The magic of a franchise system is that someone brilliant develops a business system and then documents every step that must be taken to permit someone less capable to follow the system and replicate the results. So, wherever you go in North America, someone much less accomplished than Colonel Sanders can sell you a bucket of chicken that is just as tasty and unhealthy as the original.
Back when I started practicing law, fax machines were just coming into vogue. This was an extremely useful development, especially since email had not been invented yet.
The timeline for the introduction of fax machines into law offices had two distinct markers.
I am of the opinion that, generally speaking, lawyers are not particularly good businesspeople. I attribute this to the following:
In my second year of practice, word processing was just becoming a thing.
My firm had fourteen lawyers but no word processor. Fred was the senior partner. I told him that we really needed one of those new-fangled machines.
Since lawyers tend to think that they know a great deal more than they do about just about everything, they often choose to do things themselves rather than pay money to experts to do them.
One of the things that lawyers typically do poorly is performance reviews.
When I retired and the pandemic put my travel plans on hold, I started writing to amuse myself. I soon found that I enjoyed the freedom to say whatever I wanted to say without having to worry about whether it would please my partners, other lawyers, or the Law Society.
I also discovered that I enjoyed exchanging ideas with like-minded people and being part of an online community.
In the first draft of this post, I set out as a fact that I had a question which would stump 95% of all lawyers. My wife read the draft and said that I was wrong. There is nothing unusual about that. I am wrong plenty and she is quick to notice when I am.
I have decided not to pick on Big Law today for a change. Let’s talk about smaller firms with entrepreneurial founders instead.
Sometimes lawyers call me and tell me about how they feel about their law firms. They don’t call me if they are happy. They call me when they want out. Out of the firm, out of their practice area, out of private practice, out of the practice of law altogether. Out of something.
I have heard a good number of tales of woe. One interesting theme is around the flaws of law firm founders. Serious flaws. The type of flaws that drive good people to head for the exits. I have termed this Founder Deficiency Syndrome. It sort of has a nice ring to it, don’t you think?
My father used to tell a story about when he was a young man with a young family. Unlike many people of his age at that time, he had an automobile since his job was travelling the countryside selling stuff. One day he was pulled over for speeding. He tried to talk himself out of a ticket which he could not afford, explaining that he struggled to support his wife and children on his pitifully small salary, the amount of which he disclosed to the officer. The wise old cop let him off the hook but took the opportunity to teach him a lesson. The police officer said: “Always remember who you are speaking to. I earn less than you do.”
I have written before about how lawyers are usually fairly good at dealing with their clients in a truthful manner in the course of providing legal services, but not quite as accomplished when it comes to their marketing. Let’s look at this in the context of the most basic element of law firm marketing – how law firms identify their lawyers to the public.