, such as an assembly line process, this perspective may be very successful. But the business world of today has many fewer repetitive, factory worker type, tasks and many more unique selling and production opportunities. The environment has changed to a knowledge worker dominated work force as opposed to a factory worker dominated work force. In an environment such as this, measurement in and of itself can be difficult at its best and yield worthless information at its worst. Managers should take note, as managing a knowledge worker is much different than managing a factory worker. Measuring how long a knowledge worker, someone who thinks for a living, sits at his or her desk, though relatively easy to do, will not necessarily assist a manager in assessing the productivity and value of this type worker. Sure the workers are there, but are they productive? You then may think, “Let’s measure the knowledge worker’s output.” Again, on the surface, this sounds pretty good… and easy…but what if the output is of great quantity but poor quality? Will the customer be happy? I hope you are beginning to get the picture that judgment in the world of business management is beginning to take the place of pure measurement. A rather silly example is that measuring the efficiency (how many operations performed) of a brain surgeon is not nearly as relevant as judging his effectiveness (how successful were the ones that he did perform). I don’t know about you …but give me effective in this case every time! Because our firm is totally comprised of knowledge workers, I have given up all together on certain measurements as a management tool. In fact, we have adopted, what we call, a Results Only Work Environment (a ROWE). We do not complete time sheets, we do not have set office hours, we do not have set holidays, we do not have “overtime”, and we do not measure our value by how long we are at the office. But what we do track is how effective are we in completing a task in a timely manner and in the highest quality fashion. We judge how happy our customers are with our deliverables and services. We also hire quality people who are very well capable of knowing the tasks they need to accomplish, the associated timetables, and the quality expected. We treat them like adults (though sometimes we play like children) and judge the quality and effectiveness of their output. In the business world today…judgment trumps measurement every time!
Leadership
Not in the Box Score
It is the base runner who makes a hard slide into second to break up the double play, the infielder who dives and turns a sure double into a single, the batter who fouls off 10 pitches before he gets a hit.
2 min read
Tim McKey
January 24, 2014
It is the base runner who makes a hard slide into second to break up the double play, the infielder who dives and turns a sure double into a single, the batter who fouls off 10 pitches before he gets a hit. It is the volleyball player who saves ball after ball from hitting the floor after a wild pass. It is the quarterback who runs down a faster defensive back after an interception to save a sure go ahead touchdown. It is the leader who, when all appears lost, motivates his team to dig deeper, to try harder, and to never ever quit. None of the above will show up in the newspaper box score the next day, but these plays and this leadership may have won the game. Box scores only report the highlights, the “so called” important statistics. Box scores don’t document heart. Nor can heart be measured in traditional ways. It can be judged however…if we pay attention. The funny thing about the team members who show heart and don’t get the press or credit, is that they don’t care about the press or credit at all. They care about the score at the end of the game. Did their team win? Did their TEAM win? Not did I win, or did I play/do well..but did our team win. Stats take care of themselves when you give 100% and do the things that are important but don’t show up in the box score. In the business world egos can take over. Sometimes owners and managers only want to implement ideas that are theirs…even if it is not the best plan. As consultants, we often spend time trying to figure out how to make a good idea from a “lowly” employee seem like the owner/manager’s idea. You see, if it is not their idea it may not get the attention it deserves and possibly will not be implemented. Advising would be lots easier if not for those darn box scores. Who gets the credit shows up in box scores. I admit it… sometimes I look at the box scores to see if one of my kids got the credit she deserves in an athletic event. I read books about business owners/managers who have been innovative in their organizations. But I know in my heart of hearts that wins are made by plays and leadership that never show up in box scores. Wins are created by employees doing what they do to the best of their abilities…and owners/managers paying attention not only to the metrics…but to the heart. Box scores aren’t bad. They just never tell the whole story. We must look past the “easy” measurements to the truly important details…always.
Leadership
Office Managers, HR Professionals and Trainers - When Does Your Firm Need Them?
You have an Office Manager, but is it time to also hire a Human Resources Manager? How do you know? Is this a full time or part-time position? Can you move an existing employee into this role?
4 min read
Tim McKey
January 22, 2014
You have an Office Manager, but is it time to also hire a Human Resources Manager? How do you know? Is this a full time or part-time position? Can you move an existing employee into this role? These are some of the basic questions you should ask as the size of the team in your organization grows. 1. Start with an Office Manager. The first administrative position a small firm requires is that of an Office Manager. This person is typically responsible for everything from facilities management to hiring, and just about everything in- between. When a firm is small, (5 – 20 total staff,) that makes sense, and generally works well. As a firm grows in scale however, additional challenges and complications naturally occur. The Office Manager who previously handled it all may now find herself spread too thin. Out of necessity and in order to manage additional responsibilities, the time formerly spent recruiting, interviewing, hiring and managing day to day people- issues is reduced, and eventually the quality of internal communication and team morale gradually starts to break down. At this point your Office Manager needs help and this is the time to look at hiring a Human Resources Professional. 2. Then hire an HR Professional (Part Time or Full Time?) At one time in my career, I worked for a large corporation in an office comprised of 50 people. We had a Human Resources Professional on site. During one of many re-organizations, the decision was made to eliminate this position in favor of an online HR FAQ’s and forms system. They actually took the “Human” out of Human Resources! This was a classic mistake, but not particularly surprising. When a business is looking to reduce expenses, the non-revenue generating positions are critically evaluated first, and too often “Human Resources” doesn’t survive the cut. This is largely because we tend to think the responsibilities of the Human Resources manager involve little more than hiring and firing. When done right, however, the job of an HR Professional is absolutely a full time job for any business with 35 or more employees (and a part-time position for a business with 20 – 35 employees.)Most law firm Office Managers do not possess the formal education, training or work experience of a Human Resources professional. Instead, as firms grow and mature, and their roles evolve, they endeavor to perform these duties to the best of their ability. We have found that HR Professionals possess a unique skills set, and that it really is quite different from the skills and strengths of a General Manager.Recruiting, screening, interviewing, reference-checking and hiring can and should be a time-consuming process when done properly. Too often, busy Office Managers rush this process in order to fill positions quickly. As a result, time and time again, we experience the negative outcomes of hastily filling positions with the wrong people who have not been properly selected and vetted.In addition to recruiting, screening and interviewing new candidates for hire, the Human Resource Professional fulfills several essential functions including but not limited to:• The voice of reason and objective mediator when conflicts between employees arise;• Serving as a confidante to members of the Executive leadership team• The “performance police” ensuring annual performance reviews occur on time and that the criteria used to conduct them is standardized and objective, as well as keeping thorough documentation of written warnings and above and beyond recognition; The ombudsman for complaints potentially involving concerns over the risk of retaliation; The enforcer of employee rights and responsibilities The protector of the organization against unfounded and defensible claims The keeper of labor department required records and state specific compliance Should you fill this part-time or full time position with someone already within the organization? Be careful – - this is ill advised. The HR Professional’s position requires such a high degree of objectivity, the relationships and friendships formed between employees already within the firm will likely lead to biases whether real or perceived. If your employees don’t think the person in the HR role “likes” them or “favors” others, the person in the HR role will be doomed from the start. It is best to bring in someone from outside the organization who has no pre-existing relationships within the firm. It is very rare that someone from within can successfully overcome perceptions of bias and truly earn the essential trust of the team. A healthy relationship between an Office Manager and the HR Professional should be one of synergy such that together they may make better, more informed management decisions always seeking to develop existing employees while seeking to recruit high-caliber, top talent as your firm grows. Without exception, the wrong hires will cost the firm far more in the long run. Investing in a skilled HR Professional is one of the best ways to reduce the high costs of turnover, ensure top performance by the right people, and raise the bar for long- term professionalism within your organization. 3. Next it’s time for a dedicated Trainer. As your firm grows, so will the need for a dedicated, full time trainer. When the size of your team approaches 50 people, the Office Manager and HR Professional will already be at maximum capacity in their roles. To expect either of them to develop, coordinate and deliver proper training, in addition to what they already do, is a lot to ask. When performed right, the role of a trainer is that of a teacher, coach and mentor. Trainers are not solely there to conduct new hire training, but should continuously be developing and delivering refresher training modules for existing employees relative to case management and client relations techniques. When recruiting for a trainer, look for someone with a teaching or training background. Use due care when promoting from within, unless that person already possesses the requisite skills set. Training doesn’t have to be tedious, it should be engaging, creative and fun. Finally, the role of the trainer should work in conjunction with the HR Professional and Office Manager to: Distinguish training issues from performance Issues Develop a course curriculum to close the gaps Deliver the information in an interesting and relevant format.
Human Resources
5 Tips for Getting Big Projects to the Finish Line
At Vista Consulting we have the privilege of working with plaintiff personal firms of many different sizes and in many different markets. We often get asked by our clients what is the most important characteristic of a COO/Office Manager or Managing Partner.
2 min read
Tim McKey
January 15, 2014
At Vista Consulting we have the privilege of working with plaintiff personal firms of many different sizes and in many different markets. We often get asked by our clients what is the most important characteristic of a COO/Office Manager or Managing Partner. There are several important characteristics, but one that is essential is the ability to juggle the day-to-day pressing issues and not lose sight of long term goals. If you are a fan of the late Steven Covey you are familiar with his Four Quadrants of Time Management. The concept of the four quadrants is that all activities can be divided into four categories based on their importance or urgency. The top COOs, Office Managers, and Managing Partners are experts at navigating Quadrant 1 and 2 and minimizing their time in Quadrant 3 and 4. Here are some effective tips for making this happen for you: Know what is important. You need to know where you are going before you know what is important. Where do you want your firm to be in a year?  Where do you want your department to be in a year? What must happen for that to occur? What action steps can you take? Getting these thoughts written down on paper will help you identify what is important and what is not important on a daily basis. It either gets you closer to your goal or it doesn’t. Break it down into manageable steps.  A good example is the goal that many firms have, which is increasing their average fee. It is important, but not urgent—it is a process that takes time. You have to break this process down into manageable steps or else it can be overwhelming. Additionally, you have to stay at it for the long haul, even when you don’t see any short term results. Get technology on your side. There are several programs out there such as Basecamp, MS Outlook, Asana, etc. that help you break projects down, communicate among team members, and coordinate efforts. Don’t go it alone, get one of them on your side so you and your team can stay on track. Carve out some time each month to evaluate progress. The tendency is to feel that we are so busy that taking a few hours or even a day each month to step back, evaluate, and adjust your plan seems counter intuitive—but it is absolutely necessary. Make it happen, get out of your office, go somewhere where you will not be interrupted or distracted, and take a look at your plan and whether you are on the right track. Get some accountability. Share your plan with someone and report back to them on what is working, what is not working and any progress that has been made. Vista Consulting does this with its clients, checking in, encouraging them to stay the course and adjust where necessary. If you don’t share your plan or your results with someone else, it is easy to lose momentum. These are five things that we have seen work for our clients when they are trying to push big projects in the midst of juggling day to day responsibilities. We hope that they help you get your big projects to the finish line.
Human Resources
Get Up, Get Ready, and Go to Work
A few weeks ago while watching TV, I caught part of an old Charlie Rose show where he interviews interesting guests one on one at a round table. His guest that night was Tom Clancy, who sadly, recently passed away at the age of 66.
3 min read
Tim McKey
January 4, 2014
A few weeks ago while watching TV, I caught part of an old Charlie Rose show where he interviews interesting guests one on one at a round table. His guest that night was Tom Clancy, who sadly, recently passed away at the age of 66. As you may know, Clancy was the critically acclaimed, enormously successful author of such popular works such as The Hunt for Red October, Patriot Games, Clear and Present Danger, and many other literary works. What struck me was how down to earth Clancy seemed for such a successful guy. He was a straight talker, but had an appealing, calm and direct way of answering questions. His demeanor was not at all in-your face, and his simple choice of words was perfect. (Not surprising I suppose, given his occupation.) Charlie asked if he ever suffered from writer’s block, to which Clancy, while smiling, rather dismissively replied; “Writer’s block is a term writers invented for when they didn’t feel like going to work. Everyone feels like that sometimes. Sometimes you just wake up and don’t feel like working that day. You just have to get up, get ready, and go to work.” In the days that followed, I pondered this and thought, can it really be that simple? All this time I thought “writer’s block” was a malady from which only the most tortured novelists and authors of various works suffered. Something to which I surely couldn’t relate. Yet when Clancy put it in these terms, he removed all the mystery from the concept! This got me thinking back twenty years ago, to how I perceived lawyers in general, before I went to law school. I can recall utterly being in awe of the lawyers with whom I worked. It was as if they belonged to an exclusive club and were privy to all kinds of magical secrets and knowledge that laypeople were not. I was incredibly impressed at how much of the law they must have had to memorize and be able to recall. I was convinced that they had larger brains and the ability to retain far more information than average people. I wanted so badly to know what they knew, but I knew I wasn’t a genius and wasn’t sure I had what it took to be a part of this club. Now that I have been a lawyer for 13 years, looking back, I find it so amusing how I invented and attached such superhuman abilities to those who chose the legal profession – something which I now realize, for me, mostly came down to simple discipline and hard work! Don’t get me wrong, it is certainly not my intention to over-simplify the other requisite traits my colleagues in the legal profession possess. Certainly, we all have an appreciation of logic, reading comprehension, and the ability to persuade, but most of all, “we got up, got ready, and went to work.” What we didn’t know, we made it our business to learn. (We had to – there was only one final exam for each course, and no one wanted to take a Bar Exam more than once!) However, this lesson holds true regardless of the occupations we choose. If you want to learn anything new, find your inner-discipline, and go to work learning it. Treat it as though there will be a final exam at the end of the course, even if there is not. Work at it as though you have just invested three years in graduate school and have massive student loans to pay back. (Now that’s a motivator!) Anyone can learn something new, and it’s never too late. Whether it’s taking a dance class, learning Italian, or going to law school, don’t allow your own subversive self-talk to build up roadblocks that prevent you from going after it. Finishing law school and passing two Bar Exams was the hardest thing I ever did. Because of that, it was also the most rewarding (so far.) Charlie Rose ended the interview by asking Clancy “Are you satisfied with your body of work?” to which Clancy replied “I never want to be satisfied. Satisfaction is the enemy of progress.” In that spirit, I’d like to encourage you all to keep seeking out new challenges and setting new goals. With them you will find true rewards that may lead to even more mysterious and rewarding possibilities!
Intake
Intakes - How Are They Handled In Your Firm?
Every law firm receives new client calls from some form of advertising. It could be word of mouth, yellow pages, referrals or television. The big question is: How are Intakes Handled in Your Firm?
4 min read
Tim McKey
December 27, 2013
Every law firm receives new client calls from some form of advertising. It could be word of mouth, yellow pages, referrals or television. The big question is: How are Intakes Handled in Your Firm? The Initial Call – Could be the MOST important call your firm receives From the moment the phone in your office is answered your prospective client is forming an opinion about your ability to represent him or her. This is the one chance that your firm has to make an impression on the perspective caller. Often, some of the least paid and least trained employees in a law firm are tasked with the job of answering the phones. It is important to remember that your receptionist and intake specialist may or may not have additional tasks that they are required to complete. So, to encourage training and promote the proper answering of your phones you should consider creating a training program for your staff that addresses the GRACES of answering a phone call in your law firm… G - Greeting R - Really Listening A - Assurance C - Compassion E - Empathy S - Smile Let's discuss the five points on G-R-A-C-E-S Greeting – The greeting is something that should be considered a non-negotiable in your office. You should script the greeting for the receptionist and intake staff to ensure that they are answering the phone the way that you want it to be answered. Really Listen(ing) – This is the part that is most often overlooked by intake specialists (and even legal assistants/paralegals/case managers) who are just trying to get through his/her day. They often get caught up in filling out a form and forget that they are speaking with a person who really just wants/needs to tell their story. Teaching your staff to Really Listen for what is wrong with the caller and respond to the caller’s needs is crucial in developing a good working relationship with your clients and/or prospective clients. Assurance – Being able to assure the client or prospective client that they have made the right decision and are hiring the right law firm could be a crucial factor in the decision making process for the caller on the other end of the line. What marketing tools about your law firm have you armed your intake specialists with to allow them to brag about you, your accomplishments and the firm? If you have not given them an arsenal of information – you should. Compassion – We all know what compassion is and it needs little explanation. However, I have had the opportunity to listen to intake specialists from a wide range of law firms, and far too often there is very little compassion shown toward the new caller. Just a few simple phrases while they are allowing the caller to tell there story such as, “Oh no,” or “That’s terrible,” will take your firm from seeming cold and unconcerned to interested and engaged in the caller’s problem. This compassion will deepen the relationship with the caller and assist in your ability to maintain a good relationship with the prospective client throughout their representation. Empathy – Empathy as defined is the ability to understand and share the feelings of another. Empathy is another easy way to show the clients that you care about them and are concerned about their well being. Your staff can most likely relate to something that the client says and empathy is an easy thing that can be done while your staff is completing the intake form. SMILE – This one is free, but is sometimes the hardest to achieve. In some firms that I have worked with, they have mounted small mirrors on the sides of the computer monitors for the firm. There are theories that say if an individual can see themselves while they are on the phone they are more likely to smile. And we all know, that a smile can turn a situation around! Steps your firm can take to implement the GRACES: 1 - Hire a firm to make Ghost Calls to your office. Or, if your telephone system has the capability (and it is permitted in your state), record the incoming calls to your office. Then listen to them!! As the owner of the firm, you will be able to decide if what you hear on the other end is acceptable to represent you as a person, your law firm and your brand. 2 - Define your own acronym or use GRACES. 3 - Educate your staff on what you expect for each letter. Give them specific examples. Play recordings of calls that are incorrect or do not reflect the impression that you want to project. 4 - Promote. This is the part that is often omitted. Do something every month for a year to promote your acronym. Have a GRACES party and celebrate one month with treats that begin with each letter of the phrase. Buy small mirrors that mount to the side of the monitors that incorporate your acronym on them. (Don’t want to spend that money? Just print it out, laminate it and mount with Velcro pieces.) 5 - Last but not least, DON’T FORGET ABOUT IT. This is something that must constantly be reinforced by someone in your office. Pick someone to lead this initiative. Hire the Ghost Calling firm again to do check ups periodically and reward your staff for meeting your expectations!
Leadership
Change
The only thing that is truly consistent is change! Charles Darwin said that it is not the strongest of the species that survive, or the most intelligent, it is the one most responsive to change.
2 min read
Tim McKey
December 26, 2013
The only thing that is truly consistent is change! Charles Darwin said that it is not the strongest of the species that survive, or the most intelligent, it is the one most responsive to change. While I do not buy in to all of Darwin’s theories, I think this thought is on the money. The difference with humans, as opposed to all others in the animal kingdom, is that the human is capable of making a conscious choice to change… to adapt, to be flexible, to think and adjust, etc. (I also think we humans are the only animals to put ice in our drinks…but that is for another day.) While watching a DVD presentation recently by Les Brown I was impressed by a short story he told about a dog. The dog was whining and moaning when a visitor asked the dog’s owner what was wrong with the dog. The owner responded that he was lying on a nail. “Why doesn’t he move?” asked the visitor. “Well,” said the owner, “I guess it doesn’t hurt enough to move, just enough to convince him to whine and moan.” Does this describe most of us? Are we uncomfortable enough to whine and moan but not uncomfortable enough to do something about the discomfort? One of my friends left me with a quote that perfectly depicts when change will occur. “Change happens,” he says, “when the pain of the present exceeds the fear of the future.” Folks….that is profound! While consulting last month with a firm owner, we were discussing the business operation, of course, and the fact that he was still working too much IN his business and not enough ON it. In short, he was swamped, stressed, and uncomfortable… yet not quite swamped, stressed and uncomfortable enough to make some much needed changes. Yes, the changes needed to make his situation better involved some risk. The change may cost some money, the change may vest some “power” into others hands, the change may cause the owner to have to become a better manager, the change may… (you fill in the blank). Change is happening all around us in our personal lives as well as in our business lives. We cannot stop it. But to ultimately survive and prosper…to become successful (by whatever means you define success) we must adapt…we must change. And these changes may create risk. But if we don’t change… we may just go the way of the dinosaur. Remember them? They were big, strong, and fast…but they just couldn’t adapt… and they are nonexistent today. If you don’t like change, you’ll like irrelevance even less.
Leadership
Unknown Unknowns
Currently our firm, Vista Consulting, is working with 2 clients that are facing some very large decisions. The details surrounding the decisions are not relevant; however, the decisions themselves are very relevant. Sound like double talk?
2 min read
Tim McKey
December 12, 2013
Currently our firm, Vista Consulting, is working with 2 clients that are facing some very large decisions. The details surrounding the decisions are not relevant; however, the decisions themselves are very relevant. Sound like double talk? Not really. What I mean is… that the result of the decisions are not relevant to this article…but the decision making process is very relevant. I have often related to my children that neither I, nor they, will always make the right decision, but we should always make decisions right. (For the record, I, myself did make a wrong decision back in the 8th specifically what it was, but I do remember that it resulted in a trip to the principal’s office and contact with the “board of education”. Not fun!) These two clients are approaching the decisions in radically different ways and with radically different levels of stress. Remember, the result of these choices will follow the businesses for years to come. Client number 1 is fretting about making the wrong choice. Yet he is not doing much else. He paces and thinks, paces and thinks. He calls us with so many “what if” questions that we have lost count. He is attempting to play out every scenario to the nth degree. He’s said many times, “What if I make the wrong decision? What if this happens or that happens?” He is feeling lots of stress…and that is an understatement. Client number 2 however, is approaching a similar situation yet in a very different manner. He has considered the circumstances and made several very important lists. He has listed the known knowns. (What he knows to be true about the situation.) He has listed the known unknowns. (The things he knows he does not know…and maybe can only find out by making a decision.) But the list he knows he does not know how to compile is the one of the unknown unknowns. (He simply does not know what he does not know.) At this point client number 2, then, began asking questions. Good questions! When do I have to make the decision or when is the opportune time? Have I gathered enough information to make a well informed choice? Have I consulted my trusted advisors? Do I know anyone else that has been in a situation similar to this? Have I consulted them? What was their advice? He is trying to find out information that he does not even know that he doesn’t know. He is on a mission…and is energized by the process. Who do you think is more likely to make a right decision? Who do you think is making the decision right? Easy choice here, correct? Client number 2 of course. When he gets to the point that the timing is right and he has gathered good information he will simply “plant the flag” and move forward in a confident manner. Will his decisions always be right…I doubt it… but his batting average sure will be better than client number 1 and his stress level will be much more manageable. Have you and your team considered how decisions are made at your firm? Do you have any unknown unknowns? It is difficult to answer that. How would you know?
Leadership
Vision - It Is Important
Some owners believe that creating a Vision for their firm is something only business consultants do or suggest and a “not very important” exercise.
2 min read
Tim McKey
December 12, 2013
Some owners believe that creating a Vision for their firm is something only business consultants do or suggest and a “not very important” exercise. They may also feel that their firm is not big or sophisticated enough to look far into the future. “We just have to get it done now!” Never mind that they have no clear definition of what “it” is. I’d like to site 2 influential sources that think otherwise concerning the importance of developing a firm vision. In his acclaimed book, The Seven Habits of Highly Effective People, Dr. Steven Covey’s second habit is, “Begin with the end in mind.” Beginning with the end in mind is nothing more than creating the vision for how you want your firm to function and envisioning the desired outcomes. And Dr. Covey obviously thought this was important enough to be placed second in his list…only behind “Be proactive”. In the Bible’s Old Testament, Proverbs 29:18 states, “Where there is no vision the people perish.” This leads us to believe that the ancient leaders set forth before the people a “picture” of success. Without this picture, there was no guiding light. Without this picture, external forces could/can more likely influence future outcomes. What sounds better to you…your design for your future…or simply leaving it to chance? What do you want your firm to be? In order to document your vision for the firm it is important to think through just what you want the firm to be. Obviously you need to assess where the firm is now in order to begin the process of moving toward the more desired firm of your future. The more clear you are about where your firm is today, the more clear you will be with defining where you want to go. The knowledge of where you are now may take a little time to gather. Walk around a little, talk to your team…as Yogi Berra said…”You can observe a lot by watching.” Let what you discover in this fact finding mission guide you toward defining what you want the firm to be. How to build a Vision? Author, speaker, and business coach Cameron Herold (www.backpocketcoo.com) utilizes a visioning process that he calls his “Painted Picture”. We have adapted this painted picture approach to developing our Vision for Vista Consulting. This method involves documenting a detailed, high-level overview of what his business will look like, feel like, and act like into the future. We believe 1-3 years forward is a great target. Cameron’s painted picture includes paragraphs depicting what he and the business will be doing and some details on how it will be doing it.
Leadership
What's Valuable?
Over the past week or so I have been preparing for an approximate 2 hour presentation to one of my customer’s team at their annual retreat.
2 min read
Tim McKey
December 6, 2013
Over the past week or so I have been preparing for an approximate 2 hour presentation to one of my customer’s team at their annual retreat. The topic that the customer asked that I concentrate on is “business planning”. My mind has been whirling with different thoughts and stories that I hope will motivate the group to plan, but even further than just plan, I hope they will take action and implement their plans. Now that I have completed the preparation for the presentation I am able to step back and attempt to assess the value to be delivered by the concepts and ideas that I will be presenting. In doing this, a new thought jumped into my head…. what is truly valuable? At first I thought of the easy things…money, a house, a car, jewelry…you know…THINGS!!! I then thought that these are, what I have begun to call, rival assets….something that, if I give/sell to you, you have and I don’t. But what if I give you a concept or idea that inspires or motivates you to action….and that action results in creation of a new process that allows you to more effectively deliver your goods or service, or motivates you to make a real commitment to more consistently do the things in your business that you KNOW creates profitable sales? Or, in a non-business environment, motivates you to live a more healthy life-style. These non-rival assets of concepts, ideas, motivation, and/or inspiration are where, I think, real value truly lies. These assets are non-rival in that I can give/sell them to you and now we both have the asset. How cool is that? Since I sell advice, ideas, concepts, motivation, inspiration, and a few other intangible services for a living, the following statement is going to sound very self-serving. But here goes… I believe that the value of non-rival assets exceeds the value of rival assets by an immeasurable distance. Things are just that…things! But ideas, thoughts, determination, desire, ….these are the intangibles that lives of real worth are made. OK….there, I said it.
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