Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Client Development Coaching Programs


Published on

Presentation given to Legal Marketing Professionals on how to create an effective client development coaching program in their firms.

Published in: Law
  • Login to see the comments

  • Be the first to like this

Client Development Coaching Programs

  1. 1. 1 Client Development Coaching Programs Cordell M. Parvin
  2. 2. Law Firm Management Skeptical?
  3. 3. 3 My Presentation Will Give You Tools to Convince Skeptical Lawyers
  4. 4. 4 My Presentation Will Answer Why Coaching?
  5. 5. 5 My Presentation Will Show You What Will Make It Successful?
  6. 6. Tools to Convince Skeptical Partners 6 Increase Firm Revenue
  7. 7. Credibility Relationships Recommendations Client Meetings Trust and Rapport Visibility Getting Hired Weak Ties Reputation / Profile
  8. 8. 8 Client Development Has Changed 1. Do Good Work 2. Unsolicited Contact 3. Websites / Branding
  9. 9. 9 Clients Have More Choices, Less Time Client Development Has Changed
  10. 10. 10 Your Lawyers Have Less Time Client Development Has Changed
  11. 11. Clients Economy Technology 11 Client Development Has Changed
  12. 12. 12 Today, It is not what you know, or who you know, it is who knows what you know Client Development Has Changed
  13. 13. Why Client Development Coaching 13 One Shot Training Program Does Not Work
  14. 14. 14 Tags: Careers, Work/Life 1 Readers Recommended this Article Article location: December 19, 2007 Change or Die By Alan Deutschman What if you were given that choice? For real. What if it weren't just the hyperbolic rhetoric that conflates corporate performance with life and death? Not the overblown exhortations of a rabid boss, or a slick motivational speaker, or a self-dramatizing CEO. We're talking actual life or death now. Your own life or death. What if a well-informed, trusted authority figure said you had to make difficult and enduring changes in the way you think and act? If you didn't, your time would end soon -- a lot sooner than it had to. Could you change when change really mattered? When it mattered most? Yes, you say? Try again. Yes? You're probably deluding yourself. You wouldn't change. Don't believe it? You want odds? Here are the odds, the scientifically studied odds: nine to one. That's nine to one against you. How do you like those odds? This revelation unnerved many people in the audience last November at IBM's "Global Innovation Outlook" conference. The company's top executives had invited the most farsighted thinkers they knew from around the world to come together in New York and propose solutions to some really big problems. They started with the crisis in health care, an industry that consumes an astonishing $1.8 trillion a year in the United States alone, or 15% of gross domestic product. A dream team of experts took the stage, and you might have expected them to proclaim that breathtaking advances in science and technology -- mapping the human genome and all that -- held the long-awaited answers. That's not what they said. They said that the root cause of the health crisis hasn't changed for decades, and the medical establishment still couldn't figure out what to do Change or Die What if you were given that choice?
  15. 15. 15 about it. Dr. Raphael "Ray" Levey, founder of the Global Medical Forum, an annual summit meeting of leaders from every constituency in the health system, told the audience, "A relatively small percentage of the population consumes the vast majority of the health-care budget for diseases that are very well known and by and large behavioral." That is, they're sick because of how they choose to live their lives, not because of environmental or genetic factors beyond their control. Continued Levey: "Even as far back as when I was in medical school" -- he enrolled at Harvard in 1955 -- "many articles demonstrated that 80% of the health-care budget was consumed by five behavioral issues." Levey didn't bother to name them, but you don't need an MD to guess what he was talking about: too much smoking, drinking, eating, and stress, and not enough exercise. Then the knockout blow was delivered by Dr. Edward Miller, the dean of the medical school and CEO of the hospital at Johns Hopkins University. He turned the discussion to patients whose heart disease is so severe that they undergo bypass surgery, a traumatic and expensive procedure that can cost more than $100,000 if complications arise. About 600,000 people have bypasses every year in the United States, and 1.3 million heart patients have angioplasties -- all at a total cost of around $30 billion. The procedures temporarily relieve chest pains but rarely prevent heart attacks or prolong lives. Around half of the time, the bypass grafts clog up in a few years; the angioplasties, in a few months. The causes of this so-called restenosis are complex. It's sometimes a reaction to the trauma of the surgery itself. But many patients could avoid the return of pain and the need to repeat the surgery -- not to mention arrest the course of their disease before it kills them -- by switching to healthier lifestyles. Yet very few do. "If you look at people after coronary-artery bypass grafting two years later, 90% of them have not changed their lifestyle," Miller said. "And that's been studied over and over and over again. And so we're missing some link in there. Even though they know they have a very bad disease and they know they should change their lifestyle, for whatever reason, they can't." Changing the behavior of people isn't just the biggest challenge in health care. It's the most important challenge for businesses trying to compete in a turbulent world, says John Kotter, a Harvard Business School professor who has studied dozens of organizations in the midst of upheaval: "The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people." Those people may be called upon to respond to profound upheavals in marketplace dynamics -- the rise of a new global competitor, say, or a shift from a regulated to a deregulated environment -- or to a corporate reorganization, merger, or entry into a new business. And as individuals, we may want to change our own styles of work -- how we mentor subordinates, for example, or how we react to criticism. Yet more often than not, we can't. CEOs are supposedly the prime change agents for their companies, but they're often as resistant to change as anyone -- and as prone to backsliding. The most notorious recent example is Michael Eisner. After he nearly died from heart problems, Eisner finally heeded his wife's plea and brought in a high-profile number-two exec, Michael Ovitz, to “If you look at people after coronary-artery bypass grafting two years later, 90% of them have not changed their lifestyle.”
  16. 16. Why Client Development Coaching 16 Create/Enhance Marketing Culture
  17. 17. Managing Partner- Cary Gray Create/Enhance Marketing Culture Why Client Development Coaching
  18. 18. Why Client Development Coaching 18 Building Confidence
  19. 19. 19 Think Big!! Building Confidence Lizzette Zubey Why Client Development Coaching
  20. 20. 20 What Was Your Take Away from the Coaching Program Andrea Anderson Building Confidence and Relationships Why Client Development Coaching
  21. 21. Why Client Development Coaching 21 More Focus
  22. 22. 22 How do you plan your client development efforts? Kevin O’Neill Why Client Development Coaching More Focus
  23. 23. Why Client Development Coaching 23 Teamwork and Collaboration
  24. 24. 24 Accountability and Teamwork Keith McMurdy Why Client Development Coaching
  25. 25. Why Client Development Coaching 25 Fun!
  26. 26. 26 Group Interaction Nicole Snyder Why Client Development Coaching
  27. 27. Success-Select the Right Coach Client Development Coaching Program 27
  28. 28. 28 Success-Coach’s Role Coaching Client Development Coaching Program
  29. 29. 29 Determining What Will Work Best Anne Marie O’Brien Client Development Coaching Program
  30. 30. 30 Success-Coach’s Role Teaching Client Development Coaching Program
  31. 31. Success - Most Important Select the Right Lawyers for Coaching Client Development Coaching Program 31
  32. 32. Success - Group and Individual Goals Client Development Coaching Program 32
  33. 33. Client Development Coaching Program 33 Success - Group and Individual Goals Rusty Gray
  34. 34. Success - How many, how long, how often Client Development Coaching Program 34
  35. 35. 35 Jay O’Keeffe Successful Coaching Program Benefits of coaching program
  36. 36. How much non-billable time did you devote to the coaching program? 36 Successful Coaching Program
  37. 37. How are you overcoming challenges for client development? 37 Successful Coaching Program Angie Davis
  38. 38. 38 Successful Coaching Program Judy Springer What was the biggest take away?
  39. 39. What was the most fun/rewarding 39 Successful Coaching Program Angie Davis
  40. 40. 40 Successful Coaching Program Anne Bancroft What one piece of advice would you give lawyers to help them be successful in a coaching program?
  41. 41. Describe how you worked through the video coaching program 41 Successful Coaching Program
  42. 42. How did participating in the group coaching call help you? 42 Successful Coaching Program
  43. 43. What did you gain from a one- on-one coaching session? 43 Successful Coaching Program
  44. 44. 44 Client Development Coaching Programs Cordell M. Parvin
  45. 45. Describe How the Coaching Program Worked in Your Firm 45 Panel Questions
  46. 46. What would a typical one-on-one coaching session be like? 46 Panel Questions
  47. 47. What would a typical group coaching session be like? 47 Panel Questions
  48. 48. What, if any, results have you seen from your efforts? 48 Panel Questions
  49. 49. How has coaching changed any preconceived notions you had about client development? Panel Questions
  50. 50. Describe the benefits of having a team participate in the coaching program. 50 Panel Questions
  51. 51. What did you do to build relationships? 51 Panel Questions
  52. 52. What did you do to raise your visibility and credibility? 52 Panel Questions
  53. 53. 53 Panel Questions What are you doing differently as a result? Tricia DeLeon
  54. 54. What was the most important thing your coaching group did as a group? 54 Panel Questions
  55. 55. What client development challenges have you faced? 55 Panel Questions