o Coaching Advantage A Field Guide Building Coaching

o Coaching Advantage: A Field Guide© Building Coaching Programs that Motivate your Lawyers to Act Craig Brown Silvia Coulter 1

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Sherpa Guide • Strong • Also strong • Knowledge of the terrain • Also have knowledge of the terrain • Accustomed to high altitudes • Loads they carry are disproportionate • Don’t always have the best equipment • Little credit for summiting • Sometimes they point the way and mentor but often they simply porter • Don’t porter • Don’t carry others loads • Have the best equipment • Guide people to the top encouraging them to carry their own load • Get credit for helping people summit

A Certification Joint Venture • LSSO and Law. Vision • 2 days on site; 1 webinar and 1 coaching call • Master Legal BD Coach Certification

Benefits of Coaching as a Guide • Raise your profile at the firm • Gain the trust of your lawyers • Become a resource • Know where to spend your time • Move from reactive to proactive role 6

Agenda Sample Programming from the Certification Program - Coaching Advantage: A Field Guide© • Overcoming Objections to Business Development • Getting Organized • Dealing with Client Objections • Building Partner Accountability • Driving Next Steps • Using Pipelines for Coaching Success 7

Obstacles 8

Time • Is it a real objection? – Masking other fears • Get all obstacles out on the table and acknowledge them • Can it be fixed? – Habits – Tools – Organization – Accountability – Capacity & Leverage • Does it matter? – Address it and move on 9

It’s Not Me • Provide Empathy – I understand – May I ask you some questions? • Understand Personality – Questions – First hand experience with this person – Assessments • Reassure – You don’t have to be like (rainmaker x) to be successful. – Everyone can bring in business – It’s about habits, not skill – We’ll do it in a way that works for you 10

Prepare for your First Coaching Session • Review partner bio; client list; YTD numbers • Send out a questionnaire and review the responses in preparation for the meeting • Send a meeting reminder one day prior to the meeting • Have a folder with above information along with a coaching checklist—what you will discuss each meeting 11

Overcoming and Responding to Sales Objections • An old saying: “Selling starts when the customer says no” 12

Dealing with Objections and Leveraging for Business • Isolate – Restate the objection and ask a clarifying question • Validate – Determine the source of the objection (if possible) and validate. Is it a stall tactic or a valid objection? • Negotiate – Relate the objection to previously identified needs, gain agreement when possible, restate how you/the firm addresses the needs and ask if your response addresses the concern. 13 13

Case Studies and Common Objections Sample Objection: • Objection: Your firm’s fees are too high. • Isolate: When you say “too high, ” what specifically do you mean? Cost of project? Cost of hourly rates? Staffing? • Validate: If pricing were not the issue, would your decision be to work with our team? • Negotiate: Let’s discuss your project and how we might meet your needs for cost containment. What type of pricing are you proposing? 14 14

Another Objection……. . Sample Objection: • Objection: We use another firm for our corporate work. • Isolate: How many outside firms do you use for all your legal work? • Validate: Under what circumstances would you consider using our firm for your corporate work? • Negotiate: What type of project would you consider giving us to demonstrate our ability to work with your company? 15 15

Brand Objections Sample Objection: • Objection: We are not familiar with your firm; our board/CEO prefers we use XXX. • Isolate: What specifically might we do to begin to build confidence in our firm? OR – What are your recommendations for who at ABC Company we should meet to begin to build relationships with our team? • Validate: For mid-market deals, which other firms do you most often work with? • Negotiate: What sort of project would you consider working with us on? 16

When Partners Get off Track from Firm Expectations 17

Don’t Get Stuck: There’s Always a Next Step • Determine next steps based on what the prospect/client is telling the lawyer • Use assumptive selling skills to create a next step • Follow the company through its web site; daily news; investor relations • Focus on activities as follows: 80% revenue growth/20% marketing • Use a tracking tool and a sales pipeline for best results and to keep discussions focused 18

Building Accountability into the Coaching Program 19

Power of the Pipe § Active document § Organize the interrupted § Prompts for next steps § Tracks conversations and next steps § Analyzes networks § Drives relationship orientation § Drives Coaching Process 20

Pipeline Report Client or Prospective Client Stage Next Steps Probability of Closing Peoples United 5 N/A 100% $ 100, 000 Tolland Capital 3 Call Ed 60% $ 50, 000 $ 30, 000 Chase 5 N/A 100% $ 500, 000 Chase- Litigation 2 Introduce Karl 50% $ 300, 000 $ 150, 000 CSFB 4 F/U with Sally 90% $ 4, 000 $ 3, 600 Union Bank 3 Review Proposal 60% $ 100, 000 $ 60, 000 Ameriquest 2 Sch CLE Program 30% $ 25, 000 $ 7, 500 Bank of NY 2 Send Case Strtgy 20% $ 1, 000 $ 200, 000 New Century 1 Sch Lunch 20% $ 200, 000 $ 40, 000 Chicago B&T 1 Invite to game 10% $ 50, 000 $ 5, 000 Treadwell Financial Group 1 Sch Meeting $ - Ventures US 1 Sch Lunch $ - SF Credit Union 1 Send Invite $ - TOTAL Total$ Potential $2, 329, 000 Total Pipeline $ 1, 096, 100 21 Stages: 1 = Opportunity; 2 = 1 st Meeting; 3 = Proposal; 4 = Decision; 5 = Close

Pipeline Habit § Set a regular time to review § Prioritize § Identify tasks § Act 22

Guide Don’t Carry Address Obstacles and Reluctance Up Front Get Organized Teach Relevant Concepts Drive Accountability Build Pipelines 23

Questions? Comments? Thank You for Joining Us Silvia L. Coulter, Principal Law. Vision Group (978) 526 -8316 scoulter@lawvisiongroup. com Craig Brown Law Firm Business Development Consultant Law. Vision Group (949) 369 -9400 cbrown@lawvisiongroup. com 24