Bodybuilders, bakers, builders, and farmers all carefully measure what is needed to create the perfect final product—muscles, cakes, homes, and crops.
Why don’t lawyers carefully measure and analyze the right activities needed to build thriving practices?
The irony is that lawyers are often too focused on the end game—the number of client matters—rather than what is really important—the activities that get us to those client matters. The number of client matters we land is generally out of our control, but we can control our progress toward achieving those matters.
Developing and monitoring progress shows you if you are on track to accomplish your goals. Therefore, it is imperative to determine what you should measure, and then measure it.
For example, it’s clear that talking to potential clients will logically lead to new work, so measure how many potential clients you are connecting with every month. We know speaking and writing can build brand awareness and promote visibility in target audiences, so measure how many articles you are writing and the number of talks you’re giving each month. Lawyers in firms often refer work to each other, so measure how many times you’re connecting with those...
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