The Practice Growth Mindset

Transcription

1 The Practice Growth Mindset MARK POWERS, the president and founder of Atticus, has been coaching family lawyers on practice management and marketing for 25 years. Mark is one of the top legal coaches in the United States and a dynamic speaker with great substance. His bio is on the Atticus website,. Presented by: Mark Powers, President, Atticus The Practice Growth Diagnostic Pen & Paper at the ready Make a list of possible action items Mindset (Noun) The Practice Growth Mindset A set of beliefs or a way of thinking that determines one s behavior, outlook, and mental attitude. Presented by: Mark Powers, President, Atticus 1

2 Mindset Your eyes only see, and ears only hear, what your mindset is looking for. The Mindset There are many ways to think about and lead a law, but only one mindset can give you a competitive advantage over 80% of your competitors and dramatically increase your income. Your income is stifled. Without This Mindset: At the mercy of your competitors little or no competitive advantage. Can t control or grow the practice properly. Destined to long days, lots of throughout the day, and high levels of stress. Deal with low level clients and uninspired matters. Very little vacation and dependent on you. Without This Mindset: Unable to develop true freedom, independence and control. Subject to high turnover in team. Can t keep real talent. Burning out. 3 Post-Heroic Focus on profit centers Selling and team vs. self Recognized as market leader More passive income Legacy organization The Great Lawyer Mindset 2 1 Gravitational Pull Income still based on personal role, über technician Marketing and revenue focus Raise case value, rates and retainers Good revenue growth in it doing it, doing it Heroic Leadership YOU RELATIONSHIPS THE PAST PROFESSIONAL TECHNOLOGY FOCUS RESOURCES MANAGEMENT TRAPS / BLIND SPOTS What I don t know that I don t know in it doing it, doing it STRATEGIES Be a great lawyer Heroic leadership style RESULTS, little time off Endless days of high stress,, a treadmill Very vulnerable to market forces The practice owns them 2

3 MINDSET TRAPS/BLIND SPOTS STRATEGIES RESULTS in it doing it, doing it Be a greater technical Lawyer Be the hero of the Story Income still based on increased personal role, Über Technician Still heroic leadership style organization still dependent on them Comfortable & Arrogant. No big challenges lack a compelling reason to play a bigger game-things are working Marketing & revenue focus Raise case values Become far more selective with clients and staff Build a solid team Develop sustainable infrastructure Work business, fewer hours, more vacation Good revenue growth, good profits Better clients and dependable team In some cases, double revenues and take monthlong sabbatical Successful by anyone s standards The Myth Of Sisyphus Income still based on personal role, über technician Marketing and revenue focus Raise case value, rates and retainers Good revenue growth Punished to a life of futility in it doing it, doing it Limited strategies Market Leader TRAPS/BLIND SPOTS STRATEGIES Post-Heroic style of leadership Focus on profit centers Constant improvement as a cultural focus Market and team (vs. self) Marketing and delivery innovations Management structure in place RESULTS Recognized as a market leader More passive income over wage/salary Legacy organization Great team not dependent on them More autonomy, personal freedom, fun and joy than they imagined! Focus on profit centers Recognized as market leader Selling and team vs. self More passive income Marketing & branding into sweet Legacy organization spot Income still based on personal role, über technician Marketing and revenue focus Raise case value, rates and retainers Good revenue growth Limited strategies in it doing it, doing it YOU RELATIONSHIPS THE PAST PROFESSIONAL TECHNOLOGY FOCUS Gravitational Pull: RESOURCES MANAGEMENT 3

4 Key Strategies for Change Compelling reason/goals Compelling reason/goals Accountability and follow-up Coaching structure Focus on profit centers Selling and team vs. self Marketing & branding into sweet spot Recognized as market leader More passive income Legacy organization Accountability and follow-up Income still based on personal role, über technician Marketing and revenue focus Guidance and direction - Coaching structure Raise case value, rates and retainers Good revenue growth in it doing it, doing it Limited strategies Gravitational Pull YOU RELATIONSHIPS THE PAST PROFESSIONAL RESOURCES TECHNOLOGY FOCUS MANAGEMENT The Great Lawyer Mindset in the Different Thinking With Different Mindsets The Practice Growth Mindset The Market Leader Mindset on other leaders The Great Lawyer Mindset in the Focus is on income The work is the most important thing we do Focus on getting through the day Personal boundaries are fungible The is dependent on the leader (heroic leader) The Practice Growth Mindset Focuses on marketing & profits The work of the business is to produce value for the client Works on cornerstone systems systems make good people look great Personal boundaries are critical The Practice Growth Mindset Focuses on marketing & profits The work of the business is to produce value for the client Works on cornerstone systems systems make good people look great Personal boundaries are critical The Market Leader Mindset on other leaders Post-heroic leadership style is ly in place has killed off the hero Actively creates talent vacuums Develops and acts as a catalyst for talent Focuses on profit centers, vision and strategic perspectives Has a succession plan How Do You View Your Role? Owner/ Manager Lawyer/ Technician The Great Lawyer Mindset 4

5 How Do You View Your Role? How Do You View Your Role? Manager/ Technician Works Firm Owner/ Manager Lawyer / Technician Works in the Firm Owner/ Leader Post Heroic Leader, catalyst for others. The Practice Growth Mindset The Market Leader Mindset (Post Heroic Leader) Growth Mindset Message: 1. You will be a more effective leader if, rather than doing the work yourself (even though you are good at it), you delegate to other competent team members. 2. To grow the, your substantive abilities, even your managerial skills, become less important than your team s performance. 3. Your job is to set direction (vision), align team members, strategize solutions, execute, maintain high expectations and coach. 90-Day Experiment Block off a targeted number of days, (write down number, go for 30); Experiment: Breakdowns Wins Insights & Observations Biggest Takeaway The Practice Growth Diagnostic 5

6 Upcoming Programs: Atticus Practice Builder Orlando, FL October 27 & 28 Practice Growth Program Orlando, FL January 12 & 13, 2017 Questions? Dominate Your Market (Family Law) Orlando, FL January 26 & 27 Building a Competitive Advantage that lasts a lifetime. mark@atticusonline.com 6