Presentation given to Legal Marketing Professionals on how to create an effective client development coaching program in their firms.

1. 1
Client Development
Coaching Programs
Cordell M. Parvin
http://www.cordellparvin.com

2. Law Firm Management
Skeptical?

3. 3
My Presentation Will Give You
Tools to Convince Skeptical Lawyers

4. 4
My Presentation Will Answer
Why Coaching?

5. 5
My Presentation Will Show You
What Will Make It Successful?

6. Tools to Convince Skeptical Partners
6
Increase Firm Revenue

7. Credibility
Relationships
Recommendations
Client Meetings
Trust and Rapport
Visibility
Getting Hired
Weak Ties
Reputation /
Profile

8. 8
Client Development Has Changed
1. Do Good Work
2. Unsolicited Contact
3. Websites / Branding

9. 9
Clients Have More Choices, Less Time
Client Development Has Changed

10. 10
Your Lawyers Have Less Time
Client Development Has Changed

11. Clients
Economy
Technology
11
Client Development Has Changed

12. 12
Today, It is not
what you know,
or who you know,
it is who knows
what you know
Client Development Has Changed

13. Why Client Development Coaching
13
One Shot Training Program Does Not Work

14. 14
Tags: Careers, Work/Life 1 Readers Recommended this Article
Article location:http://www.fastcompany.com/magazine/94/open_change-or-die.html
December 19, 2007
Change or Die
By Alan Deutschman
What if you were given that choice? For real. What if it weren't just the hyperbolic rhetoric
that conflates corporate performance with life and death? Not the overblown exhortations
of a rabid boss, or a slick motivational speaker, or a self-dramatizing CEO. We're talking
actual life or death now. Your own life or death. What if a well-informed, trusted authority
figure said you had to make difficult and enduring changes in the way you think and act?
If you didn't, your time would end soon -- a lot sooner than it had to. Could you change
when change really mattered? When it mattered most?
Yes, you say?
Try again.
Yes?
You're probably deluding yourself.
You wouldn't change.
Don't believe it? You want odds? Here are the odds, the scientifically studied odds: nine
to one. That's nine to one against you. How do you like those odds?
This revelation unnerved many people in the audience last November at IBM's "Global
Innovation Outlook" conference. The company's top executives had invited the most
farsighted thinkers they knew from around the world to come together in New York and
propose solutions to some really big problems. They started with the crisis in health care,
an industry that consumes an astonishing $1.8 trillion a year in the United States alone,
or 15% of gross domestic product. A dream team of experts took the stage, and you
might have expected them to proclaim that breathtaking advances in science and
technology -- mapping the human genome and all that -- held the long-awaited answers.
That's not what they said. They said that the root cause of the health crisis hasn't
changed for decades, and the medical establishment still couldn't figure out what to do
Change or Die
What if you were given that choice?

15. 15
about it.
Dr. Raphael "Ray" Levey, founder of the Global Medical Forum, an annual summit
meeting of leaders from every constituency in the health system, told the audience, "A
relatively small percentage of the population consumes the vast majority of the
health-care budget for diseases that are very well known and by and large behavioral."
That is, they're sick because of how they choose to live their lives, not because of
environmental or genetic factors beyond their control. Continued Levey: "Even as far
back as when I was in medical school" -- he enrolled at Harvard in 1955 -- "many articles
demonstrated that 80% of the health-care budget was consumed by five behavioral
issues." Levey didn't bother to name them, but you don't need an MD to guess what he
was talking about: too much smoking, drinking, eating, and stress, and not enough
exercise.
Then the knockout blow was delivered by Dr. Edward Miller, the dean of the medical
school and CEO of the hospital at Johns Hopkins University. He turned the discussion to
patients whose heart disease is so severe that they undergo bypass surgery, a traumatic
and expensive procedure that can cost more than $100,000 if complications arise. About
600,000 people have bypasses every year in the United States, and 1.3 million heart
patients have angioplasties -- all at a total cost of around $30 billion. The procedures
temporarily relieve chest pains but rarely prevent heart attacks or prolong lives. Around
half of the time, the bypass grafts clog up in a few years; the angioplasties, in a few
months. The causes of this so-called restenosis are complex. It's sometimes a reaction to
the trauma of the surgery itself. But many patients could avoid the return of pain and the
need to repeat the surgery -- not to mention arrest the course of their disease before it
kills them -- by switching to healthier lifestyles. Yet very few do. "If you look at people
after coronary-artery bypass grafting two years later, 90% of them have not changed their
lifestyle," Miller said. "And that's been studied over and over and over again. And so
we're missing some link in there. Even though they know they have a very bad disease
and they know they should change their lifestyle, for whatever reason, they can't."
Changing the behavior of people isn't just the biggest challenge in health care. It's the
most important challenge for businesses trying to compete in a turbulent world, says
John Kotter, a Harvard Business School professor who has studied dozens of
organizations in the midst of upheaval: "The central issue is never strategy, structure,
culture, or systems. The core of the matter is always about changing the behavior of
people." Those people may be called upon to respond to profound upheavals in
marketplace dynamics -- the rise of a new global competitor, say, or a shift from a
regulated to a deregulated environment -- or to a corporate reorganization, merger, or
entry into a new business. And as individuals, we may want to change our own styles of
work -- how we mentor subordinates, for example, or how we react to criticism. Yet more
often than not, we can't.
CEOs are supposedly the prime change agents for their companies, but they're often as
resistant to change as anyone -- and as prone to backsliding. The most notorious recent
example is Michael Eisner. After he nearly died from heart problems, Eisner finally
heeded his wife's plea and brought in a high-profile number-two exec, Michael Ovitz, to
“If you look at people after coronary-artery bypass grafting
two years later, 90% of them have not changed their
lifestyle.”

16. Why Client Development Coaching
16
Create/Enhance Marketing Culture

17. Managing Partner- Cary Gray
Create/Enhance Marketing Culture
Why Client Development Coaching

18. Why Client Development Coaching
18
Building Confidence

19. 19
Think Big!!
Building Confidence
Lizzette Zubey
Why Client Development Coaching

20. 20
What Was Your
Take Away from
the Coaching
Program
Andrea Anderson
Building Confidence and Relationships
Why Client Development Coaching

21. Why Client Development Coaching
21
More Focus

22. 22
How do you
plan your client
development
efforts?
Kevin O’Neill
Why Client Development Coaching
More Focus

23. Why Client Development Coaching
23
Teamwork and Collaboration

24. 24
Accountability and
Teamwork
Keith McMurdy
Why Client Development Coaching

25. Why Client Development Coaching
25
Fun!

26. 26
Group
Interaction
Nicole Snyder
Why Client Development Coaching

27. Success-Select the Right Coach
Client Development Coaching Program
27

28. 28
Success-Coach’s Role Coaching
Client Development Coaching Program

29. 29
Determining
What Will Work
Best
Anne Marie O’Brien
Client Development Coaching Program

30. 30
Success-Coach’s Role Teaching
Client Development Coaching Program

31. Success -
Most Important
Select the Right
Lawyers for
Coaching
Client Development Coaching Program
31

32. Success - Group and Individual Goals
Client Development Coaching Program
32

33. Client Development Coaching Program
33
Success -
Group and
Individual
Goals
Rusty Gray

34. Success -
How many,
how long,
how often
Client Development Coaching Program
34

35. 35
Jay
O’Keeffe
Successful Coaching Program
Benefits of coaching program

36. How much non-billable time did you
devote to the coaching program? 36
Successful Coaching Program

37. How are you overcoming
challenges for client development? 37
Successful Coaching Program
Angie
Davis

38. 38
Successful Coaching Program
Judy Springer
What was the biggest take away?

39. What was the most fun/rewarding
39
Successful Coaching Program
Angie Davis

40. 40
Successful Coaching Program
Anne
Bancroft
What one piece of advice would
you give lawyers to help them be
successful in a coaching program?

41. Describe how you worked through the
video coaching program 41
Successful Coaching Program

42. How did participating in the group
coaching call help you? 42
Successful Coaching Program

43. What did you gain from a one-
on-one coaching session? 43
Successful Coaching Program

44. 44
Client Development
Coaching Programs
Cordell M. Parvin
http://www.cordellparvin.com

45. Describe How the Coaching Program
Worked in Your Firm 45
Panel Questions

46. What would a typical one-on-one
coaching session be like? 46
Panel Questions

47. What would a typical group
coaching session be like? 47
Panel Questions

48. What, if any, results have you seen
from your efforts? 48
Panel Questions

49. How has coaching
changed any
preconceived
notions you had
about client
development?
Panel Questions

50. Describe the benefits of having a team
participate in the coaching program. 50
Panel Questions

51. What did you do to build relationships?
51
Panel Questions

52. What did you do to raise your
visibility and credibility? 52
Panel Questions

53. 53
Panel Questions
What are you doing differently as a result?
Tricia DeLeon

54. What was the most important thing
your coaching group did as a group? 54
Panel Questions

55. What client development
challenges have you faced? 55
Panel Questions