Sales Master (Opportunity Conversion) $597
This is also known as “Getting Chosen” (vs. Getting Found)
Did you know that marketing and sales are different? Many lawyers use “marketing” as a catch-all, but they’re different in important ways. “Marketing” is the process by which we generate opportunities to sell. “Sales” is the process by which we convert those opportunities into clients.
Why do we emphasize opportunity conversion, or sales? That’s easy. It’s closer to what you want, which is to generate revenue. All the marketing activities you engage in -- attending networking events, writing articles, and speaking at conferences -- don’t directly generate revenue. They earn or reinforce a reputation or personal brand, and generate opportunities to sell. Until you sell something, you have nothing.
Most lawyers already have at least some opportunities to sell. They may not be exactly the type you’d prefer. They may not be as numerous as you’d like. And you may not have any idea where they come from. But you have them. That’s why the first thing you have to get good at is converting the opportunities you already have. After all, if you don’t convert what you have, you don’t need more of them.
Here’s the part that will make you very happy, and allow you to relax.
Your “lawyering” skills are the only skills you need to sell effectively. That’s right. You don’t have to become somebody you’re not, and you don’t have to do the things that turn you off or otherwise seem inappropriate for a professional. Skeptical? Here’s the inside of the business card I used while training lawyers one-on-one for 20 years:
Here’s how, in RainmakerVT’s virtual world, you’ll learn how to manage a reliable process that motivates buyers to include you in the decision process and actually help them make their decision, and eliminate rejection from your experience forever.
RainmakerVT’s simulations teach you a proven process to help buyers make informed, self-interested, confident, comfortable decisions -- in exactly the same way you help clients do that after they hire you -- and you'll do it by using exactly the same skills, in exactly the same sequence, as when you practice law.
You’ll manage an avatar through a series of “say/do” decisions. At each decision point, you’ll choose among five response options. For each response you choose, the coach will explain why that choice is or isn’t optimal. For incorrect choices, he’ll explain the unintended consequences or baggage associated with the things you’re used to doing, and encourage you to choose again. When you select the optimal response, he’ll explain why that works best. The scenario will unfold until you reach the next decision point, where the choice/coaching process repeats.
Here’s what you get:
The “Door-Opener”: Associating Yourself with Business Problems that Drive Demand for Your Expertise
It’s not who you know, but who knows you -- more importantly, what they know you for. The good news is that it’s completely within your control. Your “Door-Opener” is the high-impact business problem or challenge that you love to use your legal expertise to solve, that really gets your juices flowing in the morning, and that you’re superbly qualified to solve. This problem’s importance literally opens doors to conversations with decision-makers whose job it is to explore solutions to these high-impact challenges. Now, instead of trying to interrupt someone’s job with a pitch or other sales activity, you’re now a welcomed contributor to their job. (This course makes a compelling argument for the concrete benefits of focusing on a single industry.)
Here's one lawyer's view:
“RainmakerVT’s approach regarding identifying business issues before they’re legal issues -- I’ve never thought of that, and never seen a lawyer do it before. But it makes sense, and it works.”
Descriptive legal-service nouns, e.g., “Litigation” or “M&A,” are not to your advantage, and will exclude you from the conversations that matter. This course will teach you how to define yourself so that you're included and sought out.
This is the foundation concept for making your business development simpler, more focused, and easier. It literally opens doors to the kind of discussions that make you welcome in prospective clients’ business discussions, position you as a valuable advisor, and drive demand for your expertise. You’ll learn how to differentiate yourself from every other lawyer who does what you do, and you’ll know exactly who you’ll hunt at networking events (and let you filter out everyone else). While other lawyers waste their time making random friends and trying to initiate relationships based on little more than someone’s willingness to chat for a few minutes, you’ll move confidently through the room, skimming the opportunity cream and finding real prospects.
Mike O’Horo (“The Coach”) has trained thousands of lawyers, so he knows that you’re busy and doesn’t waste your time. He explains this valuable approach in a concise video that eliminates all the fluff and gets right to the point. (It also contains a quiz so you can test what you learned.)
The Decision Process, Step 1: Learn How Your “Door-Opener” Problem Affects The Company You’re Talking With
Your Door-Opener (the business problem that triggers demand for your service) is industry-specific, i.e., it reliably describes a problem commonly faced by a particular type or subset of companies, usually within an industry. To be relevant to and help an individual company, you must learn how people within that company describe their version of the industry problem, and the degree to which this problem affects the company and the “stakeholders” with whom you're speaking.
You can’t do this from the outside; no amount of research will get you trustworthy intelligence. The only way to do so reliably is to learn it directly from those most likely affected. This interactive simulation gives you experience in doing just that. As with all our simulations, you’ll learn by doing as you manage an avatar through a series of “say/do” decisions to progress, choosing from among five responses. For each response, you’ll receive immediate video coaching explaining why that choice was or wasn’t optimal.
The Decision Process, Step 2: Expose “The Cost of Doing Nothing” (Eliminating Sales Activity That Has No Chance to Succeed)
Did you know that in roughly 30% of supposed selling opportunities, nobody wins? Believe me, no firm or lawyer has a 30% market share, so “no decision” is your biggest competitor by far.
You’ve been there. After all your work, all the calls, research, favors called in, meetings, presentations, proposals, follow-up and expense, the prospect goes dark and silent.
What happened? The prospect decided not to decide. Why? Because they could. The consequences of the problem remaining unsolved were perceived as acceptable.
People only make the decisions they MUST make. The perceived impact of a problem determines whether or not the company must make a decision or not. If the cost of doing nothing is unknown, or deemed acceptable, you have no chance to get hired, and you’ll waste a lot of time and effort on meaningless follow-up.
This course, too, is an interactive simulation. You’ll learn by doing as you manage an avatar through a series of “say/do” decisions to progress, choosing from among five responses. For each response, you’ll receive immediate video coaching explaining why that choice was or wasn’t optimal.
The Decision Process, Step 3: “Stakeholder Alignment”: Add Value by Helping Buyers Make a Good Decision
“Stakeholder Alignment” is just a sales expression that means “getting a decision.” More accurately, it means “getting everybody on the same page and comfortable making a decision.” This critical skill is the difference between getting a decision and merely being helpful.
Even when a problem's impact absolutely demands a solution, the inability of those with a stake in the problem to align, i.e., reach a decision of any kind, creates a tar pit that consumes many otherwise promising sales. The inability to decide is not due to stupidity or intransigence. It’s always the result of not having a reliable decision process.
You’ve experienced this yourself. Your firm, or a civic- or social group, has endless meetings “brainstorming” a problem and arguing about the merits of different ways to solve it. Little by little, committee members disengage; some stop showing up. Rather than waste their time, they abandon the decision. (Hmm. There’s “no decision” again.)
The good news is that this is a fairly simple, straightforward process that merely requires learning it, practicing it and applying it with humility and discipline. By relieving prospects of their decision frustration, you’ll deliver more value before you get hired than most lawyers deliver doing the work that they’re hired for. I promise that your prospects and clients will thank you. You’ll never experience the “no decision” black hole again. The lawyer who delivers and facilitates a reliable decision process has the inside track to getting hired because the buyers will recognize the real value of doing so.
As with the other Decision Process courses, this is an interactive simulation. You’ll learn by doing as you manage an avatar through a series of “say/do” decisions to progress, choosing from among five responses. For each response, you’ll receive immediate video coaching explaining why that choice was or wasn’t optimal.
A Collaborative Approach to Pricing: Share the Estimating Risk with Clients (and Make Life Miserable for Competitors)
As you've read in the legal press and heard at countless conferences, the billable hour is not the future, but it’ll likely stick around for awhile. However, whether you’re billing hourly or on a fixed-fee basis, merely quoting an hourly rate or loose estimate doesn't help clients (or you). They're now demanding much more useful and reliable cost estimates. Together with your client, develop a reliable estimate that shares the risk fairly between you (and helps competitors discredit themselves at the same time).
In recent years, clients have pushed lawyers to eliminate some of the uncertainty surrounding the cost of large matters such as litigation or transactions by providing project estimates, or “not to exceed” limits. Lawyers respond with “It depends.” Clients say, “That may be, but I can’t tell that to my boss. I’ve got to budget this and I don’t want to look like a fool by being way off base. Give me something I can count on.”
In this video course, you’ll learn how to master the issue that gives ulcers to lawyers and their clients alike.
You’ll learn an interactive process by which the client and lawyer each contribute unique knowledge about the factors influencing how much the matter will cost. By collaborating, they co-author the estimate and share the risk of its accuracy.The relationship-enhancing aspect is that they can both now make smaller adjustments throughout the span of the matter, eliminating any major surprises at the end.
The best part, perhaps, is that your competitors are unlikely to know how to do this. When they try to low-ball the estimate to get the work, the prospect will be prepared to challenge them. Having no solid basis for their estimate, the competitor will discredit himself as either not well informed, or worse, trying to pull a fast one.
Winning “Beauty Contests” and other formal competitions
At their worst, competitive, formal hiring processes, or “beauty contests,” are expensive, time-consuming, draining, and often a waste of time. Unfortunately, they're also growing in popularity, particularly among larger companies eager to reduce legal costs, especially for mature categories of legal service. Even smaller companies may want to interview more than one firm or lawyer, to make sure they’re making a good decision. The trend is for companies to involve their Purchasing departments to take advantage of their buying expertise.
So, how do you win? First, understand that you're either controlling the competition, or it's controlling you.
Competitive procurement is a specialized form of Stakeholder Alignment, usually involving a larger number of buyers. It requires greater finesse and skill.
Once again, in a learn-by-doing simulation supported by context-sensitive coaching, you'll master how to:
recognize your next move
get the intelligence you need to take the right steps
neutralize your competitors
control the processes designed to control you
win the business
This interactive simulation will teach you how to contain your cost of sales and win – or, at the very least, expose a purported "opportunity" as false so you can opt out early, gracefully, and inexpensively.