As an attorney, it is in your enlightened self-interest to constantly attract, convert and deliver more clients to your practice.
Demonstrate you understand your prospects problem so well, they will naturally conclude you have the solution. Everyone has problems, but they feel like “no one understands me.” When you can describe their frustrations, fears, desires and aspirations better than they can, you will connect with them at an emotional level.
Wyatt Woodsmall says, “When you can articulate a person’s problem better than they can, they automatically and unconsciously credit you with knowing the solution.”
Start by asking questions to truly understand your prospective client’s wants, needs and aspirations … and listen! If you ask the right questions, your prospect will reveal everything you need to know to sign your attorney-client agreement.
Package your message “Tiffany” style, not “brown paper bag” style. Nobody today wants to listen to a sales pitch or an advertisement, but everybody loves good storytelling.
In marketing your law services, you are very attractive if you are telling a fascinating story and your offering makes sense.
If your message sounds like a hyperbolic sales pitch, you are about as attractive as a garbage dumpster. Improve your storytelling and you’ll improve your results.
You can give case studies, either from your practice or case law. When you say, “Once upon a time” or “Let me tell you a story,” you will gain a powerful level of attention.
We are currently in an attention economy. With attention, you will captivate your listener. Without it, communication vanishes.
Take your prospect on an “emotional journey.” Most people are apathetic, or operating on a low emotional charge. Help them imagine the future of your offering, the outcomes and results they will have and good feelings of ownership.
Then compare that with the gap of not having those outcomes. This gap creates an emotional tension or desire to own. To increase the emotional gap even more, ask about roadblocks, obstacles and even self-sabotaging behaviors.
Decision is more important than desire. Now that the emotions are charged, invite your prospect to make a decision. There is a distinction between wanting it and not going for it versus wanting it and going for it.
Ask them “Are you ready to go for it-” or “Do you want us to represent you and get this problem resolved-”
Often, this point of decision makes the sale happen.
Several years ago, UCLA’s business school did some research on a variety of sales professionals. All of those studied were giving sales presentations, in one form or another. Seventy-two percent of those they observed failed to ask, “Would you like to buy-” in any form.
It’s true. If you ask, you will receive. Ask more to get more.
Find out what is holding them back. Selling is like a propulsion system. We usually address why they should act, yet they still don’t act.
Maybe they need to talk with a partner, spouse or stakeholder. Regardless, if you don’t address the hold back meta-program, they will hold out forever.
If they still aren’t going for it, address the issue by asking, “What is holding you back-” Maybe they have unspoken doubts. Once that is addressed, they frequently end up buying.
Friction is the enemy. Lubricate the process and everything flows.
How to feel comfortable with your higher fees. There is a cost to doing business with you, but there is also a cost of not doing business with you.
Help the prospect understand how expensive it is to not do business with you. What are the consequences of remaining stuck in their current situation- For example, there is a cost to hiring an attorney for divorce. However, there’s a cost of not getting a divorce, which is the misery of remaining in a dysfunctional, emotionally draining relationship.
Ultimately, we are in the business of improving the lives and conditions of others. Remaining stuck in your old ways can be very expensive!
Whenever they say they don’t have money, it is seldom a resource issue. “I don’t have enough money,” has become an autopilot cultural response. When they say, “I can’t afford it,” it is seldom a resource issue and it’s almost always a priority issue. Your job is to help them to see the value. Joe Nicassio