Chapter 32 How to Handle Friends and Relatives
The proper treatment of friends and relatives is crucial to a new lawyer. If you treat them properly they will be good clients and the sources of good referrals. Learn what to do. |
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Chapter 33 How to Market Your Services
Getting the word out proclaiming that you are ready to accept clients is a critical first step in your marketing efforts. Read this chapter and start preparing
immediately. |
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Chapter 34 Cost-Effective Media Advertising
Yellow pages newspapers and the internet can immediately produce clients and fees. You must know what to do when the phone rings. |
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Chapter 35 The Internet and Your E-Mail Addresses
The internet and your e-mail addresses are likely to send important messages about you and your practice. |
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Chapter 36 Your Web Site(s)
Your web site. Tips are offered on why you should have multiple web sites. |
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Chapter 37 The Importance of Accepting and Promptly Returning Telephone Calls
You were not taught in law school how to manage telephone communications,. You will only succeed if your clients are pleased with the way their phone calls are handled and returned. Learn how to do it. |
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Chapter 38 Managing Written Communication
Good paper and email communication is critical to success. Learn the basics along with specific practice including tips and form letters. |
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Chapter 39 Can You Get Clients from Organizations?
Getting clients by joining clubs and organizations is no longer the source of clients it once was. Nonetheless, clients can be gotten from clubs and organizations within certain parameters. Learn those parameters.
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Chapter 40 Cold Calling to Get Clients
Cold calling disgusts most lawyers. Yet one form of cold calling can provide both clients and professional satisfaction. Learn how to do it. |
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Chapter 41 Getting Clients by Using Charities
Charities can be a good source of good clients. Sample methods are described. |
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Chapter 42 Insurance Claims Adjusters: A Source of Clients
Insurance claim adjustors can be the source of a lot of clients or a source of a lot of trouble. Learn what to do and what not to do to get referrals from insurance adjusters. |
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Chapter 43 Schmooze Your Vendors
Your vendors can and do need lawyers and are typically able to make large numbers of referrals. They have to be cultivated. |
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Chapter 44 How to Accept Personal Injury Cases
How you accept personal injury cases can result in a happy client or in a bar complaint. Personal injury clients often need special attention. You must protect both yourself and the client. Sample form letters are included. |
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Chapter 45 How to Communicate Settlement Offers to Clients
Settlement offers must be communicated in a clear precise manner or the client will hear only what they want to hear. |
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Chapter 46 Representing Seniors
Representing seniors. Seniors will be the clients who can pay legal fees and who have accumulated wealth. Your office and practice must be senior friendly. Learn how to represent seniors and the benefits and pitfalls of representing seniors. Videotaping pros and cons are set forth. |
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Chapter 47 Can You Get Clients by Running for Political Office?
Running for political office was one way lawyers traditionally got their name out to the general public. Some pro's and con's are set forth. |
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Chapter 48 Getting Paid Work from Lawyer Referral Services
Lawyer referral service. Why lawyer referral services are good investments is set forth. |
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Chapter 49 Getting Legal Fees and Work from the Government
Getting legal work from the government may or may not be profitable depending on your situation. |
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Chapter 50 Getting Legal Work and Fees from Other Lawyers
Other lawyers can be an excellent source of fees for new lawyers. Learn how to ask for the work. |
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Chapter 51 Minority and Affirmative Action Work and Money
If you are, or associate with a member of, a minority, there may be advantages in securing clients and fees including government contracts for legal service without
bidding. |
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Chapter 52 How to Get More Legal Work from Existing Clients by Mining Your Closed Files
Often a closed file does not presently require further legal work, but may require work in the future. Samples of opportunities that are inherent in "closed files" are
given. |
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Chapter 53 How to Recognize and Handle Conflicts of Interest
Failure to recognize and resolve a conflict can result in being disqualified to do anything in the matter and you may be required to refund all fees you thought you had earned. Further, you may face bar prosecution. Common, often not recognized, conflicts are illustrated along with forms to allow ethical continual representation. |
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Chapter 54 How to Keep Clients
What clients need may not be what they want. What clients want may not be what they need. Several examples of what you can do to help a client, although not necessarily from a legal point of getting a good result, are pointed out. |
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Chapter 55 How to Satisfy a Client
ABA studies revealed 7 traits clients want from their lawyers. Failure to provide those 7 traits results in unhappy clients, providing the 7 traits results in happy
clients. |
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Chapter 56 How to Lose Clients
Why do clients not "go back" to the lawyer? The results may surprise you. |
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Chapter 57 Cases and Clients That Should Be Turned Down
There are certain types of clients and cases that should never be accepted. They are illustrated in this chapter. |
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Chapter 58 The Prospective Client File
A client or case turned down today can turn into a client, or case, or referral many years from today with proper record keeping. |
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Chapter 59 How to Say "No" to a Client or Case
You must learn how and when to say "no" to a client or prospective client if you want future work and referrals from that person. Form letters are provided. |
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Chapter 60 Accepting Cases With Doubtful Merit
Cases that appear to have doubtful merit may become meritorious as the facts and law develop. A knowledgeable client may be willing, under certain circumstances, to pay large amounts of legal fees to achieve a goal on what appears to be a losing case. |
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Chapter 61 Damage Control If You Are Fired
Getting fired by a client is not the end of the world. Handled properly, the client may come back to you or refer others to you in the future. Handling the discharge poorly may get you a bar complaint to go along with an unpaid fee. |
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