Frequently Asked Questions

Wait a minute, are you an attorney?


Why should I (a lawyer) trust you?

I am not an attorney, so you might think I don’t really understand your world. In fact, you might even feel that I should be held at arms length and viewed with suspicion.

However, in the firm I led, I was in the “inner circle”—viewed as a peer by my boss, the owner of the firm. This is probably a testament to his management creativity and willingness to put results over ego-gratification.

Our skills, talents and psychological make-ups were very complimentary (in the Briggs Myers parlance, I am a “mastermind,” or INTJ, while he is a “commander,” or ENTJ).

We worked side-by-side and in a spirit of cooperation and frank open honesty.

I understood clearly where my influence was not appropriate—i.e., any input regarding the legal assessment of a matter. However, aside from that, I absolutely exerted influence. After all, a law firm is a business and that is my expertise. Prior to my work in the law firm, I had experience in sales, marketing and management—all directly applicable.

And together we worked hard to build a firm that was unique and special. Our perspective was that we would look at and consider the way things were generally done in the legal profession but not feel bound by that. We set out to find the best solutions, not the status quo. Hence, my focus on “Excellence” as a framework.

Through that process, I gained the trust of the lawyers in the firm. In fact, many employees (attorneys and staff) viewed me as their advocate on the management team.

Why YOU specifically?

Three things I bring to the table:

  1. The specific experiences acquired over the past 8 years building a law firm from 5 to 50 attorneys:
    • Leadership perspective and principals (lots of lessons learned through mistakes and then seeing those mistakes corrected)
    • Creating a proper financial structure, including compensation and key performance indicators (KPIs); i.e. “managing to the numbers”
    • Strategies for client acquisition & account management
    • Lots of operational insight
  2. A forward-looking mindset forged through the fires of those experiences
    • As new challenges or opportunities arise, I know how to assess them and discern options for moving forward
  3. Cross-pollination through exposure to a wide range of firms
    • Through the LawFirmExcellence Podcast I interview experts and accomplished law firm leaders
    • Through consulting engagements I have understanding of many different problems and solutions applied in different firms
    • Extensive personal network of experts in various fields, including technology
Why should I hand over my money? (What will I get IMMEDIATELY.. and what will I get long term?)

The immediate short-term benefit of working together is that you will get clarity.

We’ll start by determining exactly what you want to achieve with your firm. Then, we’ll identify an effective plan for getting there: we’ll identify what you should focus on and in what order. We’ll track your progress implementing, deal with obstacles as they emerge, and help you stay focused on the target.

Long term, you will hit your goals. (Or, you will understand clearly what choices you are making that prevent you from hitting them).

I’ve intentionally set up the terms of our engagement to enable flexibility.

You are free to leave at any time. (In fact, I expect very few clients to stay for life.) But my promise is that when the time comes for you to leave, you will leave happily, knowing you’ve received immense value that has impacted your firm for the better.

Why not other people (consultants/competitors)?

In the end, the choice of who to work with is about fit.

And oftentimes the key to fit is personality types. So, I make no claims to be able to help “everyone.”

But I have found, when there is a fit, and I am able to be truly present and lock in on the needs and experience of the person I’m helping, I am able to tap into a real spark of genius. Most of the time, the “solution” will not come from me but from you. What I do well, for people with whom I have a genuine connection, is create the space that allows those solutions to emerge.

Why not just use all the content on your website, in your ebook, and on the podcast to try to solve all the problems in my firm?

Please do try those things. They work.

The question of whether or not to hire a consultant doesn’t hinge on whether the expert has some additional secret knowledge that has been held back, only for paying customers.

In fact, I fully intend to share all that I have with the world.

And expertise and knowledge definitely has a part to play in the relationship.

But I caution anybody, don’t hand over your fate any expert, any third party, whom you rely on to give you answers or steer your direction. (And you wouldn’t do that even if I told you to.)

Make your decision about whether or not to hire a consultant based on who you are, what you need, and how you work.

So if you enjoy working collaboratively and derive energy and inspiration from such interactions, it might be a fit.

As they say, it’s lonely at the top.

How would your life change with an advocate in your corner, to help you discern direction, strategy and tactics? Someone to discuss problems and challenges with? Someone who both understands where you are headed but also has a perspective slightly outside of the fray of your day-to-day existence?

Or instead, do you find that you move forward most effectively based on your own insights and drive? Do you doubt and disregard input from others? Then stay the course and go it alone.

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