High Performance
Leadership Tools |
|
Revenue-Focused
Leadership
Getting practice groups, departments, teams and
offices focused on enhancing revenues is a vital function for
lawyer-leaders. Unfortunately, many leaders lack the skills
and experience to successfully drive this process. Click
here to learn how David Freeman Consulting Group’s
training and coaching-driven approach can help leaders maximize
their effectiveness.
|
|
|
Laterals
Laterals represent large investments that are
expected to yield significant returns, however, often the results
do not meet expectations. To learn how you can help your laterals
realize their business development potential, click
here.
|
|
|
Measure Your
Business Development Culture
What kind of business development culture exists in your firm? How do laterals, partners and associates view marketing, selling and client service? What are your strengths, and which areas need improvement? Before making expensive investments in marketing tools and initiatives, find out how your lawyers perceive business development in your firm. For more information about the free Culture Survey Process call David Freeman at 303-448-0757.
|
|
|
High Impact
Retreats
Retreats can be the catalyst for uncovering millions
of dollars of new business. For ideas on maximizing the effectiveness
of retreats, click
here to view a New York Law Journal Article on this subject.
|
|
|
The "Great"
Law Firm
Most firms are good at what they do, but can
they become better? Jim Collins, in his book Good to Great,
showed us how good companies became great companies. To read
an article on how these principles can be translated and applied
to law firms, click
here.
|
|
|
Business Development
for Individual Lawyers
Success as a rainmaker usually requires a process,
one that mixes short-term sales activities with longer-term
marketing and client service initiatives. Enhancing our lawyer’s
capabilities as business developers requires a thorough blending
of tools: Training, personal coaching and planning that is customized
to both the needs the firm and the individual lawyers. To learn
more about how David Freeman Consulting Group can help lawyers develop solid habits
that can result in a thriving practice, click
here.
|
|
|
Strategic
Planning
Effective strategic planning requires an understanding
of the interplay of many factors that go into turning a plan
into reality. Click
here to read an LMA article on avoiding the pitfalls that
plague many law firm strategic planning initiatives.
|
|
|
David Freeman's Upcoming Speaking
Engagements
• LMA Southeast Conference: "Developing
Revenue-Focused Leaders"
• LMA Minnesota Second Annual Conference:
"The Five Habits of Successful Business Development"
|
|
|
Prior Newsletters
To view prior newsletters, click here
|
|
|
Feedback
I wholeheartedly welcome your feedback on this
publication, ideas for future content and articles, and best
practices that can be shared with our community of leaders.
I can be reached via email. |
|
|
|
Best
Practices In Marketing:
“What Is Branding?”
By Amanda Duckworth, Chief Marketing Officer, Morrison & Foerster
For as long
as I can remember in my marketing career, branding as a means
of differentiation has been axiomatic. Who in marketing has
not been taught about the power of branding to distinguish Nordstrom
as the service retailer, BMW as the ultimate performance car,
American Express as the card with privileges? It was, therefore,
a humbling experience to come to the legal profession and be
forced to reconsider my well-established precepts on branding.
What I concluded is that there is an alternative, equally important
purpose for branding when it comes to law firms.
-
Click here for full text -
|
|
|
Best Practices in Leadership:
“Practice Group Leadership: Seizing The First Hundred
Days:
By John Cunningham
Professional services firms - unlike their corporate clients – generally
do not groom individuals to prepare them for leadership roles within the
organization. As a consequence, a new practice group leader often faces
the daunting task of learning about leadership just when he or she is at
the most critical juncture – the beginning of their term.
David Freeman of David Freeman Consulting Group in Boulder,
Colorado, who has coached thousands of professionals
in corporations and service firms on business development
and “revenue-focused leadership,” said
that the first 100 days of leadership are “the
ideal time to form good organizational habits [or]
break habits that are not functional.”
Click
here for the full article as published in the
October 2005 issue of Professional Marketing magazine.
|
|
Best Practice in Client Service:
“A Client’s Perspective on Law Firm Marketing
and Sales”
By Craig Levinson, Director of Business
Development and Marketing, Brown Raysman Millstein Felder
& Steiner, and Gabriel Miller, General Counsel of Captivate
Networks, A Gannett Company
Managing Partner. Chief Marketing Officer. Director
of Client Development and Sales. Marketing Partner.
Director of Communications. Marketing Committee member.
In
the law firm context, what does each of these positions
have in common? In terms of marketing and business development,
each person on the list serves, primarily, as an instrument
of change.
As
the competition for premier legal work continues to stiffen,
firms are increasingly forced to change the way they position,
promote and sell themselves. Firm leaders and marketing
professionals face a daily battle of convincing their professionals
that tactics of 15, 10, even 5 years ago may no longer be
relevant.
Often,
the most persuasive ammunition a marketing agent can possess
is the opinion of a client – someone who is a professional
buyer of legal services. In that vein, Craig Levinson, Director
of Business Development and Marketing, Brown Raysman Millstein
Felder & Steiner, sat down with Gabriel Miller, General
Counsel of Captivate Networks, A Gannett Company
-
Click here for full text -
|
|
|
|
|
|
David H. Freeman, J.D., founder and CEO of
David Freeman Consulting Group LLC, applies over twenty-three years
of experience helping firms, practice groups, and individual
lawyers increase their revenues. He is a former attorney from
New York who has worked with thousands of lawyers in over
sixty-five law firms across North America (including more
than thirty in the AmLaw 200) as a leadership and business
development consultant, trainer, retreat facilitator and coach.
-
Click here for full bio -
|
|
|
|
|
