For the first few years of my solo practice, I was a pure solo (also known as a “true solo”). This means that I had no associates nor support staff. I had a small number of clients with relatively simple matters, so I had no need for such luxuries. But later, I got a part-time assistant who handled the mail, deposited checks, and called a client from time to time. She is still with me today helping me close up my existing cases.
Solo practitioners and small partnerships seeking a lucrative practice will eventually have to hire employees, or at the very least, part-time contract workers, in order to expand. At some point, the grunt work becomes too burdensome for the solo to handle alone. The legal assistant or paralegal will handle the usual office paperwork and logistical client calls while the associate is in charge of smaller cases.
Some pure solos want the lucrative practice without the hassle and potential liability of employees. Today, I want to share some of the true solo business plans being thrown around — and why it’s hard to make them work….
We are living in a feedback culture. Traveled lately? Uber wants to know how your ride to the airport was. Your airline? An emailed survey is waiting for you on arrival at your destination. Checking out of your hotel? Have a goodbye survey on the house. Had a meal? Make sure you take the opportunity to complain (on Google, Yelp, etc.) about the server who accidentally brushed your shoulder while pouring your overpriced Malbec. Or rave about the innovative creme brulee and brioche hybrid that is the heir apparent to the cronut as a worthy “queue them up” for hours artery-clogger. It’s easy. Just a few clicks, and the world will be enlightened with your opinion. And your service provider can “improve the experience” for the legions of satisfied customers to follow.
In fact, service providers in multiple industries are quite busy turning your technological toys into “review generation machines” — because they can. Purchase an item online, and be prepared to answer questions about the item, the purchasing experience, and even the process of returning “crappier in real life than it looked on my Retina Display iMac/iPhone/iPad” item as well. While you are at it, maybe you have some thoughts on the packaging too. If so, the good folks who supply online retailers with corrugated cartons of all shapes and sizes would sure appreciate hearing about it.
There is no doubt that technology has fostered this “connectivity” between consumer and service provider in a quite mind-boggling way. And that those service providers are not shy about exploiting it. Many times, we do not even realize just how much our thinking has changed on this issue….
There are a lot of ways to measure success as an attorney. Many of the ways lawyers measure their own successes are backwards-looking. Whether focusing on past educational accomplishments or big deals or cases they have participated in, lawyers love to focus on what they have done.
There is nothing wrong with that, unless it prevents someone from focusing on what truly is important: the present. And for practicing lawyers, and those who intend to keep on practicing, there is only one question relating to the present that matters: “Who thinks of me as their lawyer?”
The first step in putting yourself out there is knowing what you are about. You absolutely need to be able to present who you are to people in a simple, cohesive fashion. Otherwise, it can be difficult to make connections with people.
If you are stumbling on who you are or what you do, people lose interest. You need to be able to simply, and quickly, tell a story about who you are. Something that communicates what you are about — as a person and as a professional. You need to be able to express your personal narrative.
A few weeks into my new contract job, things got extremely busy. A few of the partners assigned additional work to me, and I see 12-hour days coming in the near future. And when I am done there, I have to go back home to work on my own client files. Unread letters and email are piling up on my desk, and it is getting harder to respond to phone calls quickly. I needed to do something to reduce the workload. And I sure as heck am not going to tell the partners that I’m too busy with my own work.
Over the weekend, as I was reviewing my notes and preparing billing statements to my clients, I decided that some of them had to go. Some were not paying their bills as agreed on the attorney-client contract and giving me all kinds of excuses. Others were slow in giving me information and documents that I needed. And others had malignant personalities that I couldn’t stand. Like most unestablished solo practitioners and small firms, I previously had no choice but to be flexible and exercise temperance in these situations. But now I am in a position to fire them.
After the jump, I will tell a story about a client I recently fired, the reasons why, and how I ended the relationship. I was worried because of the things he could possibly do to me: a bar complaint, a malpractice lawsuit, or a negative online review. But I felt particularly bad about this because he was one of my very first clients and one of my strongest cheerleaders….
There is an old story that tells the tale of three stonemasons. A stranger walks up and asks the stonemasons what they are doing. The first stonemason pauses and says, “I’m making a living.” The second stonemason replies, “I am making the best stone work in the country.” The third stonemason stands up with a distant look in his eyes and says, “I am making a cathedral.”
The first stonemason is a worker bee. He is there to collect a paycheck, nothing more. It is unlikely he will ever find success without someone else’s direction — if he ever finds it at all. A low-level associate. Or doc reviewer. A emp worker. The second stonemason is a craftsman for sure, but lacking in the big picture of what he is doing. An associate. Perhaps a partner someday. The third stonemason is the man who understands the ultimate goal of what their enterprise is all about. He is the senior partner. The one who has clients. One with the will and drive to start his own firm….
Last week I wrote about a complaint I heard from a client after they had been billed for two bottles of water served to them by their former lawyers at a meeting. I got numerous emails from people saying it was one of the most shocking behaviors that they had ever heard, the lowest of the low — a lawyer billing a client for a bottle of water that they had given to the client. When I wrote about it, it was the most egregious thing I had ever heard that a lawyer had billed to their client. But as a lawyer I know often says, “Take your expectations, then put even lower. Try the gutter.”
Less than a week later, there’s something worse in the news. A lawyer got sanctioned for his incompetent representation — then billed the sanctions to the client….
It’s always interesting to have conversations with clients who have gone through multiple lawyers. Not the sort of clients who have gone lawyer shopping in the past, bouncing around looking for the lowest price, but rather the client who has had a relationship with a lawyer in the past and has decided to break away from that lawyer due to poor performance or bad customer service. Listening to clients who have severed relationships with other lawyers offers a glimpse into what is going on in the mind of clients and what they expect from the legal services they obtain.
One of the most egregious things I’ve heard lately from a client has to do with a couple of bottles of water….
One of the first realities that new lawyers come to confront as they graduate law school — whether it be on their own or within a firm — is that clients are the life blood of practice. No clients, no practice.
This often comes as a surprise to new lawyers. Despite the the glut of lawyers, declining legal industry, and overall economic malaise, many new lawyers still think that clients will magically appear once they have received their J.D. and passed the bar. A few months into practice, they are quickly dissuaded of this notion.
Instead, they learn that clients must be developed or found.
As part of a nationwide tour, Above the Law is coming to the great city of Chicago.
Join preeminent law firm management consultant Bruce MacEwen, Katten Muchin Chicago managing partner Gil Sofer, and JPMorgan Chase & Co. assistant general counsel Jason Shaffer for a panel discussion (sponsored by Pangea3) on the evolutionary and market forces bearing down on the law firm business model. Come on by Thursday, November 20, at 6 p.m., for thought-provoking discussion, food, drink, and networking.
Space is limited and there will be no on-site registration, so please RSVP
Average law school debt for graduates of private universities hovered around $122,000 last year. With only 57% of new attorneys actually obtaining real lawyer jobs, recent graduates have a lot to consider when it comes to managing their student loan payments. Thanks to our friends at SoFi, today’s infographic takes a look at student loan debt, including the possible benefits of refinancing for JDs…
Kinney Recruiting’sEvan Jowers is currently in Hong Kong for client meetings and still has a few slots available through October 22. Evan will also be in Hong Kong November 14 to December 15. Further, Robert Kinney has been in Frankfurt and Munich this week and is available for meetings with our Germany based readers.
One of our key law firm clients has referred us to one of their important clients in the US, Europe and China – a leading global technology supplier for the auto industry – in order to handle their search for a new Asia General Counsel and Asia Chief Compliance Officer.
Kinney is exclusively handling this in-house search.
This position will have a lot of responsibility and include supervision of eight attorneys underneath them in the Asia in-house team. The new hire will report directly to the global general counsel and global chief compliance officer, who is based in the US. The new hire’s ability to make judgement calls is going to be as important as their technical skill set background.
The position is based in Shanghai and will deal with the company’s operations all over Asia and also in India, including frequent acquisitions in the region.
It is expected that the new hire will come from a top US firm’s Shanghai, Beijing or Hong Kong offices, currently in a top flight corporate practice at the senior associate, counsel or partner level. Of course, the candidate can be currently in a relevant in-house role.