Successful Barrister

Discover the secrets to building a powerful referral network in the legal field. Learn how to niche down and market to fellow attorneys while maintaining integrity. Explore innovative outreach strategies, including newsletters and personal connections, to stay top of mind. Uncover the benefits of collaboration, especially for smaller firms dealing with larger cases. The conversation also emphasizes the importance of regular communication and the efficient management of referrals for sustained success.

 Marc’s Top 10 Books, Ten Books for a Better Law Practice (And Business), Ten Books to Grow Your FirmAre you taking business advice from outside of the legal world? In today’s episode, Marc presents his top ten books for growing your law firm. True to character, he has broken his own rules and covers fourteen books in the episode.  Some cover the legal field specifically, while others focus on business more generally – your firm will benefit from both. Find out Marc’s favorite books and key takeaways, and decide for yourself whether his list or Diana’s list is better. For detailed show notes, navigate using the time stamps below:[1:30] Today’s episode is about Marc’s top ten books, but he has characteristically ignored the roles and has chosen fourteen. [5:27] Marc’s first book is Outlive: The Science and Art of Longevity by Peter Attia. His theory is about expanding your health-span: or, the number of healthy years that we live where we can live our lives to the fullest. [13:06] Marc’s second book is the Lean Law Firm by Dave Maxfield and Larry Port. The book centers around minimizing waste, from wasted time to wasted capitol. [18:07] The third book is Think and Grow Rich by Napoleon Hill, which came out in 1937. Napoleon interviewed successful people to uncover key strategies and came up with seventeen common traits. He coined the term “mastermind,” which he used to describe getting a group of like-minded individuals together to share ideas. [22:19] The Seven Habits of Highly Effective People by Stephen R. Covey is Marc’s fourth book. The book is a classic for a reason; some of Marc’s favorite ideas from the book are “begin with the end in mind” and the Eisenhower Matrix. [27:00] Marc’s next two books are Traction by Gino Wickman and Scaling Up by Verne Harnish. The books share similarities, and both are operating systems to run your business. Gino Wickman conceptualized his Entrepreneurial Operating System (EOS) in Traction. [33:22] Marc’s next book is E Myth Mastery by Michael A. Gerber. Marc had always conflated marketing and intake, or sales and marketing. However, E Myth Mastery separates them in a clear way and explains why they have to be handled differently.[37:00] Marc recently covered his next book, The 4 Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling, in a Successful Barrister episode. The book explores the idea that great ideas do not count if you cannot execute them, and the idea of the “whirlwind.” [38:55] Marc’s final book before the break is You Can’t Teach Hungry by John Morgan. Morgan talks about building a client-centered practice, which is key to success in a client-centered industry. [44:25] Marc’s next four books cover his “four pillars” of running a successful firm, and are all by Mark Powers and Shawn McNalis for Atticus. They are Time Management for Attorneys, Cashflow & Productivity, Hire Slow, Fire Fast, and How Good Attorneys Become Great Rainmakers. There are lots of time management books out there, but Time Management for Attorneys focuses specifically on lawyers.[51:52] Hire Slow, Fire Fast introduces the concept of thinking of your teams as profit centers and investments rather than expenses, specifically by using the 3:1 concept.Visit the Successful Barrister website: https://www.successfulbarrister.com/ Visit the Marc Whitehead & Associates website: https://disabilitydenials.com/ Email Marc Whitehead for his full list of favorite books: marc@marcwhitehead.com 

Is People Intelligence, Getting Emotional: Improve Your Firm’s EQSometimes, the soft skills are the hard skills. While emotional intelligence may seem like a fluffy concept, it can have real benefits in your practice. In this episode of the Successful Barrister, Marc and Diana discuss (and debate) the importance of emotional intelligence in law firms, particularly in your leadership team. They discuss the four components of emotional intelligence, times they applied at the firm, and how emotional intelligence improves your people skills in a people-centered industry. For detailed show notes, navigate using the time stamps below:[1:40] Today’s episode is about emotional intelligence. Diana and Marc both took the emotional intelligence test, and Marc scored lower than Diana. [4:07] Diana has two theses: 1. To be an effective, impactful leader you have to have a high EQ, and 2. Your law firm can only grow to the level of your leader with the lowest EQ. [4:33] Emotional intelligence has four components: self-awareness, self-regulation, social awareness, and social regulation. [6:30] Marc says that law is a people business, and dealing with people in a positive way is a requirement. EQ can help firm owners and staff engage with people more effectively.[11:14] Marc recently had to sit down with a new employee after he noticed a pattern of behavior at meetings. He related the conversation back to two of the firm’s core values: teamwork and effective communication. [16:26] Diana brings up a time when she did not exhibit high IQ by blowing up during a meeting. In that moment, she exhibited low self-regulation. [26:02] Marc is very self-aware according to his EQ test results. He disagrees with these results somewhat because he finds that he sometimes fails to be self-aware. [31:53] When you don’t understand how your emotions impact your team members, it can inhibit communication and make it difficult to take accountability. [35:32] High EQ is also about listening actively. There are times where your team members might not want a solution and just need to vent. [39:09] Marc says that the most successful people in business aren’t necessarily the smartest people. Instead, they usually have good people skills and can organize the people around them. Take the Emotional Intelligence 2.0 test: https://www.talentsmarteq.com/test/ Visit the Successful Barrister website: https://www.successfulbarrister.com/ Visit the Marc Whitehead & Associates website: https://disabilitydenials.com/ Email Diana about her list: diana@marcwhitehead.com Email Marc Whitehead: marc@marcwhitehead.com 

In this episode of the Successful Barrister, Diana Berry presents a list of her top ten book recommendations for law firms. From general business tips to books specific to firms, Diana covers books that have helped her gain a better understanding of Marc Whitehead & Associates and her role at the firm. Reach out to Diana to let her know if you agree or disagree with her favorites – and tune in next week to hear Marc’s list.For detailed show notes, navigate using the time stamps below:[2:14] Today’s episode is on Diana’s top ten favorite books. Marc feels very free to have not prepared anything for this episode. [3:40] Two of Diana’s books have been covered on the show – Four Disciplines of Execution and Traction. These, along with Diana’s Atticus required reading Fireproof, will make up Diana’s first segment. [7:12] Diana recommends reading Fireproof first because it is a very easy read, while Traction is a lot denser. Diana says she did not understand 4DX the first time she read it – it is even denser than Traction.[10:44] Every lawyer wants more cases, and getting cases is a lagging measure. On the other hand, getting leads is a leading measure.[12:49] Diana’s next two book recommendations are Tools of Titans and Tribe of Mentors, both by Tim Ferris. Tools of Titans is all about the habits of billionaires and other successful people. The book has sections on health, wealth, and wisdom. [18:11] Tribe of Mentors is about learning from others, and it uses very specific questions to get advice from its subjects. [23:22] The sixth book is The First Ninety Days by Michaels Watkins, which Diana says is the easiest book on this list. She reminds it to new owners and new hires. The book notes the importance of observing as a new person in a position.[27:29] The next three books are all by Jim Collins – Built to Last, Good to Great, and Great by Choice. These books focus on a business’s ability to capitalize on opportunities. Marc’s one criticism of the series is that it only focuses on big, publicly-traded companies, which operate differently than firms. [33:26] Diana’s last two books focus on soft skills. Diana’s tenth book recommendation is Dare to Lead by Brené Brown. The thesis of this book is that while businesses have access to the same tools, they are differentiated by their people – and being a good person can make you a better leader. [41:08] The bonus book on Diana’s list is Extreme Ownership: How U.S. Navy Seals Lead and Win by Jocko Willink and Leif Babin. The thesis of the book is that humans are generally not able to manage more than 6-10 people. Creating smaller teams and hierarchies can make your firm more scalable. Visit the Successful Barrister website: https://www.successfulbarrister.com/ Visit the Marc Whitehead & Associates website: https://disabilitydenials.com/ Email Diana about her list: diana@marcwhitehead.com Email Marc Whitehead: marc@marcwhitehead.com 

Are you an effective executive? If you’re not sure, or even if you think you are, you can learn something from this episode of the Successful Barrister. In this conversation, Marc and Diana discuss leadership skills as conceptualized by Peter Drucker in his book The Effective Executive. Importantly, Drucker conceptualizes leadership as different than management; and argues that while many of us learned how to manage, that does not mean we know how to lead. Learn how to treat leadership as a skill, manage your time effectively, lean on your strengths, and more. For detailed show notes, navigate using the time stamps below:[2:14] Today’s episode is about something essential – how to be effective at what you do. Diana and Marc will be looking at The Effective Executive by Peter Drucker to organize their thoughts.[5:31] Drucker’s thesis is that you can improve at being an executive, and that the process to improve is not complicated, though it may be difficult. [8:17] Drucker mentions five principles throughout the book, the first of which is time management. Interestingly, Drucker separates the concept of management from leadership.[12:08] Marc did not realize that as a leader his biggest job would be resource allocation – determining where money, time, and people have to go to support the firm.[16:23] Time is the most precious resource – while you can make more money, you can’t make more time. As an executive, you have to learn new time management skills.[22:45] The second concept is choosing what to contribute to the organization. What are your basic functions? Once you have chosen what to contribute, you can better allocate your time. [25:55] Drucker’s third point is to make strengths productive – to determine the strengths of your team, and to allocate tasks in accordance with those strengths.[30:16] The fourth point is to exploit your opportunities. For Marc Whitehead & Associates, this has involved moving into elder law. This concept has both visionary and operational applications.[33:07] When the status quo will lead to disaster, it’s time to make a decision. This concept is key to decision making for Drucker. As a leader, you have to be willing to make the unpopular call. [39:41] Running a firm, specifically a contingency fee firm, is a risk business. To make money, you have to be willing to take risks. Making money in the practice of law is about taking bigger and bigger risks.[44:20] Diana notes the importance of coaching your staff to help them reach their potential and avoid poor decision making.Read The Effective Executive The Definitive Guide to Getting the Right Things Done by Peter Drucker: https://www.amazon.com/Effective-Executive-Definitive-Harperbusiness-Essentials/dp/0060833459 Listen to The Effective Executive: https://www.audible.com/pd/The-Effective-Executive-Audiobook/B01N40AUFG Visit the Successful Barrister website: https://www.successfulbarrister.com/ Visit the Marc Whitehead & Associates website: https://disabilitydenials.com/ Email Marc Whitehead: marc@marcwhitehead.com 

Thirty-Year Working Relationship!How do you retain your top talent? Fostering working relationships that last can be complicated, but Marc has worked with his paralegal Mel for thirty years, so he must be doing something right. On this first-ever guest cohost episode of Successful Barrister, Marc and Mel discuss why Mel stay for so many years; from how they met to the qualities that make them compatible. For detailed show notes, navigate using the time stamps below:[1:29] For the first time, Marc has a guest cohost – Melanie Donaldson, Marc’s paralegal for the last thirty years. The episode will focus on Mel’s thirty years working with Marc. [3:45] Marc and Mel tell the story of how they met. Despite not having the experience listed in the position, Mel went to the interview, got herself the job, and negotiated a higher salary than Marc originally offered. [9:35] Mel has watched the firm expand and Marc’s responsibilities expand with it. She has also taken on more responsibilities, particularly with respect to finances. [13:48] Marc tends to see new changes coming before Mel does because he acts as a visionary while she is busy in day-to-day operations. She talks about how going paperless helped the firm grow during COVID. [17:52] Marc and Mel recount some of their more memorable cases. [20:31] Mel attributes the longevity of her and Marc’s working relationship to the fact that they both like and respect each other.[28:32] Marc advises young professionals to work hard in their young years to prove themselves. Mel says to do something you’re passionate about to stay motivated.Visit the Successful Barrister website: https://www.successfulbarrister.com/ Visit the Marc Whitehead & Associates website: https://disabilitydenials.com/ Email Marc Whitehead: marc@marcwhitehead.com 

In some ways, business can feel like a sport – there’s players, strategy, and to an extent, rules to play by to be successful. However, unlike a sport, business is not static; it does not have set p-layers, a set length, or an endpoint. In this episode, Marc and Diana discuss The Infinite Game by Simon Sinek. The book explores business through the lens of longevity and legacy, and gives tips to help you address the infinite nature of your business. Marc and Diana move through the five concepts Sinek outlines in the book and explain how they apply to Marc Whitehead & Associates – and how they don’t.For detailed show notes, navigate using the time stamps below:[2:10] Today’s, Marc and Diana are discussing The Infinite Game by Simon Sinek. Sinek is one of Marc’s favorite authors. [3:49] The concept of The Infinite Game is that it does not end – unlike a sport with fixed rules and players, business is fluid and constantly changing. [7:15] Looking at business as an infinite game allows you to make more strategic decisions by looking at your business in the long-term, empowering you to take losses as needed. [12:11] The first point Sinek makes in The Infinite Game is that your business should start by advancing a just cause. The just cause is something that inspires you to keep playing the game by helping you feel like you are part of something bigger than yourself. [20:01] Lawyers are very lucky as a profession in the just cause category because they improve people’s lives by solving their legal problems. However, Marc notes that profit can also be a just cause in itself.[22:30] Next, Sinek says to build trusting teams. This involves cultivating firm culture through collaborative strategies, innovation, and communication. [28:08] Another aspect of playing the Infinite Game is to study your worthy rivals. Law is a competitive profession, but it can also be very supportive. You can learn a lot from your rivals. [33:51] The fourth strategy is to prepare for existential flexibility. By this, Sinek means that businesses must be willing to completely shift their strategy. [37:45] The fifth and final concept in The Infinite Game is demonstrating the courage to lead. This trait is specifically about embracing uncertainty and resisting the temptation of short-term wins.[42:40] The core idea of The Infinite Game is thinking about longevity, or building your legacy. Diana points out that you can apply these concepts to your life as well.Buy The Infinite Game by Simon Sinek: https://www.amazon.com/Infinite-Game-Simon-Sinek/dp/073521350X Listen to The Infinite Game by Simon Sinek: https://www.audible.com/pd/The-Infinite-Game-Audiobook/B07DKHSL3W Visit the Successful Barrister website: https://www.successfulbarrister.com/ Visit the Marc Whitehead & Associates website: https://disabilitydenials.com/ Email Marc Whitehead: marc@marcwhitehead.com 

Discover how to attract the right clients with innovative marketing strategies drawn from diverse industries. Learn about the three pillars of successful marketing: effective channels, a compelling unique selling proposition, and stellar customer service. Dive into the significance of scalable leverage in your marketing plan and the psychological touchpoints that resonate with potential clients. Explore the value of niche marketing, the impact of online reviews, and the importance of nurturing client relationships beyond case closure.

Success can be simple. In today’s episode, Marc and Diana offer ten simple strategies that have contributed to Marc’s success for your practice to adopt. From scalability to marketing, these tips will help you plan for your firm’s future instead of getting caught up with in the whirlwind of day-to-day tasks. For detailed show notes, navigate using the time stamps below:[1:50] Instead of discussing a book, today’s episode is about the top ten things that have made Marc successful. [4:23] Marc’s first strategy is learning to “think big.” The primary role of a firm owner is to think – to strategize about the big picture. This is a learned skill, and it is difficult to acquire for many lawyers.[9:10] A lot of attorneys feel that they do not have time to think because they are too caught up in the whirlwind – the day-to-day needs of your firm. Diana suggests shifting your mindset: you can’t afford to not think.[12:03] Marc’s second tip is to learn from other successful lawyers. One formal way to do this is a “mastermind,” which is when lawyers get together to share ideas, but you can also do it informally. [18:34] You can also learn a lot by looking outside of law. One way to do this is by reading books about other industries and taking inspiration from how non-legal businesses are run. [25:30] The fourth strategy is to reverse-engineer your future. Marc recommends the Atticus tool My Great Life to get started. [29:50] Become the CEO of your firm, not the technician. This strategy is about developing processes and systems for your firm, and then delegating people to run those processes and systems. This stops you from being a bottleneck at your firm. [35:09] Getting more specific, the sixth tip is to create a sales department, also called an intake department. While sales is a dirty word in the legal world, it is necessary to grow your firm.[41:33] The seventh strategy is specialization. Find a well-paying niche and start to market your firm within it. [49:19] The eighth tip is to finance your case costs. This applies to contingency fee firms, and it helps free up cash.[55:24] Ninth, create profit centers. This involves taking yourself out of the equation as a revenue source. Instead, you will create self-running service lines within your firm. Too many people think of their employees as costs, but they should be profit centers.[59.28] The final strategy is to not be afraid of expanding your reach. In many practices, you can operate across the country without many major changes to what you’re doing. Get summaries of your audiobooks: https://summaries.com Get the My Great Life planner: https://atticusadvantage.com/books/my-great-life-planner/ Visit the Successful Barrister website: https://www.successfulbarrister.com/ Visit the Marc Whitehead & Associates website: https://disabilitydenials.com/ Email Marc Whitehead: marc@marcwhitehead.com 

Do you think you’re a great boss? Most of us do, but being a great boss is deceptively difficult and takes practice. Today, Marc and Diana discuss the appropriately titled How to Be a Great Boss by Gino Wickman and René Boer. They dive into the appropriate balance of friendliness and detachment from your employees, the key areas where bosses often fail, and how your workplace compares to a bus. For detailed show notes, navigate using the time stamps below:[2:28] Today’s episode is about how to be a great boss, through the framework of How to Be a Great Boss by Gino Wickman and René Boer. Marc doesn’t feel that he’s always been a great boss, but he has learned to become a great boss throughout his career.[3:29] According to Marc, being a great boss starts at choosing the right hires. It’s also about setting clear expectations so your employees know if they’re succeeding. [7:40] Often, employers compare their relationship with their employees to that of a family. However, you don’t want to adopt your employees – there is a level of detachment that is necessary, but you are bringing employees into your community for a shared purpose. [13:39] There is nothing natural about being a great boss; it is a learned art. You will have to work at it and make mistakes along the way.[16:20] Diana brings up Wickman’s tool, the GWC. The GWC is the “get it,” “want it,” and capacity to do something. Getting it is about understanding, wanting it is about staff buy-in, and capacity is about your emotional, physical, and time capacity to so something. [26:37] As the leader of a firm, you have to inspire people to go above and beyond what they would normally consider their maximum capacity. Part of this buy-in is related to the firm’s mission, which is to help its injured and disabled clients. [31:36] If you make the right hire, your employees will want to do a good job. The key is making clear what your expectations are so that your staff knows how to succeed. [35:09] In the bus analogy, you have to have the right person in the right seat, or role in your company. You can have the right person in the right seat, wrong person in the right seat, right person in the wrong seat, or the wrong person in the wrong seat. [38:10] Sometimes the right person in the right seat becomes the wrong person in the wrong seat as the needs of your positions change, technologies advance, and needs evolve. Buy How to Be a Great Boss by Gino Wickman and René Boer: https://www.amazon.com/How-Great-Boss-Gino-Wickman/dp/1942952848 Listen to How to Be a Great Boss: https://www.audible.com/pd/How-to-Be-a-Great-Boss-Audiobook/B01LFPUPVC  Visit the Successful Barrister website: https://www.successfulbarrister.com/ Visit the Marc Whitehead & Associates website: https://disabilitydenials.com/ Email Marc Whitehead: marc@marcwhitehead.com