Stay Close to Clients Despite Social Distancing Five ways to show you care

If you’re working remotely during the Coronavirus pandemic, you might be tempted to hide under the blankets and wait for the situation to resolve. Between the 24/7 news cycle, the scramble to organize immediate work and disperse teams, life feels chaotic.

Don’t forget about your clients in the midst of the chaos. Clients – no matter where they’re located or what their business needs are – need comfort and caring in addition to professional expertise in times of uncertainty.

Five simple actions to take when business is anything but usual:

1. Manage your own state of mind. Fear, anxiety and catastrophic thinking will not help you or your clients. Be good to yourself – take a step back and observe how you’re feeling. Could you reframe the situation from a different perspective? How would someone you admire handle it? Above all, remember that you’re not alone.

2. Practice radical empathy. The people who “get ahead of the situation” aren’t necessarily the smartest or most technologically proficient. They’re the most empathetic. Ask clients “What do you need to get through the next few weeks?” and work at understanding their answers.

This is a time to listen with your ears, your brain and your heart.

3. Be human. Ask your contacts how their families are. Maybe they have aging parents who live alone or they’re suddenly home-schooling children. Maybe their spouse is a health care worker coping with exhaustion. I’m surprised by how many professionals know absolutely nothing about their clients’ personal lives, despite professing to care about them. Client care means more than caring about clients’ legal budgets.

4. Take initiative. My dad was a criminal defence lawyer in a small prairie city. After he’d  visit clients in jail, he’d usually call or visit someone in their family to let them know how the person was doing and to ask how everyone was coping. As a child, I was often beside him when he did this. I witnessed elders sobbing, heard siblings express deep worries and felt gratitude that someone with the power to do something helpful actually followed through. It was a small gesture that made a big impact. If my dad could do it, you can do it.

If you can help, now is the time to do so. Buy grocery gift cards for their staff, purchase something from their business or offer a discount on your services (as I’ve done for my current clients).

5. Follow up. COVID-19 will impact every part of our economic, technological and social infrastructure for a long, long time. I have no scientific backing for this statement; I’m basing it on my observations of the stock market, economic policy and the reduced hours so many businesses are being forced to adopt.

Your clients will need personal and regular communication as they navigate the uncertainty. Brief email bulletins and social media updates convey your efficiency, but a phone call to inquire about someone’s well being will speak volumes about your character.

I wish you, your families and your businesses well as we all face the crisis. Stay calm if you can and stay healthy. If you need help, know that you are welcome to reach out at any time. I’ve always offered phone consultations free of charge; I don’t plan on changing that policy anytime soon.

When Writing Feels Wrong Solutions to writer’s block

When I began blogging five years ago, I had an endless list of topics to write about. I needed to promote my consulting work; blogging was a cost-effective way to show my expertise and sharpen my skills at the same time. It was a conduit to networking. It even led to new business.

Then, in spring 2017, I developed writers block. It lasted for a long, long time – almost two years. I felt jaded by the endless expert opinions and the pressure to constantly self-promote online. And while I continued to write for my clients – churning out site content, editing biographies and updating websites – publishing anything for my own blog became increasingly difficult.

I broke the pattern, though, with the help of a poignant realization, a few activities and some sage advice.

The good advice
A fellow consultant casually said:

“Blogging is a commitment. It’s sort of like Botox – once you start, it’s hard to stop because the image and the expectation have been created.”

When I heard this, I laughed. And then I cringed, because the metaphor is true (and no, I don’t use Botox).

The activities
There doesn’t seem to be much appetite for creative writing in the professional services webscape. Sure, there are some personal stories of leaders who made career shifts, struggles with law firm culture and the odd winning formula for the management challenge du jour. But a lot of the writing is painfully dull and formulaic.

So I shifted my focus. I took two creative writing courses – one to overcome obstacles in getting words from my brain to my laptop, and the other to experiment with non-fiction: essays, memoirs, poetry and other genres. Both courses began with a healthy discussion of the difference between a writing “persona” and a personal perspective.  The lesson? Your writing doesn’t define you – you define your writing, by matching the tone and voice to the purpose of your words and the intended audience.

Writing from the perspective of a persona creates nuance in your professional brand and space between you and your readers. For example, you might be somewhat soft spoken or quiet in a crowd, but your writing persona could be perceived as clear, spare and strong. Or, you might have an aggressive, direct style in negotiations, but a more nuanced persona in your writing, depending on the topic.

The realization
After all my attempts to wrestle writer’s block into submission, was this: I am more than the sum of my words and the number of people who read them. I write because I have something to say. I’m not going to win a Pulitzer; I am okay with this.

If you want to build your professional reputation through blogging or publishing articles, don’t waste time worrying about every Twitter comment, self-proclaimed expert and prolific postulator. Concentrate on your craft. Mix it up. If it matters to you, it matters. You’ll accomplish what you set out to do, which, very likely, is to communicate why your words are important and, in turn, why your expertise is too.

Managing Change from the Front Lines When an improvement feels like an aggravation

In response to a change in your firm, have you ever:
• Kept quiet about your doubts?
• Implemented a “work-around” to avoid new processes?
• Started looking for another job?

Successful organizational change requires effective, active support across a firm. When plans stall or disappoint, it’s normal for front-line employees to feel frustrated.

You might believe you’re stuck with a less than perfect solution, but you do have options to improve the situation.

1. Try an anthropological approach.
What was the manager or firm trying to achieve with the change? How does it relate to long-term goals? Observe how people answer the question and listen to the language they use. The organizational view will reveal the context for why certain decisions were made. This will help you make sense of your role in the “big picture”. It will also identify what you might need to prepare for down the road.

2. Speak the truth of your day-to-day work.
If you have a trusting relationship with your direct supervisor, describe how the change impacts your work. Be specific – which systems, teams and people are involved? What are the biggest roadblocks? Focus on facts, not opinions.

Sometimes, when you quantify what’s happening, you’ll realize that the impact isn’t as big as you thought even though your feelings about it are strong.

Also, your supervisor might be genuinely unaware of the consequences of the change.

By communicating your perspective, you’ll also help executive decision makers see how their vision is (or is not) being fulfilled by highlighting reality, rather than rationale. For example, what were the milestones and metrics of success? And what really happened?

According to Prosci (pronounced pro-sigh), the largest research and training organization involved in the “people side of change”, only 44% of organizations measure whether change is occurring at an individual level.

3. Get involved.
If a change implementation plan was created, ask your manager if you can review it. Offer a post-mortem to explain how the reality of your experience differs from what was intended and what could be considered next time.

Organizational change is usually an iterative process. You might be able to join a user-testing or advisory group in planning the next phase of a roll-out.

When front-line employees don’t know why a change was made, or if they don’t believe in the ultimate goal, they often disengage from activities that support it. Apathy, learned helplessness and cynicism (the three horsemen of the organizational culture apocalypse) are often the result. Individuals can help improve the situation, but it takes courage to speak up and try a different approach than usual.

Change Manager Certification Helping clients create individual and organizational change

Professional firms constantly face changes in the business environment. Both the pace and complexity of these changes are increasing, which requires organizations to have a structured approach. This not only assures clients, employees and partners of your commitment to excellence; it also reduces risk through careful planning. In the end, it costs less, too.

In May 2018, Bellwether Strategies principal consultant Natasha Chetty completed the Prosci (pronounced “pro-sigh”) change management certification program in Banff, Alberta.

Change management is often described as “the people side” of project management.

Benefits for Bellwether Strategies clients include:

  • A structured approach to facilitate change initiatives of any size, from  a simple work process change to enterprise technology updates.
  • Customizable tools and resources based on credible research
  • Integration with project management capabilities within client firms
  • Training opportunities for firm managers

The certification complements Natasha’s background in strategic planning, communications and legal project management skills training.  She looks forward to working with clients on organizational change initiatives, individual development and other projects that demand a thoughtful approach to transition and, ultimately, continued success.

A Simple Formula for Change Turn good ideas into good strategies

Q. How do you get a lawyer to change?

A. Hire a different one.

The executive who told me this joke thought it was hilarious. I cringed. I knew she wasn’t alone in her opinion about the perceived pace of change amongst professionals.

Whether your firm sets out to implement new software, improve client satisfaction or change another aspect of operations, you will need to plan the initiative well in advance.

One classic organizational development theory suggests a simple formula for success:

 

Let’s break it down.

D = Desire for change.The pain of not changing must be greater than the pain of changing. You need to be willing to search for alternatives to the current situation. E.g. when a client threatens to move because your bills always require adjustments or clarification.

Caution: others might not see the need for change as clearly as you do. Be patient and build trust.

V = Vision of a preferred future. What do you want to achieve together? How is it better? E.g. improve quality assurance and, therefore, client loyalty.

Caution: forcing people to adopt changes rarely works. Involve firm members in creating a shared vision instead.

F = First steps. Ask people to describe the reality of their experience. What processes do they currently follow? What works/doesn’t work well? Encourage firm members to self-identify potential improvements and make the tentative first steps together. E.g. create a pilot project team that comprises lawyers, finance staff and clients.

Caution: people get frustrated when they want change and are able to articulate it, but can’t see a path out of the current situation. Keep communicating.

Desire, vision and first steps must be greater than:

R = Resistance. Firms don’t resist change; people do. Gauge the nature and degree of potential resistance through two-way communication. E.g. Supplier and client relationships might need to be renegotiated or accounting staff roles might require adjustment.

Caution: without metrics, you won’t be able to identify ongoing resistance or trouble spots. Show people how far they’ve already progressed.

If D x V x F > R, then your firm will achieve Change.

A final takeaway: This formula can be applied to almost any change initiative, at any stage. It works best when shared with a team to determine if a transition is on track or whether interventions such as further communications, investments or training are necessary.

 

 

 

 

 

 

 

 

 

 

 

Delivering Feedback Fairly and Constructively

In my last blog post, I discussed how professionals can constructively process tough feedback they have received and the consequences of avoiding colleagues who deliver it.

But what if you’re the messenger? Leaders can’t avoid difficult conversations. Those who do it well build firm cultures where people feel safe to speak up and feel motivated to improve, all for the sake of their clients.

Before delivering the feedback…

  • Check your bias. We’re often drawn to evidence that confirms what we might already believe, such as generalizations about the employee’s age ( boomers or millennials) or past experience. We also tend to be tougher on others than we are on ourselves.
  • Confirm facts without creating drama. What happened and what was the consequence? People might construct their own narrative, extrapolate or anchor their opinions unless you emphasize that this is a situation that can – and should – be overcome.
  • Gather background information. Does the feedback align with any management systems, such as performance reviews or productivity metrics?
  • Set up a meeting with your colleague, but don’t cause unnecessary alarm. Tough criticism is best delivered face to face, in a well-considered conversation.

As you speak…

  • Ask, don’t tell. Yes, it’s important that the mistake(s) be corrected, but it’s also important to draw out defensiveness by learning the employee’s perspective, checking assumptions and building trust. Collaborating to find a path forward will feel a lot safer for everyone.
  • Look for small ways to improve that could deliver long-term results, and determine how meaningful they are to everyone involved.
  • Check for understanding. Your colleague might not be able to articulate his interpretation of the feedback in the moment, either because you’ve observed a behaviour or attitude he may have thought he was masking or because he is embarrassed. Can he acknowledge someone else’s interpretation of the situation being discussed? It indicates empathy, if not understanding.

Afterwards…

  • Follow up. Don’t dust your hands off and walk away, thinking your job is done. It isn’t. Leaders earn a lot more respect if they ask the employee what his or her perspective is on the feedback after some time has passed, and if both you and the employee can implement strategies to prevent a similar situation in the future.

There are as many management resources on providing feedback as there are situations that require it. If you’d like to learn more, two of the best I’ve found are Humble Inquiry by Edgar Schein and Fierce Conversations by Susan Scott, a Seattle based consultant who has worked with CEOs and executives at major corporations for several decades.

Take the Sting Out of Tough Feedback Learning to Embrace Constructive Criticism

“You have a tendency to step on people’s toes when you’re leading a team. Instead of engaging them, you run them over in your efforts to get the job done.” Delivered from a manager at my first job as a lifeguard, the feedback disconfirmed every perception I had of my fledgling leadership skills.

It stung. But my supervisor was right, and she was right to tell me. She pointed out how people reacted to my behaviour and how it affected my performance. I was 16 and I really wanted the job, which meant I couldn’t avoid her. So I adapted.

A recent post on hbr.org mentioned that when faced with feedback that is more negative than one’s own self-perception, employees are 44% more likely to drop a relationship with a colleague. The statistics are slightly better if the employee must continue working closely with the person providing the feedback, but he or she can still disengage from the relationship in subtle ways.

I often see similar situations in law firms. Feedback is given on someone’s performance of a specific task – writing an opinion letter or interviewing a client. The feedback is repudiated. Avoidance ensues (“I’ll do it myself next time.”) Working relationships dwindle, if not disintegrate.

At best, two solitudes will find a way to coexist. At worst, firms implode. Clients are denied access to the full intellectual capital of the firm, innovation is stifled and employees are left feeling like children caught in the middle of a dysfunctional family.

The author of the hbr.org post, Francesca Gino, says that employees do this because “disconfirming feedback threatens their own views of their skills and accomplishments…and people tend to focus on the positive aspects of their character, personality and behaviour and discount the negative ones.”

How to deal with tough feedback

  • Don’t wait for it to be offered: ask for it instead. Has a colleague been avoiding you since you worked together on something? Do you suspect why? Take the high road and ask them. That said, make your questions about your work product and your approach to the task.
  • Express your disappointment, not your anger, when someone’s perception is different than you’ve previously heard or than you believe. You don’t know the other person’s experience and you don’t know their bias. They might not know yours, either.
  • Ask what you could have done differently and why that might be a better strategy from your colleagues’ or clients’ perspective.
  • Resist the urge to personalize the feedback. You might not respect the person who provided it, nevermind like him or her. But insinuating that their perception stems from immaturity, limited information or mean spiritedness is fruitless (and probably unprofessional).

Thirty years after hearing the feedback from my first supervisor, I still try to keep it in mind (with varying degrees of success). I have since been in work situations where I’ve heard fair criticism that has been delivered well and not so well. It’s the former scenario that has made the biggest impact in helping me improve.

Do you need to deliver some tough feedback? Contact me to discuss your proposed approach (or wait for next week’s post for some pointers…).

The Bellwether Interview: Three Questions for Derek Lacroix, QC

Derek Lacroix, QC has been at the helm of the Lawyers Assistance Program of British Columbia (LAPBC) since December, 1996. LAPBC provides confidential outreach, education, support and referrals to distressed members of the bar. Their clients and volunteers include judges, lawyers, articling students, paralegals, legal assistants, support staff and other members of the legal community.

  1. How have the stresses, issues or crises that LAPBC assists with changed in recent years?

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Highlights from the 2016 LMA P3 Conference

The Legal Marketing Association recently hosted its annual conference on project management, process improvement and pricing (P3) in Chicago. Billed as a forum where innovative practice management approaches are shared, the event continues to showcase progressive ideas and practical experiences from firms transforming how they do business.

It’s wise to take any presentation of best practices with a proverbial grain of salt; no firm wants to reveal its daily struggles. But you also have to give credit to those who proactively invest in new ideas and risk failure. That’s something we don’t see enough of in law.

Here are some of the ideas heard at this year’s P3 conference.

The Chicken or the Egg?

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More than a Google Search: 4 Questions to Assess Your Reputation

When I ask young professionals how they plan on building their reputations, the answers that I usually hear range from “do whatever I’m told” to “don’t screw up” to “incessantly self-promote”. Of course, there’s more to it than that.

A reputation rests on:

  1. The esteem in which you are held
  2. The respect people have for you
  3. Your perceived level of trustworthiness
  4. The admiration that stakeholders have for your character

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