Client Development Coaching Programs

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Client Development Coaching Programs

Cordell M. Parvinhttp://www.cordellparvin.com

Law Firm Management

Skeptical?

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My Presentation Will Give You

Tools to Convince Skeptical Lawyers

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My Presentation Will Answer

Why Coaching?

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My Presentation Will Show You

What Will Make It Successful?

Tools to Convince Skeptical Partners

6Increase Firm Revenue

Credibility

Relationships

Recommendations

Client Meetings

Trust and Rapport

Visibility

Getting Hired

Weak Ties

Reputation / Profile

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Client Development Has Changed

1. Do Good Work

2. Unsolicited Contact

3. Websites / Branding

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Clients Have More Choices, Less Time


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Your Lawyers Have Less Time


Clients

Economy

Technology

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Today, It is not what you know, or who you know, it is who knows what you know


Why Client Development Coaching

13One Shot Training Program Does Not Work

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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 rhetoricthat 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: nineto 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 "GlobalInnovation 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?

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about it.

Dr. Raphael "Ray" Levey, founder of the Global Medical Forum, an annual summitmeeting 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 medicalschool 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 themost 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 asresistant 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.”


16Create/Enhance Marketing Culture

Managing Partner- Cary Gray

Create/Enhance Marketing Culture



18Building Confidence

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Think Big!!

Building Confidence

Lizzette Zubey


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What Was Your Take Away from the Coaching

Program

Andrea Anderson

Building Confidence and Relationships



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More Focus

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How do you plan your client development

efforts?

Kevin O’Neill


More Focus


23Teamwork and Collaboration

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Accountability and Teamwork

Keith McMurdy



25Fun!

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Group Interaction

Nicole Snyder


Success-Select the Right Coach

Client Development Coaching Program

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28Success-Coach’s Role Coaching


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Determining What Will Work

Best

Anne Marie O’Brien


30Success-Coach’s Role Teaching


Success - Most Important Select the Right Lawyers for Coaching


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Success - Group and Individual Goals


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Success -Group and Individual

Goals

Rusty Gray

Success -How many, how long, how often


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35

Jay O’Keeffe

Successful Coaching Program

Benefits of coaching program

How much non-billable time did you devote to the coaching program? 36


How are you overcoming challenges for client development? 37


Angie Davis

38


Judy Springer

What was the biggest take away?

What was the most fun/rewarding39


Angie Davis

40


Anne Bancroft

What one piece of advice would you give lawyers to help them be

successful in a coaching program?

Describe how you worked through the video coaching program 41


How did participating in the group coaching call help you? 42


What did you gain from a one-on-one coaching session? 43


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Client Development Coaching Programs

Cordell M. Parvinhttp://www.cordellparvin.com

Describe How the Coaching Program Worked in Your Firm 45

Panel Questions

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

Panel Questions

What would a typical group coaching session be like? 47

Panel Questions

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

Panel Questions

How has coaching changed any preconceived

notions you had about client

development?

Panel Questions

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

Panel Questions

What did you do to build relationships?51

Panel Questions

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

Panel Questions

53

Panel Questions

What are you doing differently as a result?

Tricia DeLeon

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

Panel Questions

What client development challenges have you faced? 55

Panel Questions

Date post:	13-Apr-2017
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