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Sr. Associates Cd Nutshell

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This is a program for senior associates on client development in 2010

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Sr. Associates Cd Nutshell

  1. 1. Cordell M. Parvin http://www.cordellparvin.com What You Need to Learn and Practice for Long Term Success Client Development in a Nutshell
  2. 3. Planning to Use Time Wisely Visibility and Credibility Relationships and Getting Hired
  3. 4. Why Have a Plan? Planning
  4. 5. Most people aim at nothing in life and hit it with amazing accuracy. - Jim Cathcart Planning
  5. 6. Super Achievers Think Optimistically and Plan Purposely Steve Jobs Founder/CEO Apple, Inc. Planning
  6. 7. Planning Most Important Resources Energy Time
  7. 8. Planning
  8. 9. How you spend non-case time will determine the quality of your career and relationship with your clients How you spend your free time determines the quality of your life Planning
  9. 10. Planning Create a Plan With Goals
  10. 11. 2010 Development Plan
  11. 12. Goals Hours Goals Hours Activities How I Prepare My Business Plan
  12. 13. 500 Hours to Invest 100 Administrative 300 Business Development 100 Your Development Planning
  13. 14. Substantive Law Construction Industry Knowledge Business – Marketing, Relationships My Own Development
  14. 15. Reputation / Profile My Client Development Relationship Building
  15. 16. “ Any system or blueprint for success is better than none at all. Think on Paper .” Have you written down your goals? If not, when? Brian Tracy Goals
  16. 17. Business Goals Bill ___ hours Originate $____ Obtain ____ new clients Expand existing business with ____ Speak at _____ industry meetings Write ___ articles and get them published Post ____ blog posts Meet with ___ contacts Add ____ to my web page bio
  17. 18. Focus on (Lawyer Skill) Attend CLE on (Lawyer Skill) Read (Lawyer Skill) Learn About (Client Industry) Learn About (People Skill) Development Goals
  18. 19. Goals ____________________ ____________________ ____________________ What Are Your Goals?
  19. 20. Goals 1. Originate $___ in Business 2. Bill ___ Hours 3. Obtain ___ New Clients 4. Meet with ___ Contacts Quarterly
  20. 21. Goals Obstacles
  21. 22. Goals Who Can Help?
  22. 23. Goals ____________________ ____________________ ____________________ Actions to Achieve Goal?
  23. 24. Goals Break Down 90 Day Actions
  24. 25. Goals Next Week’s Action Item for Each Goal
  25. 26. How to Become Visible and Credible
  26. 27. You have to Stand Out in a Crowd What You Need to Know
  27. 28. Visible and Credible Regularly Update Your Website Bio
  28. 29. Visible and Credible Narrow Your Focus
  29. 30. Remarkable Ideas for Narrow Market
  30. 31. The Tipping Point
  31. 32. The Law of the Few
  32. 33. The Law of the Few
  33. 34. Active in Bar and Community Activities Connector
  34. 35. The Law of the Few
  35. 36. What You Need to Do
  36. 37. The Law of the Few
  37. 38. WRITING
  38. 39. How to Decide Topic Writing
  39. 40. Message Conveyed by Connectors, Mavens and Salesmen Stickiness Factor
  40. 41. 4 Ideas for Articles 1 __________________________ 2 __________________________ 3 __________________________ 4 __________________________ Writing
  41. 42. __________________________ __________________________ __________________________ __________________________ What is in it for Your Readers?
  42. 43. Focus on Clients’ Problems, Opportunities, Internal and External Changes
  43. 45.
  44. 46. Create Guides
  45. 47. Josh Horn
  46. 48. Alexander Hernaez
  47. 49. Jason Cornell
  48. 50.
  49. 52. SPEAKING
  50. 53. What is Your Objective? Speaking
  51. 54. Focus on Clients’ Problems, Opportunities, Internal and External Changes
  52. 55. Don’t Sell, Instead Teach When I Write or Speak
  53. 56. Non-Verbal Communication
  54. 57. Non-Verbal Communication Natural Posture Engaging Smile Expressive Hand Gestures Eye Contact Volume and Inflection
  55. 58. Non-Verbal Communication Confidence Competence Charisma Connection
  56. 59. Connect with Audience Charisma
  57. 60. Lawyers and PowerPoint
  58. 61. Compliance Programs <ul><li>Goal: self-policing and changing the corporate culture to include a commitment to ethics and compliance with civil and criminal laws. </li></ul><ul><li>Double-edged sword: if a crime is committed in the face of a compliance program, it may suggest that the company is not truly committed to changing its corporate culture. </li></ul>
  59. 62. Compliance Programs, continued <ul><li>The compliance program must be designed to catch the most likely misconduct given the corporation's primary business. </li></ul><ul><li>Whether the program is adequately designed for maximum effectiveness in preventing and detecting wrongdoing by employees; </li></ul><ul><li>Whether corporate management is enforcing the program or is it tacitly encouraging or pressuring employees to engage in misconduct to achieve the business objectives; and </li></ul><ul><li>Investigators will interview rank‑and‑file employees to determine the effectiveness of and commitment to the ethics/compliance program. </li></ul><ul><li>Is there an audit function so that the corporation can determine its effectiveness? </li></ul>
  60. 63. Compliance Programs, continued <ul><li>USSG Requirements for Compliance Programs: </li></ul><ul><li>Standards and procedures to prevent and detect crime </li></ul><ul><li>High level employee assigned responsibility for effectiveness of program plus someone to conduct day-to-day operations </li></ul><ul><li>Take reasonable steps to avoid promoting or hiring criminal element </li></ul><ul><li>Training at all levels in organization </li></ul><ul><li>Establish auditing or monitoring systems </li></ul><ul><li>Mechanisms to enforce standards </li></ul><ul><li>Take reasonable steps to respond to criminal conduct </li></ul><ul><li>Test system to detect problems </li></ul>
  61. 64. Start and Finish with High Energy Presentation Basics
  62. 65. How to Close – Call to Action
  63. 66. Relationships and Getting Hired
  64. 67. What You Need to Do List and Focus on Your Contacts
  65. 68. Contact Focus A system to Focus on Your Contacts for Best Results Prioritize contacts Upgrade nature of contacts Learn personal information and professional needs
  66. 69. Relationship / Getting Hired How Clients Select Hire Lawyers Over Law Firms
  67. 70. Relationship / Getting Hired
  68. 71. How Clients Select Screen Based on Reputation Relationship / Getting Hired
  69. 72. How Clients Select Relationship / Getting Hired
  70. 73. Clients Hire Lawyers They Trust and With Whom They Connect Relationship / Getting Hired
  71. 74. Building rapport essential to building trust and long term relationships Our responsibility to understand our client’s personality and communicate effectively Building Rapport
  72. 75. Personality type How they speak and receive information Empathy Three Aspects Building Rapport
  73. 76. Control Emote Ask Tell Building Rapport Analytical Under stress Avoid Driving Under stress Autocratic Amiable Under stress Acquiesce Expressive Under stress Attack
  74. 78. <ul><li>Visual Learners – Showing </li></ul><ul><li>Aural Learners – Telling </li></ul><ul><li>Kinesthetic Learners - Experiencing </li></ul>Building Rapport - Communication
  75. 79. Building Rapport - Empathy
  76. 80. Building Trust
  77. 81. <ul><li>Components of Trust </li></ul>TRUST = C + R + I S C – Credibility R – Reliability I – Intimacy S – Self-orientation Building Trust
  78. 82. Building Trust
  79. 83. What Clients Want Focus on Client Service
  80. 84. <ul><li>Survey’s of General Counsel </li></ul><ul><ul><li>75% of Fortune 1000 clients not satisfied - reasons </li></ul></ul>Poor Client Service Cost Inefficiencies What Clients Want
  81. 85. <ul><li>Recent studies/surveys of corporate counsel </li></ul>Legal expertise is assumed Focus on: ★ Industry, Company and Client Representative ★ Responsiveness ★ Innovation What Clients Want
  82. 86. Plan with Goals Accountability Become Visible and Credible Build Relationships Improve Client Service Repeat Above What Now?
  83. 87. Cordell M. Parvin http://www.cordellparvin.com What You Need to Learn and Practice for Long Term Success Client Development in a Nutshell

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