Part 1: Beyond Words - How to Expand Social Competence

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1 May 19-22, 2014, Toronto ON Canada Part 1: Beyond Words - How to Expand Social Competence Presented by Michael Moore, J.D. CM31 5/21/ :15 AM - 11:45 AM The handouts and presentations attached are copyright and trademark protected and provided for individual use only.

2 Part 1: Beyond Words How to expand social competence Michael Moore, J.D. Expand Social Competence Discussion Outline Social Competence Our Human Web How to Work a Room Your Elevator Speech The Accidental Salesperson The Narrow Focused Request 1

3 Reference material Networking reception in the Legal Marketplace (Exhibit Hall). 4:45 6:15 Books for sale. Book signing from 4:45 5:15. Social Competence 2

4 What is Social Competence? Your ability to confidently engage in group social activities in a customized and controlled fashion so that you achieve defined objectives. This is a critical skill for building a network of sustained relationships. You can learn how to do this. Practice will make perfect. Six Degrees of Separation 3

5 The Law of the Few In The Tipping Point, Malcolm Gladwell refers to the phenomenon known as the Law of the Few. Sprinkled among every walk of life are a handful of people with a truly extraordinary knack of making friends and acquaintances. They are Connectors. Connectors are important to have in your network not just because of the quantity of people they know but because of the quality of the people they know. Traditional Networking Creating relationships is the goal Networking is a contact sport Look to make Friends not Contacts Use Give to Get techniques 4

6 Effective Networking Association Example My friend her friend Association in need Meeting the need Presentation A resource 20 targets 5 leads Article Webinar new targets new targets 5 leads 3 meetings 1 client Effective Networking Six Degrees to Success My friend her friend Association in need Meeting the need A resource 4 5 Presentation 20 targets 5 leads Article new targets Webinar new targets 5 leads 3 meetings 6 1 client 5

7 Effective Networking Person to Person Example Event My friend Work the Room Elevator Speech A lead Follow Up Narrow the focus Lunches Common Interests Relationship Partners Ratification Solutions New client Social Media Networking 33 Million People for Lunch? 6

8 Social Media 80% Professional Use 66% 55% 49% 43% Facebook Twitter YouTube LinkedIn Blogs Social Media Facebook Linked In Twitter An enhancement to traditional networking Amplifies ability to create and maintain relationships. Requires energy, effort and enthusiasm. Create an effective profile Join on-line groups Add people to your network Follow up on leads 7

9 Social Networking The Twitter Effect My article On-line newsletter Read on-line passed to followers Re-tweeted Followers to followers Google subject Subject is hot Number 1 Google hit Lawyer in LA Needs resource for program My article How to Work a Room 8

10 Top 5 Ways to Work a Room Do Your Homework Exhibit Energy, Effort and Enthusiasm Enter and Exit Conversations Moderate Consumption Create relationships Top 10 Ice Breakers Make Eye Contact Smile at People Use a 10 second self intro Shake hands Ask about them Know current events Laugh at their jokes Be polite Stand in lines Ask for business cards 9

11 What s Your Elevator Speech? Who are you and why should I care? What s Your Elevator Speech? Who Are You? How Do You Provide Value? 30 seconds at most Be confident Be sincere Be engaging 10

12 Avoid being Duct Tape I did not go to law school to become a salesperson 11

13 The Accidental Salesperson The next natural step in a process Matching your skills with their needs A win-win scenario for both. Use the Narrow Focused Request What is the Narrow Focused Request? 12

14 The Narrow Focused Request All about the Client, not You Listen, Listen, Listen Create a relationship Narrow the Focus Broaden the Problem Follow Up and Follow Through 13

15 Follow Up and Follow Through Thank you notes Expanded network opportunities Keep current and leverage developments Stay active, follow through Start over You need a Personal Marketing plan 14

16 Personal marketing Plan Create Personal objectives Focus on what is Realistic and Achievable Define your market Refine your message Customize your method Social Competence Your Challenges and Opportunities? Michael Moore, J.D. 15

17 Michael Moore is a professional coach for lawyers and the founder of Moore s Law. He specializes in marketing, client development, and leadership coaching for attorneys at all levels of experience. Michael also advises law firms on strategic planning and resource optimization. He has more than 25 years experience in private practice, as a general counsel, in law firm management, and in legal recruiting. Social media networking means 33 million people at lunch The other day I sat down in a local restaurant. My lunch partner had been delayed but was updating me on his progress with text messages. I glanced up to acknowledge the iced tea, and then I returned to my phone to check s. A potential client complimented my blog on LinkedIn. A lawyer from New York was following me on Twitter. I had three new friends on Facebook. When the bread arrived, I looked around the room. There were at least 25 other people having lunch and most, if not all, were busily working their digital devices, just as I was. Suddenly I realized I was seeing Reed s Law in action. David Reed, noted computer scientist and entrepreneur, observed that for every new person added to a network the value of the network doubles. This means the number of possible connections in a room of 25 people is actually 33 million people. Working the digital room Many people now spend more time using social media network sites than they do with personal . The most common social networking revolves around LinkedIn, Facebook, and Twitter. Many lawyers also turn to LawLink and Legal OnRamp, two lawyer only social networking sites. These tools allow you to collect information about people in the networks you already have. You can also add new people to these networks at an exponential rate. The number one proven method for developing clients continues to be referrals. However, the paradigm shift today is that most of these referrals come from connections made through online networks. Social networking is no substitute for face to face interactions. The classic rain making strategies of persistence, promotion, and presentation are still necessary. They have just been enhanced by social networking. Getting Started People s favorite subject is themselves, Dale Carnegie once said. When building a digital network, be sure to inquire about the other person and get to know them. Who are they, where do they work, what do they do, why are they joining the same groups you are? Investigate the networks of those people 914 East Bay Point Road Milwaukee, Wisconsin law.com

18 connected to you. Cultivate their interest in you so when an opportunity for live face to face interaction occurs, you are included. This may be as simple as attending a conference together, sharing practice tips, or visiting connections while traveling. Develop a personal marketing plan To guide your online activities, create a personal marketing plan with a specific set of objectives. For example, make a sustained daily commitment to work on your digital network. Focus on objectives that are both realistic and productive. To avoid becoming overwhelmed, start with one social network site and grow from there. Build a profile and join groups on LinkedIn. Create a page and search for friends on Facebook. Follow people on Twitter. Develop contacts with lawyers outside of your firm or employment environment. Be alert for client development opportunities among the many new contacts created through your social networking efforts. Increase your financial capital The ability to successfully network has always been a cornerstone of any lawyer s marketing efforts. In a slow economy, staying connected and enhancing the value of your network is critical. Building social capital (a lawyer s network of relationships and resources) as well as cultural capital (the influence and corresponding advantages from a lawyer s knowledge, experience, and connections) have a direct positive impact on a lawyer s ability to increase his or her financial capital. Keep the end game in mind An effective networking lawyer has high social competence. This means the lawyer can confidently engage in group social activities while looking to achieve defined objectives. The same is true in online social networking. Effective social networking requires energy, effort, and enthusiasm. It requires getting other people to help build your profile through contacts, recommendations, and referrals. Create an effective profile, join online groups, add people to your network, and follow up on leads. The goal is to create a productive network. Social networking amplifies your ability to create, maintain, and enhance relationships. This will give you a competitive advantage and make your network more financially productive. Get involved in online activities, make your voice heard, and be sure your profile is an accurate representation of your abilities. Give recommendations generously, and you will get ones in return. Be proactive, and work your social network as you would a traditional network. With 33 million potential contacts in the room, you have no time to waste. 914 East Bay Point Road Milwaukee, Wisconsin law.com

19 Michael Moore is a professional coach for lawyers and the founder of Moore s Law. He specializes in marketing, client development, and leadership coaching for attorneys at all levels of experience. Michael also advises law firms on strategic planning and resource optimization. He has more than 25 years experience in private practice, as a general counsel, in law firm management, and in legal recruiting. The elevator speech: Who are you and why should I care? Recently I attended a reception for a political candidate. Promoted throughout the legal community, the room was filled with potential clients and network connections. Starting with a few friends and moving among various circles of conversation, I usually had less than 30 seconds to make an impact. A smile, a handshake, and a quick introduction were often followed by the mutual question, So what do you do? Most of the lawyers I met said, I m a lawyer with XYZ firm. When I was asked that question, my response was to use my elevator speech: I m a lawyer but I don t practice law. I help other lawyers create success. What is an elevator speech? Imagine you find yourself on an elevator with a decision maker and need to make a quick but lasting positive impression. What should you do? I know that when I ride elevators with people who do not know each other, they rarely speak, and those that do run the risk of invading someone s personal space. However, in reality all of us have brief encounters with decision makers every day outside of elevators. The person could be a potential client, hiring partner, or some other person of influence. For this reason, every lawyer needs to be ready with a clear, short and compelling explanation of who they are and how they provide value. Every lawyer needs an elevator speech. How to create an effective elevator speech First, write down your "deliverables, the services or features that you provide. Then write down the benefits that your potential clients or employer could get from these services. Once you've got that written, create an opening sentence that will grab the listener's attention. This sentence must include, if possible, a unique benefit you offer. Create a second sentence identifying a challenge relevant to the person to whom you are speaking. Then tell them how you solve this challenge. For example, I help lawyers create success offers a 914 East Bay Point Road Milwaukee, Wisconsin law.com

20 unique service to a specific audience. It also identifies a common challenge and a potential solution. The details of that solution can be delivered to the potential client subsequently in further discussion, by , or a visit to my web site. Who s your real audience? People you meet are usually more interested in themselves than they are in you. Our lives, our friends, and our family are always top of mind. When people ask, What do you do?, what they re really asking is, What can you do for me? When I meet people for the first time, I tell them I help lawyers. If they are not a lawyer, they usually make a joke about lawyers and we move on. If they are a lawyer, then my follow up, I help lawyers create success creates interest. What others really want to hear when they ask, What do you do? is What s in it for me? Tell them how working with you benefits them. Your answer to what you do shouldn t be about you. It should be about what you can do for them or other people they may recommend you to. Practice makes perfect Make sure your elevator speech is all about the audience. Make it unique and memorable. It must roll off your tongue with ease. Practice your speech in front of the mirror and with friends. Record it on your answering machine, and listen to it. How long is it? Generally 30 seconds is about all you have. Do you sound confident? Are you using short direct words with clear meanings? Do you sound sincere? Is your message genuine? Is it engaging? Will it make the person who hears it want to know more about you? First impressions count When you first meet someone, do three things: smile, make eye contact, and tell them your name. Ask what they do, and when they are finished be prepared for the same question. When it comes, use your elevator speech. Concentrate on making the delivery effortless and speak slowly. We naturally talk faster when nervous. You need to appear calm, confident, and in control of the situation. When you are finished, if possible, mention your name again or exchange business cards. If you have done your homework, you ll see your word of mouth advertising expand exponentially. Having an effective elevator speech is very important. It can be used for networking with others at events. It can be used to introduce yourself to people in an interview. It answers the question, Who are you and why should I care? When delivered with passion, precision, and persuasiveness, your elevator speech says, Now you know me and how I can help you. 914 East Bay Point Road Milwaukee, Wisconsin law.com

21 LAW OFFICE MANAGEMENT NATIONAL BOOK - SOFTBOUND The Lawyer's Toolkit for Creating Both Personal and Professional Success By Michael F. Moore, J.D. The Lawyer s Toolkit for Creating Both Personal and Professional Success provides an incredible amount of practical guidance and is an essential resource for every lawyer s library. The book can be used as a quick reference guide for individuals or as a teaching tool in lawyer development and mentoring programs. The book s short, how to chapters highlight all of the non legal skills necessary for today s professional lawyer and include illustrative, real life examples. Law firm leaders will also benefit from targeted discussions on team selling, time management, and law firm leadership strategies. With this resource, lawyers can select specific techniques and apply them in a customized fashion to their unique personality and practice. For a complete Table of Contents see reverse side To order visit legalsolutions.thomsonreuters.com Michael F. Moore, J.D. is the founder of Moore s Law, LLC and helps both lawyers and law firms create professional success. Michael creates value for lawyers with individual coaching in client development and practice management. He creates value for law firms with strategic growth initiatives and resource optimization. Michael has helped law students launch careers, associates become partners and partners advance their success to new levels. For more information visit law.com. To order, or for more information, visit legalsolutions.thomsonreuters.com.

22 LAW OFFICE MANAGEMENT NATIONAL BOOK - SOFTBOUND How to Expand Your Social Competence TABLE OF CONTENTS Chapter 1: Effective Networking: You Must Give to Get. Chapter 2: Six Degrees to Success: Working Your Human Web. Chapter 3: Your Elevator Speech: Who Are You and Why Should I Care? Chapter 4: Business Cards: Not Extinct Yet. Chapter 5: How to Work a Room: The Art of Developing Contacts. Chapter 6: Business Etiquette: Simple Skills That Make You Stand Out. Chapter 7: Social Media Networking: Does This Mean 33 Million People for Lunch? Planning + Perseverance = Professional Success Chapter 8: Effective Planning: Creating a Focus for Success. Chapter 9: Personal Perseverance: Why It Is Not Over Until It Is Over. Chapter 10: The Value of Lists: Get Organized for Success. Chapter 11: Effective Time Management: Doing More with Less. Chapter 12: People Skills: How to Play Nice with Others. Chapter 13: True Grit: Do You Have What It Takes to Do This? I Did Not Go to Law School to Become a Salesperson Chapter 14: Effective Marketing: What Works for You and Your Firm. Chapter 15: Face to Face Communication: Don t Hide Behind Your Digital Device. Chapter 16: Personal Credibility: A Critical Skill for Every Lawyer. Chapter 17: The Mutual Value Exchange: You Have to Ask for Their Business. Chapter 18: Team Selling: Creating Growth with Existing Clients. Sustained Adaptability: Can Your Law Firm Handle Change? Chapter 19: A Positive Culture: Mixing the Chemistry for Success. Chapter 20: Mentoring: It Is Like Déjà vu All Over Again. Chapter 21: New Age Lawyers: We Are Not in Kansas Anymore, Toto. Chapter 22: Generational Conflict: Irresistible Force Meets Immovable Object. Chapter 23: Succession Planning: A Blinding Flash of the Obvious. To order, or for more information, visit legalsolutions.thomsonreuters.com.

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