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Accounting
Protected: Short-Term Pain, Long-Term Gain: Fitness in Financial Processes and Reporting
There is no excerpt because this is a protected post.
6 min read
Rebekah Stevens
December 5, 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 ([email protected]) 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 [email protected]. 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.
graphic image of man juggling items for work balance
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 proc