SAN DIEGO
Volume 141, 2015 $6.95
Yelp Wanted: For Law Firm Reviews Learn how to leverage Yelp to grow your business
John Damron
Protecting Little Guys’ Big Ideas: The California Inventors Assistance Program
Five Guaranteed Ways to Lose Potential Clients on the Web in 2015
Sarah Austin
Tanner Jones
The Six Key Numbers Every Lawyer Should Know About His/Her Law Firm
Ten Principles to Eliminate Distractions and Encourage Success
Anne M. Bachrach
Rjon Robins
Six Steps for Avoiding HR Headaches & Employment Issues on Your Practice
Robert Lehrer
Law Firm of the Month
Albertson & Davidson LLP The Brains Behind Albertson & Davidson LLP Are Not Your Typical Trust & Will Attorneys
2015 EDITION—NO.141
TABLE OF CONTENTS 6 Yelp Wanted: For Law Firm Reviews Learn how to leverage Yelp to grow your business
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by John Damron
10 Six Steps for Avoiding HR Headaches & Employment Issues on Your Practice by Robert Lehrer
EXECUTIVE PUBLISHER Brian Topor EDITOR Wendy Price
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CREATIVE SERVICES Skidmutro Creative Partners
LAW FIRM OF THE MONTH
16 Albertson & Davidson LLP The Brains Behind Albertson & Davidson LLP Are Not Your Typical Trust & Will Attorneys
PHOTOGRAPHY Bauman Photographers STAFF WRITERS Jennifer Hadley Bridget Brookman Karen Gorden
WEBMASTER Mariusz Opalka ADVERTISING INQUIRIES info@AttorneyJournal.us SUBMIT AN ARTICLE Editorial@AttorneyJournal.us OFFICE 10601-G Tierrasanta Blvd., Suite 131 San Diego, CA 92124 P 858.505.0314 • F 858.524.5808 www.AttorneyJournal.us ADDRESS CHANGES Address corrections can be made via fax, email or postal mail.
14 Protecting Little Guys’ Big Ideas: The California Inventors Assistance Program by Sarah Austin
CIRCULATION Angela Watson
CONTRIBUTING EDITORIALISTS John Damron Anne M. Bachrach Rjon Robins Robert Lehrer Tanner Jones Sarah Austin Monty A. McIntyre
12 COMMUNITYnews
by Sarah Austin
22 The Six Key Numbers Every Lawyer Should Know About His/Her Law Firm
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by Rjon Robins
24 Ten Principles to Eliminate Distractions and Encourage Success by Anne M. Bachrach
28 Five Guaranteed Ways to Lose Potential Clients on the Web in 2015 by Tanner Jones
Editorial material appears in Attorney Journal as an informational service for readers. Article contents are the opinions of the authors and not necessarily those of Attorney Journal. Attorney Journal makes every effort to publish credible, responsible advertisements. Inclusion of product advertisements or announcements does not imply endorsement. Attorney Journal is a trademark of Sticky Media, LLC. Not affiliated with any other trade publication or association. Copyright 2015 by Sticky Media, LLC. All rights reserved. Contents may not be reproduced without written permission from Sticky Media, LLC. Printed in the USA
TOP 100 VERDICT CHAMPIONS Congratulations Vince and Brett for making the National Law Journal’s TOP 100 VERDICTS of 2014.
$23,531,335.00 jury verdict for Audrey Aguilar et al v. State of California (CalTrans); Tricor America, Inc. A personal injury case involving the dangerous condition of public property and negligence resulting in wrongful death and catastrophic life changing injuries. 2550 5th Avenue 11th Floor San Diego, CA 92103 Voice 619/236-9363 Fax 619/236-9653 Toll-free 800/577-2922 www.tbmlawyers.com
Over a billion dollars in verdicts and settlements Š Copyright TBM 2015
Vincent J. Bartolotta, Jr.
Brett J. Schreiber
D E T N WA FOR
LAW FIRM REVIEWS
I
f you are like most businesses, you consider word of mouth your most valuable marketing channel. Increasingly, online reviews are a critical component of Web word of mouth. Frequently used lawyer review sites include Google+, Citysearch and Yelp. The rise of review sites, and Yelp in particular, has been of significant importance to business owners across the world. For example, Apple iPhone’s Siri application primarily uses Yelp for its reviews. This article will walk you through the basics of leveraging Yelp to improve your word-of-mouth marketing and grow your business.
GETTING STARTED ON YELP The first step every law firm should take with Yelp is to activate its business page. The public can see and review your business profile whether or not you activate the page, so proactively filling out your business profile sends a clear message to previous and prospective clients that you care about your online and offline image. Be sure to complete all of the fields, including photos, descriptions, phone numbers and office hours, to create a solid profile. Including photos of co-workers and other employees will communicate a safe and inviting environment. Many people are intimidated by law firms and research them online before calling or emailing a firm. Meeting those visitors on Yelp with appropriate photos and information will give them a positive impression that your firm is approachable. 6
Attorney Journal San Diego | Volume 141, 2015
by John Damron
Once your firm’s Yelp account is active, the real benefits can begin and you can start leveraging your online reviews.
RESPOND TO YOUR LAW FIRM REVIEWS At some point, if you haven’t already, you will start to receive reviews. Some will be glowing testimonials of your professionalism and competence. Others may ask questions or express concern. It is vital that you respond to your reviewers. If someone had a less-than-ideal experience, follow up with that individual and ensure that his or her concerns are addressed. In many cases, your follow-up will prompt your client to edit or add a new review, which may help your online image.
LEVERAGE YELP OFFLINE Post a sign or sticker in your office letting clients know they can find and review you on Yelp. Most law firms send out some sort of direct mail or newsletter. Add the Yelp logo to these mailings to encourage recipients to leave a review. You can also notify Yelp next time you host a community event or fundraiser. Posting these events online will spread your offline positive influence even further via the Web.
DISPLAY YOUR POSITIVE YELP REVIEWS Framing awards, articles from local newspapers and other publicity items has long been a standard practice in law firm lobbies. Doing the same for recent positive online
There are times when experience really matters. reviews is no different. Viewing positive reviews of your law firm will likely cause your clients to think of your firm in a warm light and will encourage them to also leave a glowing review online.
REFER YOUR REFERRERS No advertising operates in a vacuum. Encourage clients to visit you on Facebook, Google+, LinkedIn, YouTube, and other Social Media networks. Likewise, make sure those connected to your Social Media profiles know you are on Yelp. A simple “Check us out on Yelp” can encourage many clients to leave a review.
LIVE UP TO THEIR POSITIVE REVIEWS ©2015 Executive Law Group, Inc.
Finally, and most importantly, you must continue providing excellent service. It is impossible to get away with sub-par service in today’s world. As you know, competition grows stronger every day. If you are not good at serving clients, the word will get out—through Yelp or other types of word-of-mouth. Positive reviews will follow naturally when you provide outstanding service.
KEEP YOUR REVIEW PRACTICES ETHICAL Never, ever, ever, under ANY circumstances, purchase positive reviews. Yelp is very strict with its review policies, and suspicious reviews are flagged and dealt with regularly. Just as spamming Google and other search engines can lead to major penalties or even blacklisting, paying for or offering bribes for reviews on Yelp can be detrimental to your business. As with all your marketing efforts, check with your state Bar Association to be sure you are operating within its guidelines when it comes to your online review strategy. n
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John Damron is a Senior Marketing Strategist for Consultwebs.com. He works closely with law firm clients to develop the best Internet marketing strategies possible for their firm. For more information on how to handle your firm’s reviews, or law firm online marketing, reach out to John at jdamron@ consultwebs-email.com or call him at 1-800-872-6590.
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Areas of Expertise Business • Class Action Complex Litigation • Construction Employment/Wage and Hour Insurance Coverage/Bad Faith • Intellectual Property Legal Malpractice • Medical Malpractice Personal Injury • Probate Real Property • Wrongful Death
Past President: San Diego Chapter of ABOTA, San Diego County Bar Association Listed in The Best Lawyers In America, Super Lawyers and Top Attorneys 30 Years of Experience as a Mediator and Arbitrator 35 Years of Extensive Civil Litigation Experience Representing Plaintiffs and Defendants
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To schedule contact Genevieve Kenizwald: phone (619) 233-1323, email gen@adrservices.org 225 Broadway, Suite 1400, San Diego, CA 92101 | Offices in San Diego, Irvine, Los Angeles, Silicon Valley and San Francisco www.adrservices.org | www.montymcintyre.com Attorney Journal San Diego | Volume 141, 2015
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egardless of whether you’re the managing partner of a firm with dozens of attorneys and support staff, or you’re a solo practitioner, relying on the assistance of a skilled paralegal, a legal secretary, and other assistants, there’s no getting around the fact that your firm needs to be prepared to handle employment issues. Fortunately, if you follow these six suggested tips for minimizing employee problems in your law practice, you can likely save yourself a great deal of time and frustration if and when an employment problem arises.
UPDATE YOUR EMPLOYEE HANDBOOK AT LEAST ONCE EVERY 2 YEARS
Six Steps for Avoiding HR Headaches and Employment Issues on Your Practice by Robert Lehrer
Robert Lehrer is a Business Performance Advisor with Insperity, which provides an array of human resources and business performance solutions including administrative relief, better benefits, reduced liabilities and systematic ways to improve productivity. Additional company offerings include Human Capital Management, Payroll Services, Time and Attendance, Performance Management, Organizational Planning, Recruiting Services, Employment Screening, Financial Services, Expense Management, Retirement Services and Insurance Services. Contact Robert at Robert. Lehrer@Insperity.com, or via phone at 818-546-3112
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Attorney Journal San Diego | Volume 141, 2015
Law firms of all sizes would be wise to make sure that their employee handbook is updated at a minimum of once every two years. This will reduce liability by clearly outlining the firm’s vacation payout policy, the employee complaint process, disaster recovery plans and policies on how workplace violence and/or harassment will be handled. In addition, your firm’s employee handbook must include code of conduct requirements, which should cover topics including dress code, code of ethics, safety, and attendance policies. In addition, your firm’s communications policy needs to address the proper usage and storage of mail/emails, text messages, and address any social mediarelated restrictions. And of course, law firms of any size must address nondiscrimination policies, employment and termination policies, and include an acknowledgment letter. It’s important to provide all employees with a copy of any revisions to the employee handbook as they are implemented. Likewise, a new letter of acknowledgement of receipt of revisions to the handbook should be distributed and signed by all employees.
MAINTAIN PROPER DOCUMENTS When you find yourself in the undesirable position of having to terminate an employee, you’ll find that the process is far less anxiety inducing if you’ve kept proper documentation of their performance. All violations of the firm’s code of conduct or other policies must be addressed and documented, so as to protect your firm from a lawsuit later on. For example, when evaluating performance or taking disciplinary action, make sure that the meeting is documented with the dates and times of the incidences. Suggestions for improvements to be made in the future should also be provided for the employee facing disciplinary action. In addition, be sure to record the names, dates, and times of all who are in attendance when addressing the violation(s) with an employee. At the conclusion of any meeting regarding firm policy violations,
be sure to have the employee sign an acknowledgement that they have received warning of the violation, understand the future disciplinary actions that may be taken if the problem is not corrected, and understand how to not make the same mistake again.
SAFELY STORE ALL EMPLOYEE RECORDS An I-9 is the absolute bare minimum of what needs to be safely stored for each firm employee. Savvy firms will also retain a copy of the employee’s resume, any background check results, any confidentiality agreements, and a copy of the acknowledgement of receipt of the firm handbook, along with items such as the offer letter presented, and the W-4. A second file for each employee ought to be created and maintained, which will include all health- and welfare-related benefits information which may be protected under HIPAA privacy laws. This safely stored file ought to include items such as insurance benefit forms, drug screening consent forms and results, physician’s notes, and/or any personal or family leave information. In addition to keeping all personal information safe and secure, it’s smart to schedule an annual audit of your own files to ensure that all pertinent information is where it ought to be, and that it is safely and privately protected.
SPEND MORE TIME SCREENING EMPLOYEES An ounce of prevention is definitely worth a pound of cure when it comes to hiring new receptionists, legal secretaries, office managers, paralegals, law clerks and of course, attorneys. Discrepancies often exist between what potential employees report on resumes and cover letters, and what can be verified by their previous employers. In addition to a job history verification, you’re going to want to conduct an education verification, criminal background check, fraud detection, and a National Sex Offender Registry check. Because of the time commitment required to thoroughly pre-screen employees, it’s not surprising that many firms opt to outsource this process, including drug screening, background checks and more to companies who provide this service. If you choose to pre-screen employees on your own, be prepared for it to take time, but it’s worth every minute you spend upfront, to avoid the time and expense of terminating, and having to start the process over again with a new candidate.
FOCUS ON ONBOARDING TRAINING Studies have shown that employee turnover costs employers much more than an employee’s annual salary. The time spent training only to have an employee leave, followed by finding another candidate is incredibly costly in terms of time and money. Onboarding training aims to reduce turnover. In its simplest form, onboarding refers to the process of acclimating and welcoming new members to your firm, by providing them with resources, tools, and the knowledge they need to be successful and productive members of your firm. In order to create a firm culture that matches with your vision, it’s smart to formalize an onboarding training program, so that new employees understand overall goals and vision for the firm.
BE CAREFUL WITH CLASSIFICATION OF EMPLOYEES Any slip up with the classification of employees can wind up costing your firm a lot of money. You need to familiarize yourself with the differences between a non-exempt employee, an overtime exempt employee, and any independent contractors, including contract attorneys. The Fair Labor and Standards Act (FLSA) governs classification issues, while the United States Department of Labor Wage and Hour Division provides guidance on the FLSA. Visit www.dol.gov for more information. If being responsible for hiring, training, and classifying employees all seems like way more work than you signed up for when launching your firm, rest assured you’re not alone. As the head of a firm of any size, you’ll ultimately be responsible for the success and safety of your practice. But that doesn’t mean that you have to personally address all of the HR and employment issues facing your firm on your own. It is a misconception that Professional Employer Organizations (also called PEOs) are only available to large firms. On the contrary, firms ranging in size from 5-150 employees are actually perfect candidates for engaging the services of a PEO, because the firm will receive the “big firm benefit packages” which help to recruit and retain top talent. They also reduce many of the employer liabilities that your firm may currently have. Indeed, by offloading these responsibilities to companies who handle employment matters and HR issues each and every day, you can focus on what you do best—passionately advocating on behalf of your clients, so that your firm can continue to flourish. n
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COMMUNITY news n Berger Kahn is proud to announce that all of the firm’s San Diego-based AV Preeminent attorneys have been recognized by MartindaleHubbell and American Lawyer Media to the list of 2015 Southern California “Top Rated Lawyers,” including Principals Roberta Taylor Winston and Dale Amato.
ROBERTA TAYLOR WINSTON
DALE AMATO
n Higgs Fletcher & Mack, announced the addition of Brian Frasch as its newest real estate attorney and partner. Bringing Higgs’ partner total to 52, Frasch possesses a vast amount of knowledge and experience in commercial BRIAN FRASCH and retail lease litigation as well as general real estate litigation matters. Prior to joining Higgs, Frasch was a partner at Gordon & Rees LLP, where he represented commercial office, industrial and retail property owners in lease, purchase and sales agreement, brokerage commission, mechanic’s lien and condemnation litigation matters. He was responsible for forming the firm’s real estate group in 2000 and served as the National Chair for 10 years. Frasch has received numerous awards, including the San Diego Daily Transcript’s “Top Real Estate/Construction Litigation Attorney” in 2008 and 2010, San Diego Magazine’s “Top Lawyers in San Diego” in 2013 and The Irvine Company’s “Customer Committed” Excellence Award. Frasch is the only San Diego-based outside legal professional to receive this honor.
n In addition to being sworn in as copresident of the Tom Homann LGBT Law Association last month, Ben Aguilar is also the recipient of the 2015 Outstanding Service by a New Lawyer SDCBA Service Award. This award recognizes outstanding service by a new lawyer in his or her first 6 full years of practice who has demonstrated a significant commitment to serving the legal community via legal education, mentoring or community service efforts.
n Fisher & Phillips LLP has added Aaron Olsen and Patrick Byrne as new attorneys to its San Diego office. Olsen joins the firm as of counsel, and defends employers on a full spectrum of employment issues. Byrne joins as an associate, and represents employers of all sizes before state and federal courts, as well as various government agencies. Prior to joining Fisher & Phillips, Olsen worked as an associate for Epstein Becker & Green in San Diego and Los Angeles AARON OLSEN focusing on labor and employment law, and before that, as an associate at Cooley LLP in San Diego. He has represented employers in more than two dozen wagehour class actions, defended employers in actions alleging discrimination and wrongful termination, and represented companies in actions alleging theft of trade secrets. He was selected for inclusion in Southern California Super Lawyers and cited as a “Rising Star” in 2012 and 2013. Byrne practiced labor and employment PATRICK BYRNE law in Fresno for an international firm before joining Fisher & Phillips. He handles cases ranging from single-plaintiff complaints to large class action lawsuits and defends against claims involving unfair competition, wage and hour violations, Title VII, the Americans with Disabilities Act, the Family and Medical Leave Act, the Fair Employment and Housing Act and the California Labor Code.
Have a Press Release you would like to submit for our Community News? 12
Attorney Journal San Diego | Volume 141, 2015
BEN AGUILAR
Email it to PR@AttorneyJournal.us
COMMUNITY news
DEBORAH DIXON
BEN COUGHLAN
STEPHANIE POLI
PARISIMA ROSHANZAMIR
n Four Gomez Trial Attorneys were named Best of the Bar by the San Diego Business Journal. Deborah Dixon, Ben Coughlan, Stephanie Poli and Parisima Roshanzamir were each named to the list and will be featured in the publication. San Diego Business Journal's "Best of the Bar" features the top lawyers in private practice as chosen by their peers. The peer nominating process began earlier this year and culminates with the publication on April 13. This is the second year San Diego Business Journal has published this list. All four Gomez honorees were also named to the list in 2014. n Steven J. Untiedt has been elected to the Board of Directors of the San Diego Foundation for Innovation, a 501(c)(3) nonprofit corporation. SDFI is devoted to inspiring, recognizing and rewarding novel solutions to social and economic needs within the greater San Diego region, comprised of San Diego and Imperial Counties and northern Baja California, by awarding cash prizes and other rewards aimed at encouraging creative problem solving. “The addition of Steve to the SDFI Board underscores STEVEN J. UNTIEDT Procopio’s commitment to the San Diego innovation community,” said Tom Turner, Procopio’s Managing Partner. “We are very proud of Steve’s support of the organization, and know he will successfully combine his passion for innovation with his legal talent and business acumen to advance the SDFI’s mission in our community.” Steve’s practice focuses on business transactions, including mergers and acquisitions, debt and equity financings and corporate and commercial law matters. His clients include start-up and operating companies, buyers and sellers of businesses and lenders and borrowers, from numerous industries. n Brown Law Group is pleased to announce that Gary W. Wright has joined the firm as Of Counsel. Mr. Wright’s practice focuses on labor and employment law, with a particular emphasis on traditional labor law, union campaigning, unfair labor practice charges, collective bargaining, contract administration and arbitration law. Prior to entering private practice, Mr. Wright was a trial attorney for the National Labor Relations Board working in its Peoria and Atlanta Regions. He supervised and conducted hundreds of union representational elections GARY W. WRIGHT and prosecuted companies and unions for violating provisions of the National Labor Relations Act. He also served as an instructor of business law at Virginia Tech and Carson Newman College.
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Protecting Little Guys’ BIG IDEAS
THE CALIFORNIA INVENTORS ASSISTANCE PROGRAM
BY SARAH AUSTIN
IMAGINE LIFE WITHOUT PICTURES, LIGHT BULBS, AIRPLANES, A CELL PHONE OR EVEN WITHOUT THE INTERNET. Now imagine how it
Chris Marchese, principal at Fish & Richardson and CLA board member and pro bono volunteer, said “Working with CIAP has been such a worthwhile experience not only for me, but for Fish.”
would feel to create something so profound (like the Internet) and have it stolen from you. There would be no Thomas Edison or The Wright Brothers. Instead there would be a bunch of John Smiths and Jane Does taking credit for something not rightfully theirs. Fortunately, we can all take a deep breath and thank patents and attorneys, in part, for our technology-based society. Unfortunately, many inventors do not have the funds to adequately protect their inventions. The law firm of Fish & Richardson, along with the California Lawyers for the Arts (CLA), recently hosted an interactive discussion about the California Inventors Assistance Program (CIAP) with the goal of providing a better understanding of the United States Patent and Trademark Office’s (USPTO) national effort towards implementing regional patent pro bono programs for financially underresourced inventors, entrepreneurs and artists. The event was also an opportunity for lawyers to learn more about CIAP and to expand the organization’s pool of volunteer attorneys in the Orange County and San Diego community. The California Inventors Assistance Program is the largest regional pro bono program established so far under Section 32 of the America Invents Act. The program’s panelists included Bob Pimm of CLA, Jeffrey Siew of the USPTO, Erik Metzger of Intel Corporation and Katie Niejadlik of Fish & Richardson. Chris Marchese of Fish served as the moderator. Fish is a major supporter of CLA and CIAP, with many of the firm’s attorneys providing pro bono legal services. Pimm started off the panel discussion by providing background on CLA and an overview of CIAP. CLA was selected as the statewide administrator of the CIAP regional program in California to process pro bono intakes. Unlike other pro bono programs, Pimm explained that CLA’s financial screening process takes a holistic approach to make sure CLA sees the complete financial picture of each applicant, rather than a simple formulaic approach used by many pro bono services. The screening process
(L to R) Chris Marchese, Jeffrey Siew, Erik Metzger, Bob Pimm, Katie Niejadlik
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also includes other factors to make sure applicants can be helped by attorneys when matched. “Each screening is done carefully but with much flexibility,” said Pimm. “We send out a detailed invention questionnaire, and if the potential client qualifies, they are matched with the lawyer that best fits their needs.” This, he explained, results in a higher success rate. Siew stressed the importance of CIAP to economic development and job creation across the country. He explained that the program will increase accessibility to the patent system, promote small business growth and development and ensure that no deserving invention lacks patent protection because of a lack of affordable IP counsel. Although USPTO oversees CIAP, it does not actually run the program. “Regional programs are the cornerstone of CIAP,” said Siew. “USPTO is working to expand the coverage of CIAP into all 50 states, and we provide training for these regional programs. However, each regional program can set their own guidelines depending upon what most benefits their inventors.” Private companies are getting involved with CIAP as well as law firms. Intel has donated upwards of $10,000 a year to CIAP, and with 50 patent attorneys on staff, Intel has been able to leverage its expertise to the benefit of CIAP clients. Metzger explained that Intel originally thought that involvement with CIAP may have posed too high of a risk due to conflict of interest, so it developed a tiered system of class codes to prescreen applications. “We have actually found that 75 percent of matters are unrelated to Intel’s business,” said Metzger. This discovery now has Intel encouraging other companies to get involved. Fish & Richardson has been a champion of CIAP since its creation in 2013. Niejadlik explained that prior to the development of this pro bono program, it was a challenge to engage Fish’s patent prosecutors in pro bono work, as most traditional pro bono opportunities are for litigators. “A goal
The panel, at the Fish & Richardson’s Carmel Valley office, provided insight into IP pro bono opportunities.
of any law firm pro bono program is to identify meaningful opportunities that utilize the unique skills and resources your attorneys have to offer in order to help clients that otherwise just wouldn’t have access to our justice system,” added Niejadlik, “and CIAP has helped us meet that goal.” Fish attorneys self select CIAP matters from a weekly case list, which enables attorneys to identify matters of personal interest and/or within their area of technical expertise. Since the program launched in early 2013, Fish attorneys have donated over 2,800 pro bono hours on 82 pro bono matters for 53 unique CIAP clients. “Our attorneys find this work personally and professionally rewarding,” added Niejadlik. “They are able to help those less fortunate improve their financial situation, witness consumer product inventions come to fruition and protect inventors from common scams that strip away IP rights.” Marchese, a CLA board member and pro bono volunteer, added that the program is a great learning tool for young associates. Fish’s pro bono policy mandates that a firm partner be staffed on all pro bono cases, so associates are given the opportunity to work one-on-one with an experienced mentor. “Working with CIAP has been such a worthwhile experience not only for me, but for Fish,” concluded Marchese. There is no shortage of the glorious inventions still to be discovered. Current results show there have been a total of 835 CIAP applicants from the beginning of the program —with 131 applicants placed. The valuation of services as reported by CIAP panel attorneys is an average of $8,321 dollars per client. Thus, the total value of pro bono services provided by attorneys to the independent inventor community by the CIAP so far is estimated to be $1,090,051.00. n For more information about CIAP or to get involved please visit www.calawyersforthearts.org/CIAP. Sarah Austin is an account manager at TW2 Marketing, Inc.
(L to R) Bob Pimm, Jeffrey Siew, Erik Metzger, Chris Marchese, Katie Niejadlik
TITANS OF Teamwork The Brains Behind Albertson & Davidson LLP Are Not Your Typical Trust & Will Attorneys LAW FIRM
by Jennifer Hadley
“W
e have a strong sense of who we are and we have no desire to follow convention or other Trust and Will attorneys.” says Keith Davidson, Managing Partner of Albertson & Davidson LLP. As those who have been represented by the team of Will and Trust litigators Albertson & Davidson will attest, not only is the firm on the cutting edge of legal strategies, but they advocate with passion, with their strength stemming from teamwork. Whether they are fighting for abused Trust and Will beneficiaries, defending Trusts and Wills, or pursuing Financial Elder Abuse claims in civil court, the firm delivers on its promise to stand, fight, and win. In fact, it was the desire to fight for what is right, by vigorously creating and pursuing all possible strategies, which initially led Davidson to partner with Stewart Albertson, LL.M. “Stewart loves a good fight and believes strongly in helping those who cannot protect themselves,” Davidson says. “I am a consummate older-brother type who enjoys standing up for those unable to speak for themselves and defend themselves. We met through a legal list-serve for Trust and Estate attorneys. After responding to various questions back and forth we finally met in person and really hit it off. We worked on a case together and it went very well. We had a natural chemistry and were able to brainstorm ideas and legal issues quite naturally. It’s not common to find a partner who you can work with seamlessly,” he continues. The chemistry Davidson is speaking of lies in the partners’ shared view of how they should be practicing 16
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2015 2014
law. “We have always been a bit irreverent in how we approach issues and cases. We practice law because we love a good fight, we enjoy helping people, and we like being creative in how we approach issues. We didn’t fit in the ‘old boys club’ and frankly they didn’t want us,” Davidson jokes. In other words, neither Albertson nor Davidson was interested in traditional transactional work. Instead they both had a passion for the niche field of Trust and Will litigation. When Albertson & Davidson added third partner Mark Perryman they were careful to find an outstanding lawyer with a proven track record in court (including jury trial experience) who shared fully in their values. “Mark was a ranked wrestler in college and loves to compete in anything he does,” says Davidson; “that made Mark a natural fit with our firm, and he has flourished here.”
A New Breed of Trust and Will Attorneys: Trial Lawyers
Indeed, Albertson and Davidson have assembled a team of true litigators and trial attorneys. With plenty of trial experience and success, Davidson says that the firm is unique in that it prepares all cases as if it may go to trial. “We like to push the boundaries and find new and exciting ways to attack cases,” Davidson says. By way of example, Davidson refers to the recently unified definition of undue influence under the
Š Bauman Photographers
© Bauman Photographers
© Bauman Photographers
Mark D. Perryman
© Bauman Photographers
Stewart R. Albertson
Keith A. Davidson 18
Attorney Journal San Diego | Volume 141, 2015
Welfare and Institutions code, which allows the same facts and elements to be used to both overturn a Trust or Will and to support a Financial Elder Abuse claim. “We began filing both Trust or Will contests in probate court and Financial Elder Abuse claims in civil court. The Elder Abuse statute allows for the recovery of attorneys’ fees and punitive damages, plus that claim entitles our client to a trial by jury as opposed to a bench trial in Trust and Will contested cases. We have extensive jury trial experience, so bringing a claim in civil court with a jury trial is great for us and our clients.” This benefits clients in several ways, in fact. The approach “significantly increases our clients’ rights, their potential recovery and applies a great deal of pressure to the opposing party.” Best of all, says Davidson, “If the opposing side refuses to provide our client with a favorable settlement, we look forward to taking the matter to trial in front of a jury. This has been a great innovation for our clients. There are always opportunities to enhance a client’s case, and it is our team’s job to find those opportunities and use them to our clients’ advantage.” To that end, Davidson says that the team of 16 lawyers, seven paralegals and legal assistants at Albertson & Davidson, LLP’s three offices in Carlsbad, Ontario and Redwood City is always prepared for trial on account of firm practices which also differentiate them from other Trust and Will firms. “We have a proprietary system for handling cases that’s designed to get every case to trial as quickly as possible. We start with an in-depth elements outline for each case that provides an overall battle plan for how the case will ultimately roll out in court. Next we break down each phase of the litigation process from inception to trial with specific steps. The entire system is designed to achieve a resolution in every case, which means either trial or a favorable settlement. In our experience, reasonable settlements are seldom offered until a trial date is set. For us, trial dates are the goal for every case, and our system maximizes the rate at which we can get to trial.”
When it comes to winning in trial, Davidson says that the firm intentionally looks to see precisely what the top trial attorneys in California are doing to win big cases. “We attend CAALA conferences, and take cues from what some of the best trial attorneys in the state are doing, and we apply those strategies to Trust and Will cases. There is no better feeling than figuring out new ways to help a client, to be aggressive and relentless in going after the client’s interests and then seeing those efforts bear fruit with either a favorable settlement or win at trial. We promise that we will devote as much energy and enthusiasm to every client matter as we can. That devotion typically nets favorable results for our clients. As an added bonus, practicing with energy and enthusiasm is fun for us, and brings meaning to our work.”
Team Effort in Education & Advocacy
Hands down, Davidson says that the reason the firm has grown so quickly, and has become synonymous with success in Trust and Will disputes lies in the fact that their strategy since the beginning has been to educate as many people as possible. After that, the team effort in both strategy and advocacy is, frankly, second to none. “Trust and Will issues are confusing, the process and procedure in court is complex, and many of our cases require multiple filings to sort out all of the issues and property transfers. Add to that the emotional toll imposed by the death in a family and it can be difficult for people to navigate the laws. We enjoy being the go-to source for help and protection,” Davidson says. Continuing he says, “The more we give, the more successful we become. We give out free legal information through our three legal blogs, in addition to producing great content through podcasts and videos in an effort to inform the public about Trust and Will issues.” To ensure consistent education, Davidson says that the firm has an entire editorial calendar, and he and his partners personally write the firm’s blogs well ahead of time. The strategy has paid off, as Davidson says that a large portion of the firm’s business comes directly through the internet. “By the time people call us, they know that we are the experts, and we don’t have to sell ourselves. They know they need our help.” From there, clients are delighted to find that no one person alone will be handling their case. “We believe that teamwork
and collaboration are vital. No one lawyer can successfully handle any case as well as a team of lawyers can. Cases that come into the firm are assigned to the team that is best suited to handle the case. We have a team of lawyers dedicated to handling only contingency cases and another team of lawyers dedicated to handling billable cases. Each of these big teams are further broken down into two-attorney teams for each case. By having two attorneys assigned to each case, they can brainstorm the best solutions, manage conflicting hearings, and cover for each other when one is on vacation or out sick.” Moreover, Davidson says the entire ethos of Albertson & Davidson LLP revolves around being a teammate with their client. “We put ourselves in our clients’ shoes and understand what they want to accomplish, and then fight for them for as long as it takes to accomplish their goal.”
Trust & Will Trailblazers
It’s not just that Albertson & Davidson LLP bring together the two worlds of Trust and Will, coupled with litigation and trial work that sets them apart. “We place a lot of emphasis on doing meaningful work, which gives our existence meaning. We spend the majority of time at work. We want it to be meaningful, so we have a family atmosphere in our offices,” Davidson says. The forward-thinking firm also shuns convention in its involvement outside of the office and courtroom. For example, Albertson & Davidson LLP founded the Professional Women’s Conference that held its first ever conference at Cal State San Bernardino in April 2015. Designed to help professional women become their best professional selves, “The conference is governed by a Board of Directors, over half of whom are women from our firm,” Davidson says. “We got involved, because we have incredible women lawyers, paralegals and staff at our firm and we really wanted to show the world how awesome they are. We understand inequality still exists, and we understand that the women at our firm have made us successful,” he adds. As far as giving back to the community goes, Albertson & Davidson LLP have blazed their own trail, rather than following others in charitable work as well. They founded the Albertson & Davidson Children’s Foundation in order to be able to benefit a variety of children’s causes. The reasoning for forming their own foundation was simple. “I used to create charities and by running our own, we can support a lot of organizations, and we are more in control of who and how
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© Bauman Photographers
the money is being used,” Davidson says. Moreover, next month Albertson & Davidson LLP will launch a monthly Pro Bono legal clinic at their Bay Area office, where the public is invited to meet with a group of lawyers form different practice areas and receive free legal advice. A similar legal clinic is in the works for the firm’s Carlsbad office. As far as giving back to the legal community is concerned, Albertson & Davidson LLP are also ahead of the curve when it comes to trying to create change for the better. Kevin Yee, one of the attorneys based in Albertson & Davidson’s Carlsbad office, is on the Board of Directors of the Conference of California Bar Associations, and submitted four new proposed laws crafted by the attorneys at Albertson & Davidson, all of which are “designed to help beneficiaries who have been abused,” Davidson says. If all that weren’t enough to distinguish Albertson & Davidson as an entirely new breed of Trust and Will litigators, the fact that founding partner Stewart Albertson is running for United States Senate certainly does. “He is fearless,” Davidson says. “He was a paratrooper in the 82nd Airborne Division for two years, and before that was stationed along the DMZ between North and South Korea. Now he’s running for U.S. Senate to fight for people who have been left behind 20
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by our economic recovery and fight against the rich and powerful to help those in need,” Davidson says proudly. It is the desire to help those in need which has already made Albertson & Davidson LLP such a success, and it is what Davidson says will drive the firm’s growth into the future. “We plan to continue to grow geographically throughout California. We plan to have 8-10 offices throughout the state within the next 5 years,” he says. The growth, however, is merely a byproduct of a team of litigators who truly love what they do. “We enjoy helping people. We work directly with people in need. What they want is an attorney who will give their all to their case and we will. We stand in our clients’ corner and fight every fight we have to until they tell us to stop,” he says. n Contact: Keith A. Davidson Albertson & Davidson LLP www.aldavlaw.com keith@aldavlaw.com 760.804.2711 2175 Salk Ave., Ste 190 Carlsbad, CA 92008
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21
The Six Key Numbers Every Lawyer Should Know About His/Her Law Firm
T
he last few days I’ve been harping a bit on the importance of “knowing your numbers.” Yesterday, I said that the “Key” numbers for the owner of a solo or small law firm to be on top of are as follows: 1. Budget 2. Budget Variance Report 3. Cash Flow Projection (6 weeks rolling) 4. Aged A/R by Account 5. WIP 6. Cash Position (Operating & Trust) In response, a few lawyers asked me to explain why Balance Sheet is not on my “short list.” 22
Attorney Journal San Diego | Volume 141, 2015
By Rjon Robins Rjon Robins founded How To MANAGE a Small Law Firm. com, which has since grown to be one of the leading solo and small law firm management advisory services, dedicated exclusively to the unique needs of the owner of a solo or small law firm. Today How To MANAGE A Small Law Firm boasts coast-to-coast membership with ambitious and entrepreneurial lawyers hailing from all practice areas and walks of life. Rjon graduated from The American University in Washington, DC and received his Juris Doctorate from Nova Southeastern University, in Ft Lauderdale, Florida in 1996. Rjon is licensed to practice in both state and Federal court in the State of Florida.
A couple more thought their YTD revenues should make my top six list. They all made very nice arguments that I’m not going to distract you with here. Instead, here’s the explanation to each of these questions, so you don’t let yourself get distracted… Balance Sheet: Financial accountants love balance sheets. So do book keepers. Management CFO’s aren’t nearly as impressed with the balance sheet however. There are two principal reasons for this big difference in who cares more about what. First, the balance sheet for solo & small law firms is mostly fictitious. In other words, the assets don’t really matter. Assets don’t pay bills. Cash flow does. Assets don’t hire staff or fund
Peterson Reporting. Providing nationwide service since 1986.
marketing campaigns. Cash flow does. Balance sheets, which are driven by the estimated value of assets against the estimated total of liabilities, tell you how much “equity” you have in your law firm. So what? Who cares? Would you rather own a law firm with one million dollars of “equity” and flat, anemic or even negative cash flow; or a law firm with half as much equity but twice as much positive cash flow? THAT is why Management CFO’s of law firms don’t worry too much about balance sheets. Because cash flow (which is driven by the 6 key numbers) is what really makes a difference in how you manage a small law firm. YTD Revenues: Year-to-date revenues are nice to know about. This number helps put everything into perspective. It’s a great way to pat yourself on your back and congratulate yourself for a job well done. I look at my YTD revenue every month and every year I look forward to “Breaking The 7 Barrier” earlier & earlier in the year. But YTD revenues don’t drive forward-looking decisions. YTD revenues are like looking in your rear-view mirror or at a line on your GPS screen that tells you where you have been. YTD numbers are good for nostalgia and filing your tax returns. But they don’t drive ongoing, forward-looking management, marketing, sales, staffing or any other of the critical decisions that management of the law firm must make on an ongoing basis to ensure profitability and a balanced lifestyle. If this is all news to you, don’t worry. You’re not alone. None of this is anything they teach any of us in law school. If you “know” this stuff but you’re not making monthly management decisions based on what your six key numbers are telling you, then I absolutely promise you that you are NOT coming close to having the most profitable, predictable and/or the most professionally satisfying law firm that you COULD be enjoying. There is a reason why the MOST successful law firms in the country have a CFO on their team too. You can be your own CFO. It just might be a thousand times harder for you to be your own CFO than to get some outside help. And way more expensive for you to try and be your own CFO too. But not as expensive as NOONE being the CFO of your business. That’s REALLY expensive! n
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Attorney Journal San Diego | Volume 141, 2015
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7/12/13 5:04 PM
10 W
PRINCIPLES TO
Eliminate Distractions & Encourage Success
hether you are an employee or self-employed, your income depends solely on you. And the more efficiently you can work, the bigger returns you will receive. Take a moment and ask yourself where you truly want to be. Now tell me how many things you did today, yesterday, and the day before yesterday that directly contributed to the future results you want. And then tell me how many things you did today that did not contribute to your success. Those things probably distracted you from what you knew you should have been doing. So you might be saying, ah—it’s OK, everyone does it and shrug it off. Well, not everyone does it—however, most do. So what’s the harm in the little everyday distractions? Those distractions are called distractions for a reason. They are distracting you from doing what you need to do in order to get you where you ultimately want to be. Minimize distractions and you’ll reach your goals faster— plain and simple. If you’re self-employed and want to increase your monthly income by $3000, that won’t happen by surfing the internet or playing solitaire. It’s going to come from doing
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the highest payoff activities that have the highest probability of building your success. You must minimize distractions and focus on the tasks that have a positive effect on your success. Whether you are an employee, self-employed, or work at home, all of these ten principles can be applied to reduce and eliminate distractions.
1.
Stay off the internet. Just don’t get on it—because once you do, you’re more likely to get sucked into it. If you have to get your fix, do it at the end of the work day or a set time during the day. Set a time that you honor—say, anytime after 4pm—and don’t get on it before then, unless you absolutely have to.
2.
Remove computer desktop icons. All of those things you love doing, like playing solitaire, just remove the icon from your computer desktop. Out of sight, out of mind is typically a good policy.
3.
Remove desktop clutter. Magazines you say you’re going to read on your lunch break and the picture of your
“Learn the fundamentals of the game and stick to them. Band-Aid remedies never last.” –JACK NICKLAUS, Legendary Professional Golfer sweetheart taped right to your computer monitor; these items need to be moved out of your immediate and frequent field of vision. It’s OK to have personal items near you; they just shouldn’t be right in front of where you look most of the time. Only keep those items on your desk that you are currently working on. Anything else can cause a distraction and slow you down from getting your work done. Place only current files needed on your desk, while the others are filed away until you need them.
4.
5.
6.
Eliminate noises. Listen to soothing instrumental music if you feel you need to listen to something, but talk radio or lyrical music will distract you from focusing on the task at hand. Even alert sounds from your computer can be distracting; like the sound you hear when you receive an incoming email. Other distracting sounds can be the phone ringing, others talking, outside noise, etc. Discourage walk-in traffic. Granted, if you’re a manager it may be more difficult to do this; but if you can set specific times when you’re available to talk and accept walkins, and times that you don’t—it will help you to focus and complete tasks more efficiently. Ideally, scheduling appointments is the most effective. For those who work at home, this rule applies to your family. Establish clear boundaries when you are not to be distracted, unless it’s an emergency like the building is burning down and you need to get out. Screen your calls. It’s ideal if you have someone answer every call since real-person response is a vital part of a successful business. If this is a resource available to you, establish a schedule of when you are available to accept calls. Outside of those times, you’ll need to arrange a screening process to allow only the most important calls to make their way to you. I suggest reserving at least a few hours per day when you do accept any calls. Again, scheduling phone appointments is ideal and leads to working as efficiently as possible.
7.
Ask for what you want. There is nothing wrong with asking for what you want. It’s appropriate for all situations, but it must be done with tact and friendliness. Busy professionals appreciate concise, focused conversation and you can show them you respect their time by not wasting it needlessly. Clear and concise communication saves time for everyone.
8.
Learn how to wrangle in excessive conversation. Just as I mentioned in the above principle, everyone appreciates productive conversation. If you find yourself in a
conversation with someone and it’s not progressing to a point or conclusion, wrangle it in so you can get to a solution. Again, this should be done politely and professionally—but it’s perfectly acceptable if you do. Superficial chit-chat is just that – superficial. If you would like to talk to someone, at least have it be meaningful so it doesn’t waste your time or theirs.
9.
Work when no one else is around. This can sometimes be the greatest distraction elimination available. No clients, no co-workers, no phone calls. You can sometimes accomplish more in 2 hours with no one else around than you can in 8 hours and a full office. Take advantage of alone time whenever you can.
10. Use and honor your calendar and task list. Last but certainly not least, this will help you stay on track and eliminate distractions. Remember, concentrate on doing the things that have the highest probability of you achieving your goals and that build your success. Distractions offer no return and no profit. Wouldn’t it be great if our ‘good intentions’ worked the way that we think they should? Not even enthusiasm guarantees positive results. There’s often a wide gap between our intentions and our actions. We fail to take the action necessary to be in alignment with our good intentions. We allow things to distract us way too much each and every day. Generally speaking, it’s easier to become distracted when you’re self-employed because it removes the accountability factor. When you don’t have a manager looking over your shoulder, it’s tempting to mess around with distractions. Remind yourself that those little distractions offer little return, if any at all, for the time you’ve invested. Instead, stick to the productive tasks that build your success. Eliminate distractions and you have an even better chance of acting on your good intentions and achieving amazing results! Anne M. Bachrach is known as The Accountability Coach. She has 23 years of experience training and coaching. The objective is to do more business in less time through maximizing people’s true potential, and ultimately leading them to an even better quality of life. Anne is the author of the book, Excuses Dont Count; Results Rule!, and Live Life with No Regrets; How the Choices We Make Impact Our Lives. Go to www.accountabilitycoach.com for information about Anne M. Bachrach, Copyright© 2008,Anne M. Bachrach All right reserved. For information contact FrogPond at email susie@ FrogPond.com.
Attorney Journal San Diego | Volume 141, 2015
25
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Attorney Journal San Diego | Volume 141, 2015
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Five Guaranteed Ways to Lose Potential Clients on the Web in 2015 by Tanner Jones
N
obody likes to know they are losing new business to competitors. The fact is, we all do at times. When client-loss occurs, it is critical to the well-being and growth of our businesses to learn why—and implement steps to win over prospective clients the next time around. It is impossible to know how much actual business you are losing on the Web. Prospective clients have unlimited ways of finding, evaluating and hiring law firms on the Internet. They can find your law firm via a Google search, on social media sites, blogs, media websites, press releases, Google Adwords (Pay-Per-Click), local directories, display advertising and the list goes on. The problem is you only begin to track prospective client activity after they decide to contact you. It’s the ones that decide not to make contact with you that are more detrimental to your bottom line—and you don’t even know it! While the Web continues to offer unlimited marketing potential for law firms, there are several Web-related marketing tools you should be familiar with in the New Year; areas that are turning prospective clients away before you even have a chance to talk with them.
1. YOUR [NEGATIVE] ONLINE REVIEWS Law firms have traditionally built their practices on wordof-mouth marketing. Online review platforms such as Google+, Facebook, Yelp and Avvo offer attorneys a unique opportunity to publicly showcase accounts of positive experiences from past clients. The difference between traditional word-of-mouth marketing and today’s online reviews is that an online review can be seen by thousands of potential clients well into the future, while a word-of-mouth
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Attorney Journal San Diego | Volume 141, 2015
referral from a happy client may only travel to a couple of friends or family members. There is tremendous weight to an online review. Consider that 86% of people say they are influenced by negative online reviews, impacting their decision whether or not to do business with a company. Unless you have several positive reviews to dilute one or more negative reviews, you risk losing potential clients before they even contact your law office. Change starts by understanding the power of online reviews. The only way to combat a bad review is to encourage more positive reviews from happy clients. Embrace the value of a positive online review and you won’t have to continue losing clients in 2015 due to the negative reviews steering prospective clients toward your competition. To keep a close eye on your online reputation and reviews, have someone in your office set up a Google Alert for your business name and the names of each of your attorneys.
2. YOUR INABILITY TO CATER TO MOBILE USERS Mobile browsing is at an all-time high. If your website does not cater to the mobile user, you are significantly limiting your ability to effectively market to ALL of your potential clients. Google is even taking into consideration whether or not your site is mobile-friendly and limiting search visibility for non-mobile friendly sites when users are browsing from their phones. A highly compelling statistic by iAcquire showed that 70% of mobile searches lead to action on websites within a single hour. This implies that people browsing on their phones are more inclined to take action if they find what they are looking
for, and stresses the need to have all appropriate calls to action optimized for mobile to ensure a maximum number of conversions. Appropriate calls to action include a ‘tap to call’ button, ‘tap for directions’ and an easy-to-use contact form. This same study suggests that 40% of your prospective clients will choose another result if the site they are considering is not mobile-friendly.
3. YOU AREN’T DIFFERENTIATING YOUR LAW FIRM With an unlimited number of law firm sites available for your clients to browse, you absolutely want to ensure that your site caters to a growing Web demographic. Consider that your potential clients are often calling more than 3 different law firms when deciding who to hire. What does your website tell your prospective clients and how does its message differ from your competitor next door? If you have yet to identify a unique value proposition for your firm, 2015 is the year to develop one. The Web will only grow in competition and the firms who do not have a distinguishable and differentiated brand will be easily forgotten. Custom photography has grown in popularity on law firm websites. Your attorneys and staff are often the most valuable assets within your firm. They are what set you apart in your market and practice areas. Naturally, it makes sense to showcase those individuals on your homepage and throughout your site. Prospective clients also want to know who they will be talking to and dealing with during their legal battle. Professional and friendly photos of your firm’s
members help personalize your website, and make your firm more welcoming and memorable. Another way to differentiate your firm is to offer giveaways on your site. People love freebies. Giving away free resources like e-books (or, even better, printed books), glove box printouts (e.g., 10 Things to do Right after an Accident), Free kits (e.g., Estate Planning Survival Kit) or branded products (e.g., USB phone chargers, etc.) can make a huge difference. These are often rather inexpensive and can be featured for months at a time on your site. They help to set your firm apart and bust through the noise. Lastly, if you are involved in your community through charitable giving or social responsibility campaigns, be sure to let it be known on your website. Eighty-two percent of people are said to be influenced to purchase products and services from companies that support a good cause in their community. Furthermore, 90% are more likely to trust and be loyal to a company that supports a cause (source: conecomm.com). Download the Social Responsibility Marketing handout to learn how to set your firm apart using community-based brand-building campaigns.
4. YOU DON’T HAVE ANYTHING ON YOUR SITE WORTH A LINK The worst mistake you can make is investing in a search marketing campaign without investing in ‘assets’ on your site that make it worthwhile for reputable and credible websites to link back to you; ultimately trusting your site enough to send their valuable website traffic to yours. Most organizations, including universities, hospitals, nonprofits and governmental agencies, are skeptical about linking to a law firm website. You have to build trust first. You don’t do that through advertisements, but rather through offering educational resources and helpful information. If your practice area focus is on family law, with a specialty on representing victims of domestic violence, consider developing a resource center on your site that offers value to men and women living with violent partners. Take a look at Charles Ullman’s North Carolina Domestic Violence Resources page. He has invested considerable effort in providing a great resource to victims of domestic violence throughout the state of NC, and has earned the trust (and links!) of nonprofits and governmental agencies.
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It is resources like this that help your site to establish authority around a particular topic and allow you to earn links naturally. Another way to provide value on your website is to offer a scholarship for your local high school or college students. It is a great way to give back to the community, build your brand and drive more traffic and quality links to your website.
5. YOUR CONTENT IS TERRIBLE People are online because of the vast amount of information and immediate help it provides. They do research to learn and to empower their decision-making process. Thus, content does matter. Even more importantly, valuable content wins business. Compare these two motorcycle accident landing pages:
The purpose of developing a comprehensive resource page around your primary practice areas is two-fold. Number one: you want to provide your prospective clients with a wealth of information to quickly and easily address their needs and answer their questions. By doing this, you build trust and establish yourself as an authority figure around your primary practice area(s). Number two: you build a case for Google (and other search engines) to identify your page as being the most credible, reputable and best resource on the Web related to that practice area in your city/state. If your visitors like the information they are consuming on your site, they will naturally stay on the page longer, click deeper into your website and take more action by downloading freebies or converting via live chat, contact form, or phone call. Google is able to track the activity and compare it with other competing law firm website pages and see that you are offering a stellar resource as compared to your competitors. That is how you will win new business in 2015 and beyond. Focus on providing great resources for your visitors, creating a clean and inviting user experience, and you have a much greater chance of being rewarded by improved search visibility.
AVOID LOSING CLIENTS BEFORE YOU HAVE A CHANCE TO TALK WITH THEM.
VS.
Tanner Jones serves as the Marketing Director for Consultwebs.com, the premier provider of innovative online legal marketing to ethical U.S. law firms seeking growth and profit. Consultwebs fosters professional, long-term relationships built on trust, integrity, high quality and results. Often the first contact clients have with Consultwebs, Tanner helps law firms develop their marketing strategies, including search marketing campaigns, responsive website design, social media and pay-per-click advertising. Tanner has spoken and presented at legal marketing seminars throughout the country including the PILMMA and M&L Legal Marketing conferences. He has been featured in Lawyers Weekly and Attorney at Law publications, and contributes frequently to LawWebMarketing. com, LawPracticeAdvisor.com, LawMarketing.com and NatLawReview.com.
Â
30
While the Web will continue to present new and cutting edge technologies to market your law firm, it is absolutely critical to understand how the Web can negatively impact your business. Before investing in new and exciting opportunities, ensure your site has a foundation built for 2015. Don’t let your prospective clients slip through the cracks by ignoring these important areas. n
Attorney Journal San Diego | Volume 141, 2015
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