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Enhancing Your Legal Practice with Quantitative Surveys of Clients and Potential Clients

A group of partners and associates at a law firm in a medium-sized city felt they needed to get a complete understanding of where the firm stood in the eyes of its target market (ideal clients), particularly in relation to other firms serving the same market. Because they wanted to gather the opinions of a number of people in a relatively short amount of time, the personal interviews that go with qualitative research were ruled out. The firm decided to undertake a quantitative research project. + read more


Enhancing Your Legal Practice With Qualitative Group Surveys

If individual interviews cannot or will not be used by an attorney to gather client information, a group interview or "focus group" is an effective option. In the case of firms and even practice groups, the technique uses panels of clients to focus on broad concerns. + read more


Acquiring Feedback from Your Legal Firm's Clients

The most personal technique to learn client perceptions is conducting one-on-one qualitative interviews. The process can be time consuming, but it generates a wealth of valuable information and demonstrates concern for client sensitivities. All attorneys should do a client qualitative survey no less than once every 12 months, and more frequently is highly recommended, the relatively few clients that account for 60 to 80 percent of the revenue of the attorney should all be interviewed as a minimum. + read more


Marketing Your Practice as Part of a Successful Legal Career

To make strategic choices without regard to competition, a few relatively simple concepts are often overlooked. Many attorneys are responsible for developing their own clientele. This is obvious for sole practitioners, but is also true in firms of all sizes. Certainly, individual attorneys are responsible for legal service that will satisfy the client and retain them as future sources of business. Attorney salary and progress are determined, to a great extent, by his or her success in satisfying clients. + read more


Focusing on the Right Clients for Legal Success

Successful legal services marketing, as achieved through the client focus, is not a broad-based program but an individualized effort. It is one attorney’s decision to recognize the power of client relationships. The client focus is based on two important facts: + read more


Tackling the Menace of Workplace Bullying

In a Workplace Bullying Survey, as recent as of 2007 (when the recession had not yet hit the economy), by WBI-Zogby, and considered to be the largest scientific study of bullying in the United States, certain findings were made that emphasize the need of employer intervention to reduce this malady. Among many findings of the survey, the following are relevant to the present article: + read more


Some Issues with Devising Personal Works-Pay Solutions for Employees

Some Issues with Devising Personal Works-Pay Solutions for Employees When dealing with the non-salary components of the total compensation equation for employees, two of the most important elements can be visualized as works-pay and perks-pay. Works-pay generally involves payment for things necessary to get the work done and includes both tools necessary for doing the job, as well as things that employees would have had to purchase themselves if the employer did not provide them. Perks-pay, of course, relates with perquisites. While works-pay confers tools of the job to an employee, perks-pay provides status. + read more


Change Management, Communicating from the Top, and the FBI

Change Management, Communicating from the Top, and the FBI In his book From the Bureau to the Boardroom: 30 Management Lessons from the FBI, Dan Carrison eloquently draws attention to how we can learn from the FBI in managing change. He mentions how, following the 9/11 attacks on USA, every priority in the FBI had changed, but Robert Mueller succeeded in making agents accept their new roles and priorities in a manner that shows how it can be done in private organizations, too. + read more


Seven Steps to Learning to Like an Employee You Hate

Seven Steps to Learning to Like an Employee You Hate Okay, maybe 'hate' is too strong a word, and there is little reason in the workplace to hate a colleague or an employee. But there are situations where we genuinely dislike certain colleagues, for their conduct or habits, or generally for reasons difficult to define or admit, even to our own selves. + read more


Check Your Local Law, You May be Required to Provide Paid Time-off to Vote

Check Your Local Law, You May be Required to Provide Paid Time-off to Vote Election Day is NOW, but many small and mid-sized employers may be unaware that in many states, not giving PAID TIME-OFF to employees may be construed as a Class C demeanor, and can attract both a penalty up to $500, as well as other future issues in the employer-employee relationship. + read more


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