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Part I:  Client Development: It Starts With Satisfied Clients

by Jim Calloway

Many aspects of the subject matter of this presentation are somewhat obvious. In our dealings with others, we all know when we are satisfied and when we are dissatisfied.  In most endeavors, we are generally satisfied when we get what we expect. (Well, that may not be true for the hard-core pessimists, and for some of them, not being satisfied is actually what they do want.) No law firm would intentionally try to dissatisfy their client base.

Yet law firms often find that they need a more sharpened focus on client satisfaction models than other types of businesses. With most businesses, much of customer satisfaction can be measured by the bottom line. Satisfied customers purchase more goods and services from the business. Lawyers by virtue of their training and responsibilities are primarily concerned with the successful completion of the legal matter at hand. Certainly a poor result will not make a client happy. But we find too often in the legal marketplace that a successful resolution of a legal matter does not automatically create client satisfaction. Indeed such factors as timeliness, communication methods, delays in returned phone calls, and perceived rudeness may overshadow a great legal result.

If meeting expectations is a critical component of client satisfaction, then an initial and important element to the attorney-client relationship is to do your best to make sure that the client has realistic expectations. It may be tempting when the new client is retaining your services to err on the side of "closing the deal," but it is a poor long-term plan. When the client predicts an unrealistic result, it may be tempting to say, "Well, retain us and let's see" or "Possibly." But be careful here. It is appropriate to explain that there are many undetermined facts and/or questions of law. But starting the attorney-client relationship with a client, who believes that they are likely to get certain relief when that is not that case, is going down the wrong path. 

You can leave predicting the future to the psychics. But you can't leave a new client with a false belief.

Equally important are client expectations about how the attorney-client relationship will be managed. Modern technology allows us to be available to clients around the clock. That might even be acceptable if you have only one really well paying client (who would have to sleep and have a life of their own.) All of us need down time and all of us have shifting priorities. Our clients need us to be there for them when it is required, but not on every whim. 

Let us direct you to some great resources.

Patricia A. Yevics, Director of Law Office Management for the Maryland State Bar, has a great article entitled Taming the Beast: Managing Client Expectations in a 24/7 World in the June 2006 issue of GPSolo magazine. It is online at . She has great advice on establishing client's expectations about communications with your office.

The great folks at PracticePRO have a great feature on dealing with the difficult client. It has four parts, including a fourteen-page paper on the topic by Carole Curtis. There are also two extremely useful forms in MS Word format. One is an "administrative" document outlining how the law firm operates, including many topics such as hours of operations, how to make appointments and why you shouldn't just "walk in" to see your lawyer. The other document is also in Word format and details billing rates and practices in plain English. (Well, Canadian.) It is hard to overstate how beneficial these documents could be if customized to your practice and given to every client.

I would strongly suggest that you visit the PracticePRO site and download all of these documents.

We suggest that you read all of the information that is provided in this paper or referenced in this paper and then schedule a meeting with your staff and discuss how you can help your new clients have realistic expectations. With the guidance of the forms noted above and your own experiences, draft handouts that will be given out to every new client in your two largest areas of practice. Implement the policy and set a review date for six months from the meeting so you can see how you are doing.

Careful Screening of Clients

Veteran lawyers have learned which clients to avoid representing.  Here are some warning signs of potential problem clients.  When a potential client exhibits several of these warning signs, it is appropriate to ask yourself whether you should represent them at all.

1. The client says “Money Is No Object! It is the principle at stake.”
2. The client has had previous lawyers involved in this matter.
3. You are being consulted on the eve of a critical deadline that the client has known about for sometime.
4. The client owes money to his or her previous lawyers and/or expresses dissatisfaction with them.
5. The client is reluctant to sign a retainer agreement and has an excuse as to why the full retainer cannot be paid immediately. (Never allow yourself to be placed in a position where you are more committed to a client’s matter than the client is.)
6. The client has unrealistic expectations about the relief and/or results that they may be seeking.
7. You have a "bad feeling" about this client that you just can't quantify. (Do you really want to spend months working with them?  Will a judge or a jury have the same reaction when the client's credibility is at issue?)
8. The client didn't bring important, critical papers to the scheduled meeting with you. This is a clear promise of things to come at best and intentional deception at worst.

Communication is King

What constitutes effective client communications in the 21st Century?

We have more tools to communicate with clients. Does that mean that we have better communication now?

A few years ago, I developed a program called The Client-Centered Law Practice; I presented this program at many county bars across Oklahoma, at an Oklahoma Bar Association Annual meeting and even at the ABA TECHSHOW. There was also a two-part series published under this title in the Oklahoma Bar Journal. (January 17, 2004 and February 14, 2004.)  

Click the following links for Part I and Part II of these papers. You can also find my Directory of marketing articles.

I believe that there are some very important points from that article to bear in mind as we discuss client relationships and client communications: 

“When Perception is Reality”

“Implementation of a client-centered law practice rests on the understanding that the client is the sole judge of how good your law firm service was for their situation. You know you cannot please everyone. Many clients will be unhappy about having to be involved with the legal process. Many clients were forced to hire a lawyer due to events outside of their control. They may believe that they did everything right or "should" have the right to behave as they did. They may have a bad attitude.  However, all of that does not matter. They are the sole judges of your practice for their matters as surely as the trial judge is the sole decision-maker when ruling on your case in litigation. The only difference is that with disgruntled clients, there is no appeal. So their perception is truly your reality. It is the clients' perceptions that will result in either future referrals or, perhaps, a future bar complaint. 

“Clients tend to base their perceptions of their lawyers on many things that were not covered in law school. Your brief may have been letter perfect and opposing counsel may have had an inaccurate statement of the law, but this may blow right by the client. On the other hand, if the receptionist is abrupt or you always sound like you are trying to get rid of your clients when you are talking with them on the phone, that they will remember! 

“Just as in the example of poor service in the restaurant, things that may be accorded great weight are the tone of a receptionist's voice, the amount of time a client is left on hold on the phone, the promptness of returned phone calls, the physical appearance of an attorney's office, or how quickly copies of pleadings and correspondence are routinely mailed to the client. Such factors may contribute more to your client's perception of the quality of services rendered than matters lawyers are trained to consider important.”

(From The Client-Centered Law Practice - Cited above)

The fact that the clients judge us on our communications and client service is important to understand. We want our clients to be satisfied and appreciative. We want them to refer us business. We want them to return to us with their new business.  In today’s terminology, we want our offices to be user-friendly. Therefore, it is important that we set appropriate client expectations and fulfill our clients’ needs and expectations by communicating the good job that we are doing for them.

Here are some ideas:

1. The Twenty First Century Law Office should be able to communicate with the clients in whatever method they choose.  Some clients will want to receive paper and the traditional methods will be best for them. (If you represent many non-sophisticated consumer clients, I recommend investing in an inkpad and a stamp that says something like “For your information only, no response required” so that you can routinely send them copies of correspondence without getting calls from confused clients thinking that they got the wrong letter.) Some clients will like e-mail. Others may like to primarily talk on the telephone with you, which is fine as long as they are willing to pay for it and you still document important issues in writing. 
2. The Twenty First Century Lawyer should help set client expectations as to communications and deal with unrealistic expectations at the initial client interview. Just because it is possible to respond to an e-mail within a few seconds does not mean that this is always a good idea, particularly (as many of us have learned) if the e-mail triggers an emotional reaction. You need to bring this issue up with clients before they send the first e-mail. Inform them that they will likely have to wait for a response to e-mail and while there may be times when they get an immediate response from you, that will be the exception rather than the rule. You may be in court most of the day some days and that generally, except for an emergency, you try to deal with things on a “first in, first out” basis.
3. The Twenty First Century Lawyer will seek the client’s input on reporting frequency. Frequency of communications expectations should be established as well. Some will want regular updates. Others do not want to be bothered unless there is news. (But even those clients will likely appreciate and deserve, at least quarterly status reports.) 
4. The Twenty First Century Lawyer will discuss appropriate delegation. Clients who have little prior experience with legal services should be told about the law firm’s staff and associates and how they are to be involved in the matter. It is particularly important to stress to clients that their receiving messages from a paralegal, for example, is not an indication that the lawyer is not involved but an appropriate client cost containment tool.
5. The Twenty First Century Lawyer will guard client confidentiality in communications. This means being aware of the security limitations of e-mail and guiding the client as to whether all, or any, e-mail communications are appropriate in their matter. In my opinion, the lawyer has to step outside of the rigid boundaries of legal advice sometimes and let a client know that deleted doesn’t always mean deleted and that an e-mail from person A to person B may be stored for some time on several other computers along its way over the Internet. Fax communications are another important issue. There are dangers in just recording a fax number in a client information sheet without noting whether it is a private fax line or a group fax shared with all of the client’s co-workers. One needs to clearly cover with the client the dangers of mobile phone communication, stressing the need for care when either lawyer or client is talking on a mobile phone where others can overhear the conversation. It is your obligation to protect the client confidences even when the client may not have the foresight to appreciate all of the dangers.
6. The Twenty First Century Lawyer will be able to receive and read digital files in any format that the client wishes. For most lawyers, this means that a universal file viewer like Quick View Plus ($35-$39) is a must have utility, particularly if you deal with international clients. It generally means that outbound documents that are e-mailed to client should always be saved in PDF format so that the client can use any computer (even a home computer with sparse software) to open and view the file. WordPerfect users can make use of its “publish to PDF” function. Word users need to buy Adobe Acrobat or an inexpensive third party PDF printer like PDF 995 or CutePDF.
7. The Twenty First Century Lawyer will instruct his or her staff in the policies concerning client communication and response time. Once the clients’ expectation for communication has been set, the lawyer needs to make sure that the staff understands them, particular if they deviate from the normal procedures.
8. The Twenty First Century Lawyer will seek client feedback on how well the client believes communications were handled with an eye to improving the office processes in the future. The Twentieth Century lawyer might not have had to concern him or herself with client surveys, exit interviews and other feedback processes. But the Twenty First Century lawyer appreciates that there is not an inexhaustible supply of good clients who will pay their bills. Marketing for new clients is an expensive and time-consuming process. So it is far better to hold onto the clients you have and to obtain their referrals and return business. Prepare a brief client satisfaction survey and provide it to some, if not all, of your clients when their matter is concluded. The anticipation of the results may be a bit painful, but nothing but good can come from it. Either you will get a good report or you will have the opportunity to correct things, or at least apologize before they tell everyone in town they were unhappy with you or they decide to send a letter to the General Counsel’s office. Client communication is now a critical function of the modern law office. You must prepare to execute this function in the same professional way you prepare the substantive side of cases you handle.

Summary

The best way to have satisfied clients is to do what you said you would do for them, within the time frame you said that you would do it, at a cost that is in line with your predictions.

It sounds easy when it is said like that, but we all understand the many conflicting demands on a lawyer’s time and how easy it is to not get that project completed until Friday when you said you would have it done on Tuesday. It is always better to under-promise and over-perform.  If you have trouble making deadlines for clients, perhaps you need to give yourself more time.  By adding on an additional day or two to the time frame in which you think you would be able to deliver the completed work you can accomplish this.

Part II:  Client Development: Using Technology to Market Your Practice

by Nancy Roberts Linder

Ethics rules in most states require lawyers to jump through a variety of compliance hoops in order to reach out to prospective clients. You need to make sure you have a clear understanding of how current ethics rules apply to marketing your law practice – particularly when using the Internet, since the Internet crosses jurisdictional boundaries.  There are several excellent resources out there that track state ethics rules governing solicitation and advertising:

• American Bar Association Links to State Ethics Rules Governing Lawyer Advertising, Solicitation and Marketing  
• Legal Ethics Website
• State Bar Association Websites

Keep in mind that solicitation and advertising rules typically do not apply when reaching out to existing clients, former client, individuals with whom you have a professional relationship and close friends and relatives. So effective client development really starts at home – with your client and contact base. But before we look at ways to use technology to develop clients, let’s take a step back and look at the essential materials that are needed to do so.

You Need Compelling Material

A reason that many in-house counsel and other clients think law firm marketing material, including websites and brochures, are not useful is that the information provided typically does not say much more than "we do it all and provide high quality legal services at a cost-effective price" – a lot of generalities and very few, if any, specifics.  Effective marketing materials, whether a printed brochure, proposal or website, should detail a lawyer’s experience and qualifications before that first client or potential client meeting.  To accomplish this objective, follow these guidelines:

1. Firm Introduction/Overview.   The introduction to the firm should of course describe the practice focus and types of clients served, but the introduction also needs to make an impression.  The most important elements of a firm overview are the points of differentiation. Specifically, what experience or skills does the firm or particular lawyers possess that differentiates the firm/lawyers from competitors? The key here is to think about the firm’s experience working in particular practice areas (e.g., intellectual property, business formation, family law, personal injury), and if appropriate, specific industries (e.g., telecommunications, real estate, financial services).  Keep in mind that points of differentiation are not “providing high quality legal services at a cost-effective price” – clients already expect those qualities.
2. Project (Case/Transaction) Profiles.  When an attorney meets with a potential client for the first time, what is it that the client really wants to know? Other than “how much is this representation going to cost?”  Clients want to know about the firm’s experience handling similar cases/transactions for entities or individuals just like them.  Therefore, including specific examples of the firm’s experience in marketing materials is essential.  Typically, short summaries (3-5 sentences) detailing the issues involved in a transaction or case and how the matter was resolved or concluded is sufficient.  In addition, take great care in using client names.  If clients are mentioned, seek approval first – regardless of whether the information is in the public record.  Remember that clients are looking for relevant industry lingo and “buzz words," so include this type of detail as well.
3. Attorney and Other Professional Profiles (Bios). Like project profiles, attorney biographies need to demonstrate specific experience – whether it is litigation, transaction, or corporate or individual counseling oriented.  The idea here is not to replicate attorney bio information profiled in popular lawyer directories, but rather to develop a summary of each lawyer’s experience, which is representative of his or her practice.  Effective lawyer bios need to be a compelling representation for why a client or potential client would want to hire the attorney.
4. Article and Presentation Details.  Articles and presentations, while time consuming marketing activities, do provide a significant benefit – these activities position a lawyer as an expert in his or her field.  Demonstrating that the firm’s lawyers are sought after by professional, consumer and industry associations as speakers and contributing authors is an excellent way to sell the firm’s qualifications.  Noting specific articles written and presentations given in marketing materials provides added points of differentiation and credibility.
5. Leadership Activity.  Lastly, do not underestimate the importance of being involved in community and professional organizations. Clients, whether they are retaining the firm to represent them in an injury case, or hiring the firm to guide them through the sale of a business, want to work with experts. Detailing leadership activity in important industry and bar associations, as well as demonstrating a commitment to the community, pro bono or otherwise, is something that should be included in business winning marketing materials.

Still not sold on the idea of changing the firm’s marketing material focus?  Consider this:  If an attorney met with a potential client for the first time, and in advance of the meeting had a package of materials delivered that detailed examples of the firm’s work specific to this client’s needs, and included a list of related presentations the firm’s lawyers have conducted and a few selected reprints of related articles, do you think the client would be wondering if the firm was qualified?  Probably not.  The mission of well-crafted marketing materials is to pre-qualify the firm before the attorney ever gets to the initial prospective client meeting.  The result is a productive meeting spent discussing the issues of concern to the prospective client, not the firm’s lawyers having to spend time convincing the prospect that the firm is capable.

Now, let’s move on to exploring ways to use technology to spread the word about your services.  Examples of small firms employing technology are everywhere and the ideas on the following pages are appropriate in any size or type of practice.

Invest in a Really Good Website

You do not have to be a large law firm, with a million dollar marketing budget, to make a powerful impression or create a brand image in the legal services marketplace.  Small firms and solo practitioners are realizing that their websites can be a powerful tool for creating a more even playing field to enhance their image, expand their visibility in targeted markets and drive business to their firms.

Like Jim Calloway remarked with respect to client satisfaction, “perception is reality” when it comes to projecting an image on the Internet.  However, to present an impressive image that can rival the larger firms, you need to invest in a really good website – one that is well designed and has useful and compelling content.  This requires hiring an experienced website designer and maybe even a copywriter. But if you think you can get a high quality website for a couple of thousand dollars, think again. Plan to budget at least $10,000 and be prepared to spend more.  While the dollars may be shocking at first, think in terms of the shelf life and flexibility this type of marketing tool provides over the long-term.  You can easily spend this amount of money on a printed brochure, which in a year may be obsolete because you have added a new lawyer or practice area, or want to promote recent experiences.

There are ways that you can limit the cost of your website investment by making smart choices when it comes to maintenance and updates.  There are several great authoring tools that make updating a website on your own simple and inexpensive.  Once such tool is Contribute, software produced by Macromedia which is now part of Adobe. This software allows you or someone in your firm to easily edit, add or remove content on your website without the worry of messing up any of the site’s formatting, layout or design.  However, there are certain website design requirements that need to be met to use this software efficiently, so check this out in advance before signing on the dotted line with a website developer.

The difference between a “good” website and “really good” website is all about the content.  Promoting your practice on the Internet is all about being “famous” for something particular.  Clients look to hire lawyers that are authorities in their field and have specific experience relating to their legal issue or technical need.  So trying to be all things to all people is not going to help distinguish your practice from the plethora of other good and capable lawyers out there.  Do not be reluctant to narrow your focus, target your message and emphasize what you do really well. The following law firm websites demonstrate this ability to focus and, in turn, differentiates these firms from myriad competitors:

• Competition Law Group: This small Chicago law firm focuses exclusively on intellectual property litigation.  This site, launched in 1999, has definitely withstood the test of time from a design and content perspective, and superbly demonstrates how a bit of creativity can really enhance a small firm’s image.
• Dog Bite Law Center: The Law Offices of Samuel I. Bernstein, a Michigan personal injury firm, has invested in an impressive web site to promote of all things – its dog bite practice.  This is an outstanding example of how a law firm can narrow its focus, while not limiting its practice to certain exclusive areas.  
• Withrow & Terranova, PLLC: This small law firm has invested in a simple, yet impactful, website to promote its high technology patent practice. This is a good example of a law firm that focuses its resources behind one central message and marketing focus.

In addition to having a website, another way to deliver your firm’s message to potential clients or referral sources is to make sure your website is optimized for key word marketing purposes.  In the area of key word optimization, it is best to hire an expert – a company that has demonstrated ability in this area – because it is rather technical and the ways Internet search engines index information constantly changes.  However, for a good overview of how search engines work and submission guidelines, Search Engine is a good resource (read their “Search Engine Submission Tips” section).  For suggestions regarding consultants, visit the Law Marketing Portal – there are search engine optimization consultants that have particular experience working with lawyers listed there.

Multimedia: An Innovative Way to Stay in Contact With Your Clients

Sound, and to some extent video files, are revolutionizing the information super highway moving from the Internet to MP3s, iPods and mobile phones.  “Podcasts” – which is the “street name” for digital audio files broadcast via an RSS feed – are relatively each to create for any technolawyer. From a client development perspective, podcasts are a great way to educate clients on particular legal topics or the legal process, build a reputation for your work and knowledge in particular practice areas, and demonstrate your knowledge regarding particular topics. And the beautiful part of this technology is that you can actually “talk” to your clients anywhere – they can download your podcasts to their MP3 or iPod, mobile phone, computer or PDA and listen at their leisure – whether they are stuck in traffic or working out on the treadmill.  Imagine that!

To learn more about podcasts and resources for creating and using them, read MP3s, Podcasts and Internet Audio Resources for Lawyers by Dennis Kennedy and Tom Mighell. But if you want to see an example of how a small firm uses its podcasts, check out Verner & Brumley, PC. This family law focused firm provides access to podcasts via its website, as well as Podcast.net. If you want to see how a business/commercial focused law firm uses podcasts, visit the Hellmuth & Johnson PLLC website.  

If you are thinking about incorporating podcasts as part of your client development plan, keep these important tips in mind:

1. Online persona. The speaking voice is essential. You may need to practice recording for a while, before releasing your podcasts. The recording needs to be interesting, free from “ahs” and “ums” and relatively quick-paced.
2. The length of the podcast does matter.  Remember, the idea here is to impart some knowledge and information, but not give away everything – you want to give a reason for a client, or potential client to call you with a new matter.
3. You need to be imparting useful information in a way that the listen will understand.  Using podcasts to demonstrate your legal prowess and understanding of the law will be useless if you are speaking in legal terms and not distilling the information into something your listeners will understand.  When in doubt, explain the issues as simply and plainly as possible – think in terms of recording a news story with appeal to a broad audience – something you would hear on the radio or read in the newspaper.

Distribute News Your Clients (and Contacts) Can Use

If the idea of podcasts isn’t working for you, then definitely consider implementing an

e-communication outreach program at your firm.  E-communication can be a very versatile tool for influencing existing clients and developing new client relationships, if designed and written appropriately. But before discussing the important elements of an effective law firm news communication program, let’s review why you would want to invest in this type of marketing in the first place:

1. Obtain exposure for your practice.  Anyway you look at it, distributing news your clients/contacts can use gives your practice the kind of practice exposure lawyers crave, because you are helping people by imparting information that they can use now or in the future should they have a legal need. For example, if you want to be better known in the software industry, you can use e-communication to talk about the business and legal issues affecting companies that develop and sell software products.  You should send this communication to individuals in the software industry that you would like to retain as clients, as well as to your current clients, who may in turn, pass the information along to one of their colleagues. This "pass along" phenomenon offers tremendous additional exposure opportunities, with no additional investment on your part.
2. Education can yield new business. Producing e-communication provides you with an opportunity to educate your clients, prospective clients and referral sources about legal issues, trends and changes in the law.  It is important when discussing such information that you relate how the issue, trend or law may or will affect the recipient from a particular perspective – personal, business, foreign trade, global commerce or the like.  Relating your e-communication content to relevant business or legal issues may give your readers ideas for future projects to send your way.
3. Develop your contacts. Using e-communication can give you a legitimate reason to contact people. Furthermore, by offering a bit of "free information" you can build credibility among your contacts, whether they are a client, prospective client, colleague or media representative.

So what are the essential elements to any e-communication?  To ensure that your material will be read by those who receive it, consider these tips:

1. Fit the tone. Make sure you are writing articles that can be understood and appreciated by your readers. If your e-communication is designed for referring lawyers, then write like a lawyer. However, if many of your clients are business people (not lawyers), then forget the legalese (it is very off-putting to non-lawyers) and write in a business tone.
2. Keep it short. One to two pages (maximum) is a good rule of thumb to follow.  Design the e-communication so that your readers can easily scan the articles.  Use pull quotes (key points that are displayed in text boxes within the article) or highlighted text to draw your readers to the particular points or information you want most to be read.
3. Include information relevant to your clients' businesses or personal assets. Remember content is king.  The idea here is to not only include brief articles on the trends and latest case law, but to successfully relate such legal information to how it affects a company's or industry’s development, expansion, management and other business goals or issues.
4. Use e-mail to deliver, but comply with anti-spam rules. New federal anti-spam rules went into effect back in January 2004. To ensure that your firm complies with these new rules, make sure that you provide:  (1) a visible and easily recognized “opt-out” feature, (2) label the e-mail as “advertising”, (3) use a valid return e-mail address and (4) include your firm’s postal mailing address within the e-mail text.  
5. Keep your mailing list private. If you have a relatively small distribution list and are using Outlook or another e-mail program to send the newsletter, make sure you use “bcc” for all of the recipient addresses. You don’t want your clients and contacts to see who else is on the list.  If your list is large, then consider using e-mail list management software. One such resource, GotMarketing, provides tracking information so you can see which recipients opened the e-mail, who linked to any of the Internet resources provided within the e-communication content, as well as who unsubscribed. Take care when attaching a PDF to a large e-mail list -- it may get blocked by a recipient’s firewall software or clog your own e-mail system, so do some investigating before pursuing this option.
6. Set a realistic production schedule. The number one reason e-communication projects fail is that production expectations are unrealistic.  My advice:  commit to a twice-yearly publication schedule. Remember, you can always increase the frequency of your communication.

Of course there is always the lawyer-advertising element to be dealt with when producing marketing communication.  Carefully check the rules in all of the states in which you or other lawyers in your firm are licensed to practice and use the appropriate disclaimers.  In a number of states, lawyers are required to plainly label marketing communication sent to non-clients as "Advertising Material." Remember, you can send communication to existing or past clients, as well as close friends and relatives and other professional contacts that know you or the firm, and not have to include advertising disclaimers.  

Finally, it is important to copyright your newsletter.  Although some of your newsletter information may be cited or otherwise obtained from other sources, it is important to discourage the unauthorized use of your original article material, especially by your competitors.

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About the Authors

Jim Calloway is the Director of the Oklahoma Bar Association Management Assistance Program. He publishes the blog Jim Calloway's Law Practice Tips and was the co-author of the book Winning Alternatives to the Billable Hour (2nd ed.) (2002 ABA.) He was chair of ABA TECHSHOW 2005. He is a member of the Council of the ABA's Law Practice Management Section and chair of its Practice Management Advisors Committee. He is co-chair of the 2007 GP/SOLO National Solo and Small Firm Conference. He has been named a Fellow of the College of Law Practice Management. He writes Law Practice Tips column for the Oklahoma Bar Journal. The archives of that column are available online here.

Nancy Roberts Linder is the Principal of Nancy Roberts Linder Consulting, a law firm business development and client relationship management consulting practice, located in suburban Chicago.  She can be reached at (708) 482-0760 or via e-mail.

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