6’off-the-shelf’ webcam tactics for lawyers

The Lawyer, the client & the webcam: 6 rules to a good call…. ignore at your peril!

The era of social distancing is bringing new challenges to effective communication.

I can still recall when first joining the banking sector being put through a training programme regarding ‘telephone etiquette’ as it was referred to then.

This was an entry-level skill set.

To this day many of the basics that I was taught remain invaluable in the business world. This was around tonality, content, listening skills, preparation before the call, taking notes and use of questions in response to questions.

At that point the use of telephone in terms of working with a new client or an existing one was recognised as a specific skill set.

Later in my banking career I was put through another training programme regarding the skill of writing a letter. Again, relatively an entry-level skill but the bulk of those entry-level skills remain exceptionally valued. The content was around the use of language, construction of arguments, framing a call to action and various other well thought through techniques to ensure that my skills in correspondence were appropriate.

At that point using the written word in terms of; working with a new client or an existing one was recognised as two specific skill sets.

As my career developed, I was put through another training programme. This time regarding the skill of presenting. In continuation of the theme I would suggest that these were relatively entry-level methods in terms of how to present in a boardroom. Much of what I was shown I was later able to transpose into making PowerPoint presentations and the need to deliver complex software demonstrations that occurred later in my career.

At that point developing a presentation in terms of; working with a new client or an existing one was recognised as two specific skill sets.

What is interesting to me is that these specific types of training were areas that my employers realised could differentiate our banking offer against the competition. If your bankers were able to handle telephone conversations to a high standard and follow the calls up with well-constructed correspondence it left a positive impression. If your bankers, where appropriate, were then trained to present information either across a desk or within the context of a boardroom to a high standard than that to would leave a positive impression.

If you combined all three skills then you became a ‘Rainmaking’ force.

I suspect that everyone reading this article can immediately ‘buy into’ Rainmaking skills using the spoken word, the written word and the presented word. These are specific business development requirements within the field of professional services which law is.

In this current climate we have a situation where on many occasions there is a brand-new requirement. That requirement is the use of the Webcam.

Currently the virtual meeting is not recognised as a skill set in the same way that voice, text

and face-to-face have been. Yet it is a specific discipline. It is highly likely that over time it will become evident that:

You can win and develop business based on your virtual ability.

Just as:

You can win and develop business based on your telephone approach.

You can win and develop business based on your written word.

You can win and develop business based on your face-to-face performance.

These are 6 basic building blocks to differentiate yourself from other practitioners.

  1. Focus on the webcam and not on your colleagues

Eye contact is a vital way to reinforce your point. In a webcam-based meeting this means looking into the camera and not into the faces of other the participants. Looking into a small black circle will feel uncomfortable. For years we have been trained to look at the people when talking to them and the challenge is to have a focus on your camera for the meeting. This is especially while others are talking. This will separate you from the behaviour of other people on the call.

  1. Project a stronger voice

Use a louder and firmer than usual voice on a webcam call. As well as projecting your audibility a strong voice conveys authority, confidence and credibility. It is just as true in the virtual world. Even though you may be using a headset and be tempted to speak at your normal volume maintain a slightly higher audibility level almost as if you are in a large conference room.

If you are using a microphone that is desk-based resist the temptation to lean into it and speak at a conversational level. Actually, lean back and project your voice as if speaking over a lectern. This will also separate you from other people on the call.

  1. Frame yourself

Look at how you appear through the lens of the webcam. You need to organise the call in a manner where your head, the top of your shoulders and just above waist, should dominate your projection. Look at newscasters, that are sitting behind a desk, to get some idea of what this should look like.

Be mindful of your background as cluttered rooms communicate something and anything that is distracting will pull the attention away from you. Look for a simple plain background as neutral as possible.

  1. Be totally engaged

In a boardroom meeting, participants are usually exceptionally aware of what their body language and behaviour may signify. In a webcam call, where you may be muted and perhaps dressed less formally, you may forget that you are on show.

Do not multitask. At any moment you may be asked a question. Even if you are not the speaker ensure that you are fully engaged. Close all screens on your PC and a good habit is to turn your phone facedown throughout the call.

  1. Remove all distractions

Train yourself to stay on mute when you are not the person speaking. Only unmute yourself when you are the one speaking. If you mute your microphone it removes any sound that accidentally may be audible from your end of the call.

It is also worth to consider to switch off your webcam when you may be doing something visually distracting such as moving whilst on camera.

  1. Using the chat box

The chat window is a key part of the communication in a webcam-based call. It is an opportunity in a virtual meeting to add your ideas, demonstrate that you are fully engaged and also promote your presence in the meeting.

It may be the case that you have been engaged in virtual meetings for many years. It may be that you have only truly engaged in this medium since the pandemic.

It is vital to understand that a Webcam call is not a conference call through a PC screen. It is a different interactive experience requiring you to rethink your communication tactics.

Steps in Sync

The current crisis is having a very different effect across the sector.

But so far many of the firms that I speak to are having far less of a problem than they had expected only a few weeks ago. Most firms are telling me that that their billing is holding up reasonably well. Since the lockdown started in late March the cash flow has been reasonably strong and has been helped by the CJRS Furlough refunds.

But when I’ve probed into the data about new work and about value creation the picture is far more mixed and generally less optimistic.

It has long been the case that law firm’s primary short-term measurement is their billing level. Unfortunately, excessive focus on this obscures some underlying issues

Firms need to hit their billing targets, and even more importantly collect in the relevant cash!

But it is just as important that they open at least as much value of files as they bill in any given month. Of course, many firms don’t bother to identify the value of the files that they open in any given month, so we have to use the numbers of files opened as a proxy. But it remains the case that unless you open at least the same value of work as you complete, your business will decline. In effect you will be selling the family silver-or as we prefer to describe it you will be draining the tank.

A third thing that we have to do in order to ensure our business is in sync is to understand and measure the amount of value that we are creating in each month. It still surprises me after many years just how few firms carefully monitor work in progress creation and movement.

Unless you open matters on which to do the work, and then create value by doing the work, you have nothing to sell, and therefore the billing will not follow.

We know that many fee earners much prefer doing the work (chargeable time) to going out and winning it-we also know that What Gets Managed Gets Better. So, for many firms it is relatively easy to monitor the amount of chargeable hours that their fee earners are doing even when working from home- it is much harder to assess the business development work that they’re doing. Therefore, any fee earner who wants to look good can keep their billing levels high by keeping their Chargeable Hours high and Neglecting to bring in tomorrow’s work.

By not keeping matters opened, value creation and billing in sync our fee earners may just be sowing the seeds of future decline.

It’s much harder to fill the tank up again than it is to drain it

Forecasting cash flows (medium-term)

Many firms have had to forecast their cash flows in order to understand their financing needs in the coming year and often to substantiate their application for CBILS loan. How can they arrive at a realistic sensible forecast in such times of uncertainty?

The short answer is that any forecast of the future will be wrong-but that we can get an idea of where we are headed. Provided we are clear about our assumptions we can track the main variables and adapt our response accordingly.

The approach we have adopted is not complex but is detailed.

Firstly, we recognise that the Covid/lockdown will affect all departments differently-so we forecast at department level then aggregate the firm.

We start with the budget income for each department for the coming year-month by month we then ask a simple question. For that department, for that month, what percentage of our budget do we expect to bill (collections come later)?

Best done to the nearest 10%. Spurious exactness is unwarranted. This can be done in a simple spreadsheet and the calculations take only a few lines but can be very powerful.

This format allows us to track the accuracy of our forecasts and update them regularly by tracking the percentage achieved each month against a predetermined standard we can assess the impact in each area and make our staffing and resourcing decisions accordingly.

Any forecast about the future is bound to be wrong-they can only be as good as our assumptions, but this approach gives a logical framework to make decisions regarding funding and people.

Becoming a Recognised Rainmaker

‘It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so’.

The Oscar-winning 2015 film “The Big Short”

In this is article Bob Spence and Barry Wilkinson will focus you on using your existing people skills to become one of your sectors recognised Rainmakers.

https://www.dictionary.com/browse/rainmaker

Looing Forward

Our opening statement was attributed to Mark Twain who was clearly ahead of his time as many of his quotes are relevant to Rainmaking. According to our data-to-results experiences, covering the last 27 years, there are recognisable trends that are strategic errors in business development.

All you need in this life is ignorance and confidence and then success is sure

Mark Twain

The first one error is this. It is vital to be able to identify and describe with immense clarity the people that should form part of your Rainmaking network. Very few people can do this.

So, our first key question is what type of network should you be building?

Can you answer that question accurately?

It is worth a reflection, so be honest with yourself.

Network

Can you describe your ideal network of connections in detail? Can you explain to your peers and colleagues why you would need this type of network to succeed as a Rainmaker?

Due to the urgency and pressures that Rainmakers are facing our network algorithm research looked at the popular myths and misconceptions that all lawyers are surrounded with. Many of these myths are constantly being reinforced. Our findings explored why we should question them.

Aleksandra Gora, CEO of Rainmaker PRO software with Professor T. Turowski

Think of the amount of time that is spent on crafting the professional ritual that is the ‘business-card-exchange’. Whether you refer to it as the ‘elevator-pitch’ or ’60-second-introduction’ or whether you deliver this business-card-exchange informally within mixer events or formally within the context of a ‘speed-event’ you are essentially an ‘aspirin looking for a headache’?

It is better to keep your mouth closed and let people think you are a fool than to open it and remove all doubt

Mark Twain

Why is this process given so much credibility? There are best-selling books, well known speakers, training programmes delivered at a high premium and webinars that embed this process as a ‘must-have-skill’ into the successful Rainmaker.

Why would this process have the ability to create the right Rainmaking connections?

It is actually very difficult to apply science to your network of Rainmaking connections.

Question Mark

This would be to provide an accurate understanding of how you are hitting your revenue figures. Is it because of your network or in spite your network?

Get your facts first and then you can distort them as you please

Mark Twain

However, this need not be so. All of us working at developing our practice on a day to day basis wrestle with two conflicting trains of thought.

The first is that it makes sense that generating outstanding commercial results as a lawyer requires a lean, well-managed, well thought-out, strategic networking plan. You have only so many hours in the day, and there is no time to waste effort networking and deliver your Rainmaking in the wrong areas.

This train of thought competes with the second which is that that this activity is essentially a “numbers game.” If you want to win the lottery, you have to buy a ticket.

The second thought generally overrides the first. There is so much more positive noise around this argument. Many lawyers adopt a set of actions enabling them to create minimal professional connectivity to the largest number of people possible. This second approach is reinforced continually by measuring the activity around investing time into developing new relationships. This can be on-line and off-line.

Let us make a special effort to stop communicating with each other so that we can have some conversation.

Mark Twain

This is the ongoing consideration of quantity versus quality in an approach to hitting our client acquisition targets. You have to make strategic decisions in terms of what works for you in the context of your time and what you offer professionally. These articles in 2020 will help you make those choices.

Networking

Keep in mind that a maximum of of separation is the introduction threshold to improving your network development. Our extensive use of algorithms showed these powerful results:

Someone who knows you well and is able to introduce you to someone that they know well is communicating your value within 1° of separation. The likelihood that an introduction could happen through a well-positioned request is a maximum of 82%.

Someone who knows you well and knows another party really well being able to influence that second party to introduce you to another party is communicating your value within 2° of separation. The likelihood that an introduction could happen through a well-positioned request is a maximum of 17%.

If we push this formula to add another chain to it which means communicating your value within 3° of separation through a well-positioned request has a maximum likelihood of 0.8%.

As your time is money these are actually financial odds so why would you even consider anything beyond 1° of separation? (A random business-card-exchange is not even in this measurement system).

You are in a casino and investing time. What odds would you play to?

Playing the Odds

I doubt if many of us would bet against James Bond but in reality, you are if you ignore the 3° of separation thinking. Our extensive use of algorithms asks:

Does this new connection have the likelihood to be an improvement on who you already know, and are they within or less of a meaningful introduction?

Is this new person already within a chain of three introductions to you? Is there someone in the room that can vouch that you are a person worth knowing? (That is 1°of separation). Is that person able to follow through for you? If not, then apart from professional courtesy requirements, will they really form part of your strategic network on the basis of your ‘business-card-exchange’.

This approach may be at odds that only the fees earned should be measured. This is a view that Rainmaking effort on a week to week basis is irrelevant unless it scores generates fees/wins clients. Networking management is also Rainmaking effort and is the key to ensuring that you are continually 1°of separation from a fee earning introduction.

There are lies, damned lies and statistics.

Mark Twain

Our thinking based on analysing networking results thoroughly is that you must manage your connections ruthlessly and to the highest standard possible to differentiate yourselves from the competition in terms of networking behaviour. Every new connection has to survive the 3° of separation benchmark. If it does so, when you need to manage only the connections that fit within this framework.

We still, of course, have the same number of client hours per week to work with as we did twenty-five years ago; at the same time, the client can access our online presence 24/7.

Finally, as business development professionals we are constantly being challenged with the concept of “return on engagement” against the Rainmaking actions we take. So how do we measure this consistently apart from immediate revenue returns?

As an overview, here are some of the vital questions we will help you understand in our 2020 articles:

1) Why can the returns on business development networking deteriorate?

2) What are the major networking pitfalls we must avoid?

3) What are the skills we need to avoid the reduction of return of effort?

4) How do we pick out the most appropriate people to connect and network with?

5) What information do we need to build our network?

6) What are the current best practices in business development behaviour?

7) What are the best methods of implementing a networking plan?

8) Why is 3°of separation of separation the only benchmark in a strong strategy?