Join Seth and Jay as they discuss returning from Fireproof Summit, what should you do if former employees want to come back, and more!
Hello, hello and welcome to this edition of the law firm blueprint. I’m one of your hosts, Jay Ruane, CEO of finalized, one of the million plates I have spinning at any one time, as well as managing partner of Ruane Attorneys, a criminal offense and civil rights firm in Connecticut. And with me, as always, down there, Price Benowitz man, Seth Josephat Price, as well as the Grand Poohbah of all things digital with BluShark Digital. Seth and I actually got to spend some time at the end of last week together, not much, but we were in Detroit for the fireproof summit, and Seth, I gotta tell you, that was a great time. I know we’ve got Mike Moore’s coming on in the coming weeks to talk a little bit more about that. But let me get some of your takeaways from it because I got a few of my own.
I mean, look, this guy’s built a juggernaut, and it is impressive. He owns a city, it’s rare to see a lawyer dominate market that way, with systems and processes. A lot of us have firms with a lot of good stuff going on. He’s just supersized it and, you know, off a lot to learn from a lot of stuff frustrating because I know that I planted my flag in a market with different laws, and, you know, a much more competitive employment environment. You know, the people that go to Detroit, Pensacola, Dothan, Alabama, have done things that are very, very hard for us to replicate. But I don’t want to take excuses. I wanted to sort of emulate whatever I can from it, because they do some just amazing things within that organization.
Yeah, they certainly do. And that’s actually something I was lamenting to friend of the show Ryan McKean, about that, you know, in our world, the Boston to DC corridor, you know, you’ve got a, I don’t want to say a higher colleague, more college educated crowd. A few more hustlers. It’s, it’s just geographically demographically different for the population of people seeking jobs. And, you know, sometimes I think maybe I should open up a call center in the Midwest somewhere and have people working for me there. But it’s rather difficult, I mean, I’m struggling with some with some turnover this week. I came back from fireproof and I got an email at nine o’clock on Monday morning from my bookkeeper, ¨Hey, I’m resigning effective immediately sorry for no notice. See you later.¨.
And, look, and not, look, to me, that’s the piece that is, I had that early my career. We’ve had somebody of 10 years plus in that seat, you know, head of finance. But it is that is a scary, scary one for me. Because there’s no easy answer, especially criminal practice all the moving parts. And it’s on a personal level, to see a place where people are there 10, 15, 20 years, right? And then you come home, you’re like, man, I can’t hold on my bookkeeper. And I know it’s not your fault. It’s not that but it’s just like, you know, we’re putting all this stuff in place. And now you’re back. It’s like the number of days until the accident on the job. And you’re back to numbers zero. I have a situation where a number two admin person was really just having a not a great attitude towards certain things. And you’re sort of like, hey, I need this fixed or I need it right. And it’s just painful, because I see oh, wow, you know, these guys have had people for 1015 years in these roles. And they’re crushing it. And there’s not a question of attitude, or, you know, negativity. Again, I’m sure. It’s not like there aren’t issues in every organization. But it is particularly hard after you see somebody who is dialed in particularly well, yeah, humbling. When you look at your own stuff. And you know, what was interesting about the power of this show, bumping into random people at the summit, who I don’t even know they’ve never reached out, they’ve never responded, anything we’ve had there, but a regular listener to the show, know, everything that we’re doing. That was really cool. But when you come back from these things, that plus a tumultuous return, that combination of like, you come back on a high, like, I can do all these things, and you’re just like, ah, now I gotta, I can’t even forget about getting to there, I have to start and figure out how to build back up to zero.
Yeah, well, and that’s one of the things that that we took from it is that I had a heart to heart with, you know, my leadership team, and especially the head of my, you know, intake team, and I said, we have to stop thinking that we put low dollar, you know, useless people in reception and intake, we need to have the best of the best. And her response was that I need to get rid of two people this week because they are consistently, you know, making errors that we’re cleaning up. They’re pleasant people, but they are not a players. They’re not even C players. Do I have the if I said? well, you have the authority, and one of them was the son of a long 30-year employee to the firm. I mean, an employee that predates me in my firm was actually with my father. And, and, you know, he wasn’t expressing to his mother the issues that he was having all these write ups and stuff. And I think we I probably dropped the ball into not looping his mom in early enough that so that she knew all of the issues because then when she sees the write ups after the fact, she’s like, okay, well, I guess, but, you know, I probably should have been telling her all along, hey, you know…
What, it’s a fine line because, you know, and but I’ll tell you this. So, Andrew Finkelstein, friend of the show, been on the show, you know, another great place outsourcing to Newburgh frickin awesome, right? He’s a guy, he’s, you know, he has one of the few firms is more impressive than what we saw up there, if that’s even possible, right? Just incredible what he’s built, but he’s told me stories, and I think he may have shared them on the show, if we go back where he had, you know, four siblings, you know, real people, related mothers, daughters, sisters, and working at the firm, and one person had to be fired. And he was pretty systematic about it, where he brought them into the loop showed what was going on and to get there didn’t get their blessing, but got the buy in, because they have enough of a firm culture where they get that that’s what’s, you know, that it’s the greater good and that they you just can’t have somebody who is forming the organization. But yeah, I think that the outside is no, it’s awesome that you gave that opportunity, but it comes at a cost. Because if this doesn’t get handled, right, the last thing you want is to not just have to remove somebody who’s not performing it sounds like objectively so but you don’t want to risk that that other person is going to feel tainted or not feel as appreciated or worse. That would be devastating.
Yeah, yeah, it’s you know, and this, and these are the, these are the problems you have that you can never sort of anticipate. I mean, we all know, as you grow and scale your law firm, as you grow and scale your business, you’re going to run into challenges. Do I have enough leads? Are the leads quality enough? Do I have enough staff? And that type of thing, but the interpersonal stuff, that happens. It’s, you can’t predict it, you know, and, you know, we had another person who was recently let go, who was a superstar in a prior employer who folded up shop, and then came to us and was also underperforming. Now, I wonder was that they are a superstar, a load of crap. But I had heard about them being a superstar for four years, five years, and then said, well, if they’re available in other places out of business, let’s bring them in, and then they’re not a superstar, you know, or they might have been a rock star by some lower standard, but not by our standards.
But, look, I mean, go somewhere. That’s, you know, it’s, it’s real, it’s controversial, controversial, but mental health post COVID. We see the celebrities look at how many fu celebrities that are household names that have killed themselves in the past few years. Right? Real stuff, people you’re shocked with best dancer, Father, you see it, you know, tick tock, and crazy stuff is going on. And, you know, it’s very tough as an employer because you want to be supportive. It’s just, you know, there are lines that are drawn. And you know, you see people post on Facebook, hey, if you if you’re having issues reach out, the question is, how do you handle that as an employer, because there are a lot of people that could use a helping hand that needs support, but you’re as an employer situation, you’re in a unique place where there are things you can do, but there’s certain areas where you don’t want to really be touching.
Yeah, you know, I’ll be honest with you, you know, we talked a little bit about this. Last week, when we were at the, at the summit, you know, I am now my day two, it was supposed to start on Monday, but it couldn’t start on Monday. My day two, excuse me, I think I’m gonna sneeze, maybe not. Day two of my sabbatical, I’m taking 100 days off, and I’m taking 100 days off for my own mental health. I’m trying to get away of course, now I get keep dragged back into some of the fires that are going the firm that they want me to…
Hit it for a second. That is one of the issues. Forget about the 100 days. That’s awesome. I hope it happens; God willing. But as you’re building and growing, something that I’ve seen is, in less you go with redundancy, which brings profit significantly down you are that redundancy. So, knowing what I know about you, you don’t want to fat operation, which means when that person leaves, there’s a likelihood you call it a sabbatical or not. You may get dragged back in, had you had, you know, a deputy bookkeeper, I’m making this up that was there. That was redundancy that had other jobs, you know that you weren’t double paying for it. You know, you’d have Have a fighting shot. But there are moments when these things happen, where unless you have that layers, and what we saw at fireproof was when there’s enough layers of management and middle level management, no one person knocks you down, right? They hurt you, but it’s not the end of the world. Whereas fear that one person is pretty central without a backup, you know, good luck with your 100 days, because there’s a good chance you’ll be back interviewing, training putting in place, I hope that you have enough redundancy at the firm that does it. But like, there’s a pretty good chance that if you want the rest of the firm to run well, there’s not enough fat on the bone at this stage of growth. And, you know, again, it that that’s the beauty and the horror of the entrepreneurial world.
And that’s the situation I find myself in I’ve got someone who’s in charge of my personnel now that we’ve just put in that role. We talked about this, you know, back in like January and February about how we want it, how we were looking to have somebody not necessarily HR, but like an operations person who can coordinate the ads. And that’s working well, we’ve got applicants coming in, she’s doing the interviews, we’ve got lawyer, you know, we’re hiring lawyers, we’ve got that, oh, that brings me up another topic that week, I didn’t prep you for but I want to ask you your input on this, because it has happened to me. By my count seven times in the last 20 years, I have had attorneys leave my office now, you know, my pension for hiring right out of law school, where we would train them, we were training them to do it our way against, we would get them at a discount. And then you know, three or four years in, they be worth a lot more to another firm. And they get they get, you know, snapped up by them. In the last week, we had two lawyers who’ve left one in April, one in March, reach out to my head of legal ops and say, I made a terrible mistake. I didn’t realize how good I had it. You guys gave training, you guys were supportive. You guys were flexible. I’ve taken this new job and I am miserable. I can’t imagine working here another month, let alone another decade or more in this role. All I want to do is come back and do what I know I love doing. I just thought there was something better out there. And I made a mistake. And now this has happened to me six times. It’s happened recently since the beginning of the year with two people who left. And I and I know when people choose to leave, I’m very open with and I say I wish you the best, I hope you know you are finding joy in wherever you’re going. They were leaving criminal one was going into state government work and one was going into insurance defense work. And I said I hope you find this knowing you knowing your personality, knowing what matters to you that I have over the last couple years. I don’t know if you’re gonna find satisfaction in this job, but I wish you the best. And then we got a call from them. Two weeks later, a month later. I’m miserable. I cry every night. I can’t do this. Do you take these people back if you’ve got work for them?
Well, a couple things. One, I believe I hope not misquoting Finkelstein is absolutely not. Once you’re gone, you’re gone. I think I’m getting this right. I hope I’m not misquoting. I’d love to crowdsource this with our people. Yeah. Results. Look at it depends where you are. There are exceptions to every rule. It’s not ideal. I would say as an outsider looking at you that you may need to do a better job of showing your employees what else is out there. I don’t know how you do that.
I don’t, I don’t maybe there’s an answer, but I don’t know.
But meaning, you know, basically look, being that self-promoter talking about how often this is ringing examples of make them listen to show when we talk about case studies of meltdowns of what else is out there. I think it’s a combination of that. I think that for this you have enough. It’s not an anecdotal, you have enough of an issue of people leaving want to come back, there’s got to be some way to address it. While they’re there about how awesome, it is A. B, I think we’re also gonna see some of that with the economy. That is assuming that our jobs, you know, look I that we continue to be producing at good numbers, there’s still a demand and money to pay for criminal and steel pie cases. And you know, we are able to still make a good living, that the you’re going to see that Amazon to detect layoffs are not insubstantial. You know, there’s talk of like certain companies not hiring people because they think AI is going to take over certain jobs, they won’t need more. They’re just not hiring more. So, I think to a certain extent, that goes into the calculation. Now. You didn’t really think we realized when those people left over the last few months how much the economy had turned, the economy has churned and that the good news is higher and should I’ve already seen hiring be easier I would love to hear what other people are seeing. But I am definitely seeing better talent. I know that I need to make hires, and I’m finding people not as fast as I’d like, but it’s not goose eggs like before.
Yeah, I mean, we weren’t getting goose eggs in November, December. Now we’re getting resumes in
Correct. And we’ve made some really great hires and made some great, you know, two major upgrades that are that are at our firm that I’m really excited about. But, you know, I think that, for example, you know, there, I think there’s got to be more of a program that intentional, how do you let people see what is out there and what’s not, I’m dealing with an administrative person right now, who came in with great, great potential and his struggle. And I’m really hoping they make it but to me, part of it is when I see the influx of talent, if somebody is not, is not rushing it, and even crushing it, if somebody is problematic, where normally you’re like, hey, they’re in it’s a pain to change out. And I don’t want turnover at all. I’m conscious of that. But the answer is right now, can you get should you be okay with mediocrity in a position? Or is that you know, and whereas you might have had to have been six months ago, because you’d be doing the job yourself. Given that there’s an influx of potential talent, you know, I’m hoping that that makes the people you have stickier, as well as giving you the wherewithal that when something isn’t right, you don’t have to live with it.
Well, let me ask you this, are you finding as well as some of these tech layoffs come? And the, you know, and people are leaving other businesses because of layoffs, downsizing, that type of thing? Are you finding their ask to be way over market because they’re coming from a dysfunctional business that was overpaying by and that’s why they got rid of them?
So, A Tale of Two Cities, we needed a recruiter, we had somebody who was in an unusual situation, Russia was amazing. And then just, you know, gave their notice and went into the sunset. And they did a great thing, which again, we’ve talked so much on the show that people quit well, before they ended. This was like, up until the week before they left, everything was great. I saw the Amazon recruiter force out in the DC market, they laid off everybody, like they just were like, eff this what I’ve hired for a while. And the problem was, these were 90 to $100,000 recruiters who were being bonused, at four to $5,000 a month, they were getting a buck 50. Right. And they were good. These are bad people. But they’re not worth that in a month. We haven’t talked about this in years. But the issue is, I don’t want to be the person saying you’re not worth a buck 50 that you’re worth a buck, right like that, that meaning. The idea is you want the person on the job market for a while to realize that they can say it, but until they realize, you know what, that that this is the new normal, that’s my number. But if you’re the person saying no, you’re worth a third less, that’s never a great place to be, we ended up ironically, with somebody from the Midwest from one of the big tech companies, who was making at the like, had not had that massive inflation, because they the tech company was taking advantage I think of, of the geography and got a rock star at a, you know, at a win arrays for them, and a solid number for us. And that has, you know, so I think it’s tough, especially in the New York market, because the tech companies in the New York, you know, bedroom communities of New York and Connecticut, you know, the numbers were out of control, and it doesn’t exist, it’s not like you can go to Amazon right now and get that you can’t go to Google and get that he was talking about cutting out free food for God’s sakes. And not that they don’t pay really, really well for the people that are there. But you know, it’s almost like there’s a second economy, there’s ones that was playing with, with house money, and there’s ones that were, you know, everyday trying to get ROI from each and every employee. And as long as that second piece doesn’t blow up and take, you know, part of the reason that a lot of you know, a lot of people go to Eastern Europe and other places for certain tech pieces, is that, you know, the Silicon Valley suction that anybody with any of this stuff is at a couple 100,000 made the ability for us to hire just really brutal.
Yeah. You know, one of the challenges that I see in my local market is that, you know, as a suburb of Manhattan, you know, there’s a lot of hedge funds in my area a lot, a lot. And, you know, I see posts and I only found this because I was looking to see what was market in my area. I saw some hedge funds and other industries, starting receptionists at 85, $95,000 as a receptionist at their front desk. Now, I cannot pay that. I would not pay for that. And so, my front desk is empty right now, because we’re trying to find somebody who fits that, you know where we are. And I think we’re paying over marketing in most of our positions. But it’s just…
it’s something that I did is we got away from the receptionist, we don’t have enough people coming to the office, we just have some of our paralegals stationed at what would be a reception area, and it’s a piece of their job, but they’re doing criminal paralegal work, rather. But something I’ll throw out, yeah, hopefully, it’s inspirational. And I think it’s an interesting story. And hopefully the audience can learn something from it. But you know, when I lost by bookkeeper, because I remember, as I started, whether it was in real estate, and then in law, losing a bookkeeper was one of those things that was just devastating when it happened. It was just like stability. Like when the bookkeepers there, everything gets paid. The money comes in, when the bookkeepers not. It’s a scary moment. Yeah. Right. And we lost somebody who turned out was not great. We, you know, we needed to upgrade but at the time, we didn’t really understood this. We were, you know, pleasant. 10 years ago, we were pleasantly happy with what we were getting, even though it turned out it was a disaster. But I remember I was on vacation, because on a cruise ship or something that Royal Caribbean giant ship with my family, and I’m talking to my law partner, Dave, who you got to meet up at, at the summit. And he’s like, you know, we just interviewed somebody, she passed all the tests, she seems great. She has a felony conviction for kidnapping or like armed robbery, armed robbery. And he’s like, a minute away from you so desperate, that you like we were like, you know, it do that. Like, you know, she was the getaway car or something. It was crazy. What easy nonsense. And the fact that we were at that point in life, thankfully, the person who showed up and resume came in a minute later was somebody she’s been with us for 10 years, we’ve had an awesome run. She’s been promoted within DEP. We’ve talked on other shows about how hard it is to get higher level like controller CFO stuff isn’t a whole nother show we could do. But suffice it to say those are those can be dark days, when you’re sort of like sitting there especially no notice on a job like that is it’s jarring. And it’s short of rings a sabbatical to a grinding halt. Even if you’re not in the office, your mind and body are back there. You know, your mind is certainly back there trying to figure out how to how to restabilized the ship.
Yeah, I mean that and that’s one of the problems that I’m dealing with today is, you know, I have let go of the reins. So, to let my leadership team, you know, take action. They were the ones who said this morning, hey, listen, we’re, we’re letting go some people, we’re restructuring we’re doing what needs to be done. I had some input on this as to, you know, how to make the landing softer for these people. And maybe a solution. On our reception, one of them was on our reception team that was failing. And I said, look, let’s turn on, you know that, you know, press one for in new clients, press two leads for existing clients, you know, because we’re going to be down a receptionist. In the end, if it rolls over, instead of it rolling over to the third person, it will roll to that option so that people can self-direct where they need to go. And we hope that that’s going to solve the problem. And so we can step up because I like people answering the phones, rather than giving that automated.
Little guy. I know that we probably have to get out at some point of this. But let me ask you this, because you just went through this. So, you’ve had a couple or turnover over the last couple of months, you then had noticed from a key person on the finance team. No notice, no, no, no, no. But you were notified. Sorry. No notice, but like there you the person is not with you. Yes. Are there moments, and I applaud you for doing it. But I have struggled with this, when stuff isn’t as much flux it might have been. And you mentioned you had two people that were not performing your team said it’s time to go. I have been guilty of kicking the can saying it’s just too many moving parts. I can’t…
I can’t said that back. I brought that up. I said, can we keep this going and not terminate these people for another three weeks? Let’s get the positions filled we need to, and the response was, you see it as you know, we’re losing. We’ve lost four people in the last two weeks. If we let these people go, we see it as one person on this team so that team can still function that team that we lost one person on still has four people, they can pick up the slack, you know, that type of thing. So, they don’t see it in the weeds as much as I do.
Oh, well, let’s put it this way Mr. Systems comes through, which means you’re doing something, right. Because I know that I’ve been in positions over the years not recently, thankfully, where we have held on to people longer than we should have. Because we were like, even though that person might go rogue on a phone call once in a while, they’re getting 80% of it done. Yeah, they look, you see at the numbers, we are now like 90, plus percent answered my aunt, my answering service bill went from 500 to $1,000 5000 $1,000 a month, like lots of good stuff. But there are moments in life, when you’re at where you’re building to scale, where the when you don’t have that redundancy, and the person is working at at 75 cents on the dollar, where you’re better off kicking the can for a while. I mean, you know, sometimes look, we have a lot of listeners that are different stages, sometimes you don’t have the systems in place, and you’re part of the problem. Sometimes it’s you just you’re making mistakes in hiring. And then the last part, which you started to allude to is, I genuinely believe that there are a lot of people hurting right now, who may have been fine six months ago, or a year ago, or two years ago, but that the toll of everything that’s gone on and has taken, you know, is not insignificant, and that I feel like sometimes it’s Whack a Mole where the most devastating thing is you hire right? You have systems in place, and then the person isn’t the same person that came in the door, you know, a number of months back.
Yeah, so this brings up a lot of questions. And I don’t want to get deep into it today, because we’re already going over our time. But, you know, this is something that, you know, I sat down on the on the plane ride back. And we are now 24 years into this firm as it stands right now. And if I look back 24 years ago, my father, who was my partner in this is was my age, he had just turned 50, when I joined his firm, and I created this. And in the last 24 years, we have built what we’ve built. And that caused me some pause to take back and say, you know, we’ve accomplished a lot in 24 years. What can I accomplish in the next 24? And how big do I want to get? You know, what, what are our goals as a firm? What are our values as a firm? Because it’s not just me and him saying, okay, let’s make a make this work. You know, we’ve got 30 plus people that we’re trying to take to the next level. And, and really, my thought process about taking this time off is to say, okay, make let me I’ve been doing this 24 hours a day, seven days a week for 24 years, I am burned out. And I think distance is going to give me some clarity about where I want to go with the next 24 years. If I even want to do 24 You know, I had some deaths recently, the close to me lawyers, I know. And it’s just, I need to take that mental health break, so that I can make sure that I’m making conscious decisions and not just sort of going along with the tide as I get washed up on shore.
Well, I feel like and knowing you as well, as I do, I think the existential question for you is okay, what is the firm before it was Jay working in a bunch of people working around if you want to be a business owner, a lot of people listening this show are doing it because they want to work on their business, not in their business. They say it they’re not always in a position. I was fortunate I got to meet David and I had a guy who love legal that I was able to sort of from day one extricate and not have cases and work on the business that said, you know, the question is, what is a successful, stable, financially rewarding business that you are not in a legal capacity for looks different than what you know, your dad was the Epi Center of the frame. And you have been for a lot of years, if you don’t want to be. That’s a different business and nothing wrong with it. But all of a sudden, I have one for a friend of Showboats in the name, who runs a firm where they’re the lion’s share earnings, they have a bunch of people spinning wheels with awful percentage splits, you know, upside down two thirds going to the employee 80% Going to the employee, not in a virtual firm. Right, but I think I know what you’re talking about. And what I’m saying is if you took that person’s revenue, the actual you know, Tiger out of the firm, you if you’re once you’re not significant, and I saw this when I looked when I started pro forma stuff, you know 10 Dave elevate beyond the great courtroom lawyer who’s actually in court to somebody who’s leveraging other people’s work and helping build up the civil practice and only coming in on the most important criminal stuff. When that happens. You That is a different business model than Jay is bringing in one point something on his own back. And yes, your profit margin than everybody else or lesser, but that’s okay. Because I have enough revenue from that. But then it’s sort of like a cooperative. And that’s not what you want. You’re trying to set something up. And if you take out that one point, something of yours, right, that’s you, Jay Ruane handling these cases, then you need this is the problem. This is where people can greatly be, you have to scale more to make sure that the lesser amount from all those other people is enough to make it interesting.
Yeah, it’s really difficult. I mean, I’ve been lucky, I haven’t touched a criminal case, in like, three years, except unless I have to go and cover a continuance because a lawyer is on trial, and I don’t plan on getting back into a courtroom anytime soon. I have lost joy for that. And mentally, I don’t think I don’t think and that’s something that I need to pay attention to. Right, it makes sure that I’m, I’m taking care of myself, essentially putting yourself first. I mean, I built this business to, to give me the life that I wanted, I want to make sure that I’m actually living that life, and not paying lip service to and one of the things I decided I need to do is, you know, take up pickleball, learn to play the guitar stuff I eat, and I’m going to end this. With this, I have a friend of mine, who is 35. So little younger works. And just took three weeks off, because I get five weeks off a year. And I took three weeks off and told him I was going away and they knew I was going away. And you know, and including my birthday. And I’m thinking, Man, I can’t imagine three straight weeks with no responsibilities. Even on a sabbatical I’m, you know, there’s going to be something that’s going to pop up. I hope that it doesn’t, I hope it can be kept away from me. And I’m thinking to myself, I need to build myself out of the picture more, so that I can actually have the life that I say I want. Because I don’t want to be one of these lawyers who talks about, I’m gonna work on my firm, I’m gonna scale, I’m gonna do all those things. And then, at the end of the day, it’s still 24 hours a day of work like you’re supposed to.
Some of it is our own mishegoss, right? There lawyers that like that’s their identity, for better or for worse. I’m part of it, like…
The forefathers that my father’s that way we’ve had this conversation, I don’t want to only have law at 74 years old. That’s all he has. I mean, he got an injury, he can’t golf, he can’t ski. So that little, he’s got nothing else. I do not want that.
Again, this is a whole nother show. But like my dad’s 88 He still practices and you know what, his friends’, mines are all done their body. You gotta can’t blame it on the body, but like, he is razor sharp and EDA, you know, to the point where like, we’re looking at a president who may be running, it might be 86 by the end, like that mental capacity has, fine. The question is, if you if you do circle out, does that, you know, well, you know, it sounds great. But then you end up playing pickleball at the villages and like morphing into nothing. So…
I don’t know, that kind of sounds appealing to me. You know, sitting in a chair…
You go there and you’re like, oh, I mean, like I think like many things in life, you just gotta be careful what you ask for.
Exactly, exactly. So, when we go to Florida, and a couple of weeks, the end of June and, and hanging out and sit at the beach and play pickleball and see how that life appeals to me. I may come back and say, oh, I don’t want that. I’d rather do anything else. But it’s really…
The difference between doing it for a week or two versus doing it full time.
Yeah, I don’t know. Alright, folks, that’s gonna do it for us. There’s a lot to update it was. We covered the spectrum. But that’s okay. That’s what we’re here for. Here on the law firm blueprint. It’s like our weekly therapy session with each other, and you guys get to listen in. But if you are listening, and I hope you’re doing it on our podcast, where you can follow us and take us along anywhere you go by following the law firm blueprint podcast on any one of your favorite podcasting platforms. And of course, be sure to give us a five-star review when you do it. Of course, if you’re watching us live here in the law firm blueprint, Facebook group, be sure to make some comments, let us know would you hire somebody back who said they made a terrible mistake? I mean, you cut down on the training, but they could also leave you again and leave you high and dry. So those are the questions that we got an answer. So, give us some.
Yeah, and let’s make sure we post this in the Facebook group so we can, let’s put the questions out there and see what we get.
Yeah, I’m really curious to see what people would people would say, so follow us along. We’ll be here at live every Thursday 3pm Pacific, 3pm Eastern, 12pm Pacific. I’m a little messed up stuff. And I will keep letting you guys know what’s going on in my world. Hopefully I know, I’ve got a golf set up for Monday for a charity golf outing. I don’t know what I’ve got the rest of next week but I’m hoping to have fewer times thinking about work and more times thinking about the future on my desk. Seth, what do you got going on? Are you traveling this week?
No, I got it, I got a bunch of time off. So, I head to next thing will be Pilla towards the end of the month. Actually excited Peter Shankman will be down there. He’s speaking get to spend some time with Peter. And no, it’s really that’s, that’s my, you know, Dad tried to get down to one trip a month. And look, as you saw from the last trip, there’s huge benefits to getting out of the office. I may take that to the 10th degree. But you know, the, you know, I think anybody who got out and went to Detroit got a lot out of it. And I find that even the, that they’re, they’re ones that are not nearly as intellectually stimulating as what we went to, but you always get good stuff and inspired by the people you meet.
Absolutely. I mean, there’s something to be said for getting out of your home state and seeing how other people are doing things, because it just opened up avenues. So that’s gonna do it for us now. Have a great week, folks. We’ll see you next week. Bye for now.
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