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Take Charge of Your Life - Personal & Professional (ICLEF)


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Take Charge of Your Life - Personal & Professional (ICLEF)

  1. 1. Cynthia SharpPresented by• Professional CLE Speaker• Attorney Business Coach
  3. 3. Preliminary Thoughts•I decided to attend “Take Charge” because:•I would be really happy if we could cover the following: 3
  4. 4. Strategic Skills• Manage client expectations• Create a culture of client communication• Deliver top notch client service• Develop a powerful & loyal staff• Stay on top of pending cases• Minimize daily stress & irritation 4
  5. 5. Johari Window What You Know About What You Know AboutYourself And Everyone Else Yourself But Nobody Knows Too Else Knows What Everyone Else What You Don’t Know Knows About You But About Yourself And You Don’t Know Nobody Else Knows Either 5
  6. 6. “Insanity: doing the same thing over and over again and expecting different results.” - Albert Einstein - Albert Einstein6
  7. 7. Goal Setting Tips• Aim high!• Set specific goals• Firm deadline• Don’t allow current results to control• Know that you are worthy!• Take action even if you don’t know all steps 7
  8. 8. Rule 1-3 Diligence provides: “A lawyer shall act with reasonable diligence and promptness in representing a client.” 8
  9. 9. Causes of Lack of Diligence• Too much work• Procrastination• Disorganization• Incompetency• Personal issues 9
  10. 10. “Procrastination is a mechanism for copingwith the anxiety associated with starting orcompleting any task or decision.” - Neil Fiore, Ph.D. 10
  11. 11. Symptoms of Lack of Diligence• Failure to timely file pleadings• Missed court appearances/meetings• Files have grown mold• Numerous requests for extension 11
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  13. 13. Activity Management Concept - Covey Quadrant I. II. Urgent/Important Not Urgent/Important III. IV. Urgent/Not Important Not Urgent/Not Important 13
  14. 14. The Ideal Week 14
  15. 15. The Ideal Week 15
  16. 16. The Ideal Week 16
  17. 17. The One Year Challenge 17
  18. 18. The One Year Challenge 18
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  20. 20. Rule 1-4(a)    A lawyer shall:(1)promptly inform the client of any decision or circumstance with respect to whichthe clients informed consent, as defined in Rule 1.0(e), is required by these Rules;(2)reasonably consult with the client about the means by which the clientsobjectives are to be accomplished;(3)keep the client reasonably informed about the status of the matter; promptlycomply with reasonable requests for information; and(4)consult with the client about any relevant limitation on the lawyers conductwhen the lawyer knows that the client expects assistance not permitted by the Rulesof(5)Professional Conduct or other law or assistance limited under Rule 1.2(c). 20
  21. 21. Rule 4-2 COMMUNICATION WITH PERSON REPRESENTED BY COUNSELIn representing a client, a lawyer shall not communicate about thesubject of the representation with a person the lawyer knows to berepresented by another lawyer in the matter, unless the lawyer hasthe consent of the other lawyer or is authorized to do so by law or acourt order. 21
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  23. 23. Strong CaseManagement System 23
  24. 24. Develop Rapport 24
  25. 25. Ask Open Ended Questions 25
  26. 26. Listen Actively 26
  27. 27. Keep Client Informed 27
  28. 28. Defining The Terms of Client Service •Retainer Agreement •Non-engagement Letter •Termination Letter 28
  29. 29. Retainer Agreement •Responsibilities of Lawyer •Obligations of Client •Scope of Representation •Lay Out Stages of Case •Payment of Costs •Retainer Policy •Billing and Payment Policies 29
  30. 30. Retainer Agreement• Grounds for Withdrawal• Nonpayment• Client Misrepresentation• Failure to Cooperate• Client Requests Unethical Behavior• Include Sunset Provision• New Agreement for Each Matter 30
  31. 31. Non-Engagement Letter •Anytime You Don’t Accept Matter •Recommend Second Opinion •Be Brief and Polite •Record of Transmittal 31
  32. 32. Termination Letter•Reason for Termination•Conclusion•Nonpayment•Conflict Discovery•Client Terminates•Failure to Cooperate 32
  33. 33. Termination Letter•How to Obtain File•Status of Fees•Client Satisfaction Survey•Ask for Referral•Ask for Testimonial 33
  34. 34. Client Relations•Welcome Letter•Client Satisfaction Survey•Phone Appointments 34
  35. 35. Attorney CompetenceRule 1.1 provides that “A lawyer shall provide competentrepresentation to a client. Competent representationrequires the legal knowledge, skill, thoroughness andpreparation reasonably necessary for the representation.” 35
  36. 36. Business Expertise• Business Creator• Business Operator• Business Innovator• People Developer 36
  37. 37. Leverage Yourself 37
  38. 38. “Leadership is the art of getting someone else todo something you want donebecause he wants to do it.” Dwight D. Eisenhower 34th President of the United States 38
  39. 39. “The Buck Stops Here” Popularized by Harry S Truman39
  40. 40. Delegation Dynamics•The Fundamental Process•Delegation Reluctance•Problematic Delegation Problems•Action Plan - Moving Forward 40
  41. 41. The Fundamental Process Setting the Stage •Organization Chart •Regular Staff Meetings •SOP Manual •Culture of Trust 41
  42. 42. The Fundamental Process Types of Delegation •BASIC: Expectation is to follow instructions explicitly •CHALLENGING: Responsibility for an outcome What can I delegate? 42
  43. 43. The Responsibility Shift 43
  44. 44. The Responsibility Shift 44
  45. 45. The Fundamental Process The Preparation Phase •Review the assignment. Loose ends? •Clearly define the responsibility to be assigned •Who is right for the job? •Team Attitude 45
  46. 46. The Fundamental Process The Explanation Phase •Specificity as to end result •Explicit authority (or lack thereof •Available resources •Set specific deadlines 46
  47. 47. The Fundamental Process The Conversation Phase •Confirm understanding of assignment •Encourage Questions •Support and Communicate •Give Feedback 47
  48. 48. The Fundamental Process •Discourage Upward Delegation •Watch Out for Re-delegation 48
  49. 49. Delegation Reluctance“Old habits die hard.”~ English Proverb 49
  50. 50. Delegation Reluctance •Nobody does it better •Not enough time •Fear of Resentment •Unclear as to Authority 50
  51. 51. Problematic Delegation Styles Procrastination 51
  52. 52. Problematic Delegation Styles Micromanagement 52
  53. 53. Problematic Delegation Styles Dump and Run 53
  54. 54. The Mistake Process “Mistakes are a part of being human. Appreciate your mistakes for what they are: precious life lessons that can only be learned the hard way. Unless its a fatal mistake, which, at least, others can learn from.” ~ Al Franken, "Oh, the Things I Know", 2002 54
  55. 55. The Mistake Process Delegator•Private Discussions•Support with Corrective Measures•What is the “Learning”? 55
  56. 56. The Mistake Process Delegatee•Confess quickly (if you find the mistake)•Ask for support where needed•Create process to avoid similar errors 56
  57. 57. MRPC 5.1 Responsibilities Of Partners,Managers, And SupervisoryLawyersMRPC 5.2 Responsibilities Of A Subordinate LawyerMRPC 5.3 Responsibilities Regarding Nonlawyer Assistants 57
  58. 58. The Reality FocusSelf Assessment Tool 58
  59. 59. Work/Life Balance 59
  60. 60. Take Charge Plan 60
  61. 61. Four Decisions•Decide what you want•Decide what you will give up to get what you want•Decide to take personal responsibility•Decide what value and service you are going tooffer 61
  62. 62. “If you plan on being anything less than you are capable of being, you will probably be unhappy all the days of your life.” - Abraham Maslow62
  63. 63. Connect with Cindylike us follow us connect with us follow us share with us The Sharper Lawyer
  64. 64. The Sharper Lawyer now offers a complimentary half hour coaching session. Email Cindy for more details!
  65. 65. Thank You The Sharper Lawyer