In this episode of The Law Firm Blueprint, hosts Jay Ruane and Seth Price dive inside intake processes at Seth’s firm, Price Benowitz. They share Seth’s journey from handling client intake with a single cell phone to developing a robust, dedicated intake team that has become a vital part of the success of Price Benowitz. Whether you’re managing intake yourself or looking to scale up, this episode offers insights on building an intake structure that maximizes profitability and client satisfaction. Jay and Seth explore the different approaches required for intake across various practice areas, including personal injury and criminal defense, and discuss how adding international support has improved client coverage and saved costs.
Reflecting on law firm entrepreneurship, they emphasize the critical role of intake in firm growth and their commitment to reaching new attorneys who can benefit from this knowledge. Tune in for valuable guidance on scaling your practice while maintaining high-quality service.
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Hello, hello and welcome to this edition of The Law Firm Blueprint. I’m one of your hosts Jay Ruane, and with me, as always, is my man Seth, I never know which way to point, Seth, because I never know what your window looks like. But it’s all well and all good. We are talking-
It depends Jay.
It depends, oh, here we go, with the it depends again. Yeah, are the Yankees gonna win the World Series? Who knows?
That’s more, you go more to, so you’re saying we have a chance? Yeah,
Yeah, exactly, exactly. But Seth, we’ve been talking about intake for the last couple of months, and I have some questions for you, and so I want to talk to you. Seth Price, about intake at Price Benowitz, so why don’t you? Why don’t we start this off? Because I think it’s important that people understand sort of where you started and where you wound up, and why you went in a particular way. And I’ll do the same thing. You can interview me, but I think this can be kind of an interesting, an interesting way of approaching an intake session on The Law Firm Blueprint. So Seth, tell me about how you and- you started off with intake. Sounds to me like-
Me and a cell phone. That was what it was, you know, we started criminal only, and it was me screening for case and money. Half the time when I took it, I remember still answering the phones on Saturdays, Saturday afternoon while getting dressed to go out for the night, in my closet, taking calls and thinking, hey, I’m pulling an extra $20,000 you know, over a few calls that my competitors weren’t doing. We started, this is 19-20 years ago. There were boutiques that weren’t open on the weekends, and there were larger chop shops, as I would call them, that really poor quality, junior, junior people not knowing what they were doing, that would be around. And so we were trying to mold those two, you know, over, over time I passed that cell phone off to a guy.
Okay, so that was, that was my next question. It was literally like a cell phone that you then handed to somebody else who was going to be your assistant on intake.
They were the, they were the, one of our very first hires after an admin was intake. It was separate, that admin- she did everything from reception to bookkeeping to paralegaling, to you name it. And, but the one thing that from day one, I kept separate was intake. That was, you know, that was holy, and that was not reception. And there was a separate number on the phone, websites, that went to that number. And if somebody calls with something else, soliciting or existing client, we gotta keep, this is this line is precious. It must be left open. That was, that was the DNA of the firm from day one.
So that’s interesting to me, because if you’ve got a, if you’ve got a guy or girl who’s working that cell phone, and the phone call rings in, you can’t pass that phone to another body to pick up the second call, right? So, like, so is, this before we get there this guy? Like, is this person doing your intake? That’s a separate intake, is that like, a 24/7 job, but, like, you pay him a salary, but they got to be available whenever the phone rings.
Yeah, within reason, we should be so lucky to get two calls at the same time when you start, we used caller ID and would ping people back. This guy, the first you know, number one, the avatar after me was a guy with the gift of gab better than anybody I’ve ever met, including the two of us. This guy could, people would say, I want you in court. The guys like, I’m a 22 year old, you know, and you know, but he also had a short term memory issue, so you couldn’t remember anything that hurt. That was, that was a downside. So we forced to write himeverything down. But that said it was, you know, this before voice over, IP and all of that, ancient times. But it did, it did the trick. If you missed a call it’s like-
One of the phones like this? The cranks?
The call- the caller ID was big, and [inaudble] said there was a lot that was simpler. You didn’t miss anything, you know, if it was dinner time, you know, I always said, If I had the bat phone, you know, what, I what I aspired to find out is by having screening, which we have now, and sort of have talked about on prior shows, that person is supposed to tell you, is it worth getting away from the dinner table, which happens every once in a while, or is this one that will be waiting for you whenever? And being able to make that distinction? And so, you know, long story short, you know, we went from a guy to a team of three to a team of seven, and sort of maxed out in the years before COVID at about 12-13. There was a point at about- yeah?
And who were you hiring for these roles and what sort of training? I mean, I know I’m asking you to think back now, but like-
No!
Were you hiring for personality? Were you hiring for warm body at that point? Because you hadn’t thought about the intake process and you knew, hey, look, just get the answers, get them on the phone, and I’ll figure out how to, how to sell it. Were they doing selling, or were the lawyers doing selling, like-
For lawyers, at the end, though, our model has always been outside of PI. PI is easy, I won’t say easy, but much, much easier in that it’s a signature. There’s no money involved, right? So we’ve had Falcowitz, what’s on our series. We get it, and I will tell you that as we expanded, we’re now a third PI, that as we built the firm, that the people that did intake for Criminal did not do well for PI, and as we added PI, it’s too different. So it’s a whole nother piece. The personality is very, very different, and the skill set needed is different. It’s a, you know, my model, pre-COVID, was in office recent college grads, two year stint before law school. We’ve talked about the ad nauseum. As law school became less popular, nobody, you know, we weren’t, we- The moment we started hiring people not going to law school, we were effed.because there was no loyalty. The moment somebody paid them $2 an hour more, they were gone. And it was a different, different model, which is what forced us, January of ’21 thanks to your prodding, to build out the international team. And that’s why I love having an international layer to screen out everything. And I don’t want this to be a huge, long wait, but pick your poison right, waiting to speak tosomebody in the first place, or having somebody, bond, connects, figures out what’s viable, and getting that to a rock star, to me, is huge. You know, it’s not going to an- our answering service bill went from $5000 a month to $1000 a month. That’s for overflow, or the few minutes that we don’t take it. And the idea was leveraging overseas allowed for hours of coverage and an acknowledgement that the non PI side, the fee for service side, if a lawyer is going to close it at your side, or a non attorney sales person, that the skill set needed to sift that was probably a lot less than I was paying for when, and I would use customer service people work, I remember somebody gave me crap back in the day. I took an Uber pool, like a shared Uber, on my birthday, met a girl in the car and hired her for the, for the, for the thing, that’s how frugal I am. I was going to work. I took an Uber pool, but picked up an employee along the way, but people worked at Pottery Barn-
I’m surprised you haven’t picked up Uber shifts at night to meet more people, to see if you can network with them.
Get some reviews. And you know, I look, I actually signed up for Uber Eats and wanted to take my kids out to, I actually went through all the paperwork because I wanted them to see what, what, you know, experience that piece and just, you know, I live in the suburban bubble,even that’s impossible just to get them to join. Forget about that. But anyway, I digress.
So let me ask you a question about about your your process, because you have a large portion of people overseas, and I’m sure there’s some training.
A lot of training.
A lot of training that goes into, like the culture of the Washington, DC area, you know, that type of thing, just so that they get an understanding of, you know, you get somebody on the phone who’s calling in, and they’re 15 minutes away, but it’s, you know, it’s now an hour and a half, the people-
They’re not, they’re not getting those calls.
Okay.
Our intake, still today is intake. If you’re coming to the office, it’s a different person.
Ok, but let me-
No, no, I know where you’re going. What you’re saying is, I have battled with this, not, I would like our guys to have a cheat sheet on DC sports teams and who won last night and all of that, because I know back in the day, if we had a military call, it went to Noel. He was our double Purple Heart recipient. There was more of that. I think it’s scaled. The numbers are so great that I’m more concerned about just getting the facts off the top, right? We’re not losing people between the calls. Somebody’s going to give you a few minutes to give them the basic parameters, and then basically, whether it be a lawyer or whether it be a senior person in PI, different team, much more educated, much more sophisticated bunch, but those people fine, because they’re selling, but I think I was not honest about what was selling and what was pre selling, and knowing that, you know, I, you know, if I were to, and we had an issue, we had an awful office administrator in the days after my, my long time COO fell off his motorcycle. We made a hire right, right as COVID was upon us. We didn’t know that, and he wanted me to get rid of the recent college grads that were at like 35-40 and he wanted me to hire real people at 60 to 70 and rent more office space. Imagine if I had done that in the days before COVID, I would have been effed. So what I’m trying to do now is basically, we have, we get so many calls that come in, you know, if we’re able to get just the wants into the hands of people who then can have those more sophisticated conversations. It is a more cost effective way. That’s my current thinking is that I don’t need the very, very first person to be the person who knows all the roads around us. Will there be a moment of cringe? I’m sure there is, but that I have found it cost effective to allow for a screening level of highly trained, although not locally savvy as much, I aspire to be more every day, but that these people can get the wheat, and then I’ll put the dollar resources behind the people, once we know what is weak and what is not.
Let me ask you how you, how you tackle a problem that I think happens more often than not, when you have a large intake team and it’s, it’s the, I’m going to give you a situation. So a law clerk in federal court in, you know, western Virginia looks at a file and says, oh, I need to call attorney Benowitz and tell them that such and such has happened. So they go on Google, they type in Price Benowitz, they get a tracking number that’s associated with your intake team, and it comes, the phone call, comes right into intake, and someone says, I need to talk to Attorney Benowitz. They say, Sure, let me take some information from you. I’m a law clerk at judge so and so. I need to talk to Attorney Benowitz. Can you tell me about what type of problem you’re having? How, we you know what I mean, like, because that could really tick off-
Well, like, no, because what, what is clear is, once it’s identified that it’s not a potential case, they immediately disclose who they are and what they’re doing, and it gets somewhere else. And if anything, we get like, wow, I’m not used to that, because-
So what do they say? I’m an intake person?
Yes, you know. I you know this is, this is our intake hotline. It’s for, reserved for incoming calls. Let either let me get your information, I’ll send it to him, or let me transfer it over. But from day one, we had the cell phone. That was my attitude. It gets gets sales people off the phone. You know this, this is a precious number. And look, talk about systems. They aren’t trained in all that other stuff. They know, media calls, they send an email to these people like, you know, they but you know, and they’re supposed to ask them, look, you get this. Everybody watching this. How many, what percentage of your calls that are media calls are truly to gonna get you on air that night, or somebody wanting to sell you ad time?
I’d say it’s 99% selling at time.
So there, the question is, are you on deadline? And is this a sales call? Because if they’re a reporter, they’ll say, no, this is not. Versus if it’s a sales guy, you get some wishy washy answer, and by the way, 90% of them seem to come from the Seattle area code. So know that Seattle is going to be a sales call. So you know it is a, again, I have a hot mess, PI, and Criminal and Family, they’re all these different areas, and they have to keep track of a bunch. But that’s why I moved to Salesforce years ago. I needed that level of sophistication.
Do you have people that just do criminal or just do family, or just do PI intake, or do all sort of intake people do any type of law that you have?
PI is its own pod, which, and a much more sophisticated pod, one third international, two thirds domestic, versus everything else is now 80% International, 20% domestic.
Gotcha, and then here’s, the final question I have for you is, how do you know when it’s time to hire more people in intake?
I, you know, to me, they don’t have to ask me twice, especially on an international I’m like, sure. In fact, what I’m constantly saying, and I probably, is that I’m always asking, who is underwater, who is not performing? Is there a person that, if you, if you had- this is the issue. And again, if you told me to go back, what I always remember in growth mode, the worst thing. And you know this, if you have somebody who’s not performing, it’s bad, right? You want to let them go, because they are not hitting, not just close to your stand- they are well below. They shouldn’t be with your team. But if you let them grow, and you’re growing, you’re completely effed, yeah, now you’re two people down. You need a person. You don’t have them. And so that is why I will almost never say no to a new hire. If you can get it. It is a constant machine to fill. It’s like a drug. And my feeling is, every person I hire makes me more money. This, this isn’t like, you know, if you have two people and you get a third, what does that do? It allows you to take more there, and then for you to have an honest conversation of those three, is there one that’s not making the cut? And-
I mean, and that’s the question, I mean, when’s the best time to fire somebody the first time you think of, think of it.
Right, but with intake, and it’s, I’m only now getting to this point, 20 years in, my 30th person where I’m actually at the point where I’m like, You know what, we have the bandwidth. And I remember our head of intake who’s wonderful. We should have on the podcast sometime. She’s, she’s, she’s not forward facing much, but she is incredible. And I would say to her, she had some, really one or two bad situations where we didn’t have that extra bandwidth. I’m like, take a shot. You know, at the time, she had 20 some odd people. I’m like, It’s okay. You’ll, you’ll get through it. And she’s like, oh my God, this was so liberating. If somebody is really not doing what they’re supposed to be doing, this isn’t a close call. This isn’t like, I don’t like that per-. This is somebody who’s like, and you’ve been there, I’ve been there, but unless you are, quote, unquote, overstaffed, you can’t do it and you’re stuck with them. So we talk a lot about, like, how much you’re in the business, how much you’re out of the business. And even when you get out, and you’ve tried to get out a few times in the time I’ve known you over the last few years, and you’ve been sucked in when a person, two, or three gives a resignation letter. Right, now, if you had four extra lawyers, that wouldn’t be the case. But then your economics are thrown off. To me, this is one of those places, easier advice to give then to take, but if you’re able to excess higher in this space, first, 80% of the time, it’ll never happen, because through natural attrition, as you’re building you’ll lose a person by the time that gets there. Second, If they’re there and you have an honest conversation with yourself, you likely have somebody that you’ve outgrown and need to move on from possibly, right? And then finally, God forbid, if you’re in growth mode and you get an extra person and there’s a second of breathing space, God forbid you get to add some extra time for intake, for reviews. God forbid you get to make some check in calls with prior clients. You will never not have a monetizable use of that person. So to me, it is like a drug, and the more good you can get with the correct supervision, because then the same stuff we’ve talked about in other segments of our show with ops, unless you have management, there’s a moment like six, seven intake people, where all of a sudden you have a person who’s not on the phone. What the hell? I’m paying for a whole body that’s not talking to people. I’m like, that’s crazy. But if you don’t, it doesn’t work. And then you get to a point where, not only again, later, when you have a person who’s not, who’s not on the phones, and then multiple managers beneath them, that’s when stuff now, the advantage of that is when stuff really hits the fan, you have that extra capacity. If somebody quits, you’re not sitting there with the phones not being answered, but those are life moments when you get to the point where there’s a non intake person as part of that team, where first it starts the player-coach, and then as you move on, there’s a person who’s really not on the phones, who’s just hiring and training, then I feel like you’re really getting somewhere and you have the ability to hire more, because until you get to that point, who’s doing the hiring, who’s doing the training, if you can’t answer those questions hard, what are you waiting for, from [inaudible] from heaven to happen, to fall into your lap, and then hope that they figure out the wiki that’s sitting in the office that hasn’t been updated in two years? So, and I can’t tell you, even at my level, the number of times there’s something in the wiki, I use that as a Jay term, but something in our Salesforce that isn’t really what I want done, and it takes on an effing and life of its own. So the more that you have a person that you trust as that deputy to make sure that it doesn’t go running off the tracks, and it’s not, it depends. But rather, there is a set of Jay systems and rules in place. You’ll be better off, but it is that extra bandwidth to manage the team and that you live and die by that person. I’ve been there. I was in the desert. I had a guy who was off his meds. It was awful. Had two, you know, over the years, and when you find a great one, you hand, hang on for dear life, because you know a bad one. We see our numbers in retrospect. You don’t know why your numbers are down. You’ve talked to me. I’ve talked to you at times when you’re like, yeah, it’s not a great month. And I’m guessing, if we were to go back and play that over the last seven, eight years, that you and I have talked regularly, that if we played those things and you correlated it with whoever was in charge, whoever your senior person was, pretty good chance they were not as good as you thought they were.
Right. Well, and that’s the thing. I mean, you know, there’s a lot of attention. You know, as lawyers, we think a lot about delivering the client services, filing the right motion, making sure that we’ve buttoned up and shepherdized cases and that type of thing, but the intake and sales is really the oxygen to the law firm. And if you don’t have that firing correctly, you’re really going to be in a bad place. I mean, you need to. And I, and this leads me to a bigger question, is that, and maybe we, maybe I shouldn’t even ask this question, because. It’s going to be a whole nother show, but
Tease it, we and we can talk about it later.
So here’s the question. I had dinner two weeks ago. My father won a lifetime achievement award from our state Criminal Defense Lawyers Association. Very nice. You know, he’s been doing this for 47-48 years, and, and they and he got up, and he got to give a speech, and I’m sitting next to my my my brother in law, who happens to be an attorney, but he doesn’t practice law. He’s, he’s in a Fortune 500 company, and they’re on the director level. And, you know, we were talking about just the practice of law, and my father mentioned in his, in his acceptance speech, about how law, you know, back when he started in the 70s, law was a vocation, and now it has become a business. And I, you know, I said, I think that’s a shot at me, but it is what it is. And I turned my brother, I said, You know what it has always been a business, just it was a lot easier to do business when there was no competition and no advertising, and everyone just passed cases back and forth.
Or it was a business and you didn’t know it. I mean, like, think about that was a business that almost went under for your dad, story for another day.
But that’s, but that’s the point of my question. Are we in an echo chamber? Because, Seth, I’ve known you now for 15 years. We’ve talked about the same stuff over and over. Yes, in the last decade, there has been an explosion of Facebook groups, podcasts, mastermind events, seminars and all of that stuff. But guess what? I see, for the most part, the same audience at all of these things. I mean, there, there are, there are always some new people who show up, and there are some old people who have left. But the legal entrepreneur, business focused, law firm owner in the fee for service, or small law firm space is a very, very small community that basically is spouting out the right things that they’ve learned and helping each other navigate this and build business, but there is an entire cohort of lawyers that don’t care to know anything what we know, are perfectly happy getting one or two referrals a week or a month, working those files, maybe writing a Will this week, next week, doing a bankruptcy, and they’re perfectly happy with doorway law. And are we in this echo chamber, unable to see that there is something that you can gain from just not scaling your law firm, not building a business. And are we? Do we get sucked into this echo chamber where, hey, it’s the same faces, the same people posting on LinkedIn and running events.
Jay, I don’t know what happened to Jay, the somebody got, no-
No, I’m reflecting on-
I did look- I don’t buy this thesis at all. I would say first it is there, there are more different groups that you don’t, we don’t even know about. We just interviewed a, recently a woman who’s doing this from Australia.
Right, and that was news to me.
And our original co host, when we started this podcast during COVID, has figured out that online, there’s a bunch of people that never leave their house and want to get their coaching that way. And there was, meaning and if you looked at how many, you know, they just got sold, but how many Find Law reps that were the old West Law reps that went in? And that was, so to me, no, like I would say that if you look at the average number, like average median income of a, B to C lawyer in this country, I mean, I’ve seen numbers that I haven’t seen in a few years, but couple years back, it was like 60k.
Right, I think Clio’s trends is like 75 this year.
Right, right, right. So look, and I’m not making a value judgment, but I’m just saying you call, in our little echo chamber that’s not a viable number, that if anybody shows up to a John Fisher mastermind and goes there three times, I guarantee you that they’ll be at $400,000 minimum as a number. I use that as my number because its the SEO cutoff number. But the idea is that there are certain basic fundamentals that if you put them together, do, now again, no value judgment if somebody wants to stay a pure solo great, like but what I’m saying is we now have tools and abilities and things that will help you if your goal is to make a, either a better living, a higher profit margin. We you now are at least an educated, to quote the old Sy Sims, right, educated consumer, so that what you, as a business owner, you can decide what’s right for you, you want to stay solo, a single lawyer now, second lawyer, as John Fisher has done, ironically, great. You want to build to a regional criminal shop like you. Great. You want to be a numb nut like me, and have all these different practices. But it allows you to, just the fact, and we’ve talked about this offline and on prior shows, the fact that people are focused at that, as they grow a firm, that it’s not just a receptionist or an office admin, but that you’re moving towards some sort of law firm administrator, a director of ops. The fact that’s a thing is allowing people to then decide, do I want to spend more time working on the practice of law? Do I want to, as you know, as one of our guests, talked about work a five hour work week. It gives you options, and you want to keep doing things the same way, but at least you’re making an educated decision as to how you want to run your firm, and that that is the advantage. And I think the echo chamber is a negative connotation. I would like to think of it as the people that are going out there and getting themselves educated and networking with people and learning and growing as in their tribes, that what I’ve seen across the board, places that we like, things we don’t, all these different tribes. I’ve seen people. I can name a person in almost every one of these different tribes that has gone from nonsense, making 10s of thousands of dollars a year to a very successful, often seven figure, you know, plus firm, and doing things on their own terms. So again, if your dad had access to that and had somebody helping him behind the scenes, you may have been taking over a much more substantial firm than a guy who, frankly, didn’t have choices, did, couldn’t pivot, and when things got tough, thank God you were there, because, but for the grace of God, that was an early retirement.
Yeah, and, I mean, it’s just I’m curious, because, you know, I see the same people in my LinkedIn feed, and maybe that’s a function of the Google and the LinkedIn and the Facebook. I see the same faces posting the same things. And I’m just thinking, there’s a whole world out there of lawyers. Because think about, let me, let me, let me just finish my thought. Because you and I both know that we have run into people who’ve been like, oh my god, I heard your podcast, and then I listened to 150 of your episodes, and it blew my mind. And then I did this, and I did this, and it’s like they’re, you know, they’re just drinking from a Firehose, and they’re loving it and that type of thing. And we’ve opened up their eyes to how things can be, and that’s great, and but I’m just wondering, like, how big of an audience is out there for this message? If I keep seeing the same things or same people over and over again, I mean, Marco Brown, Tom Tona, John Fisher, Mario Godoy. mean, I’m seeing these market leaders who I respect.
But those are the leaders in the space. Look, when people post, when I post things in legal space, they’re getting anywhere from 1000 to 6000 views. That means there are people out there that don’t have the voice of a Tona or Marco Brown, or these people that are really interesting and creative and out there and sort of and becoming thought leaders in their space. But there’s also tons of people out there who are, you know, trying to get through life with a wife and kids, or a husband and kids who are building their firm, and they take, they listen to an episode, and they grab some value. I mean, you know how many lawyers are out there, statistically? And I think that there’s a group that likes the in-person, and we see them over and over again, but there are entire, entire virtual tribes that that play within their own closed Facebook groups that you never see.
Yeah, that’s and that’s what I’m wondering. Like, how can we, how can we scale this to get more people to realize these resources are out there? I guess this is my ploy. My, not my ploy, but my, my ask of everybody who’s in the audience now is, you know, there are lawyers in your market who want to do better at running a business. Maybe you’ve mentioned this to them over coffee, or you’ve seen them at a courthouse, and they, you know, they, you talk about, oh, you know, I was trying to, I did some advertising in Google. It kind of went nowhere, or something like that. What I’m saying is, hey, if you’ve gotten something out of this, help us find more people. Because I want, I want to hear from the next generation of people, because, look, we built a foundation. I’m not going to, I’m not going to, you know, [inaudible] about how great I am. But you know, I my time is almost done in what I can iterate and give to people, but the foundations that we can start as legal entrepreneurs, imagine if you were just, if you were 25 years old coming out of law school now, how many more resources you have and how many more opportunities you have. I want to talk to those lawyers. I want to talk to the person who’s 35 who’s been doing it for five years, and is saying, hey, look, I need to find something out there. And opening the door to these resources that are out there is a great opportunity. So folks, if you’re hearing this, share this far and wide, because I want to do a session. You know, we’ve done intake. We’re talking about AI in the coming year, but I think in the second or third quarter of next year, Law Firm Blueprint should be focused on talking to people who are literally just starting out, and where they’re getting their inspiration from, and where they’re getting their, their ideas from. Because we found each other in the back of a conference room, because that’s how Seth and I met. Like we met as everybody else was talking up front. We were like, well, how about intake, how about marketing? What about Google? You know, that type of thing. There’s other people out there. I’m just wondering where they are, because we’re seeing the same names all the time.
You know, but, couple things, I mean, like, there’s a lot wrapped up there. But I would say one thing, that’s that, that I would say that, and you’ve said this before, it’s what we do, is we like it, so we do it. I have friends who are practicing lawyers outside of, you know, B to C law. They’re not built for this. I remember I got into a fight with a close friend of mine. He couldn’t decide if, years ago, 12-13, years ago, should he be on LinkedIn or Facebook? I’m like, both, MF, like, you know, it’s like, he’s like, well, I hear this, LinkedIn is really better for business. Like, no. Facebook is where you even if you’re a civil litigator and you’re able to connect with somebody who’s going to give you the business! Nobody’s going to like look you up on LinkedIn, say, I need a civil litigator. You’re a dime a dozen. But if somebody knows, likes and trusts you and has a connection from from work or a religious institution, whatever it is, you know you’re going to bond. So to me, I think that we have great resources. We do it because we like it. If somebody sees value great, but I wouldn’t make the value judgment that they should go that way. I see some people coming up where I’m, you know, and we go to a mastermind, somebody’s like, all excited about building a firm. And there are times when I can play chess a few steps ahead and i’m not wishing this on them, I’ll give them as much support as I can. But they’re not this, the stress, you talk about this. It’s not a lifestyle for everybody, and that there are times when, if you can go and get a paycheck and a number that makes you happy, and a spouse gets, and you’re able to, you know, shut it off in a certain hour and build a great life and career. God bless, it is, you know, for the beautiful mind that’s all over the place, it suits my ADHD well. But like for a lot of people, this is, this is no way to live.
I wonder. I wonder if there is an ADHD component to law firm entrepreneurs. I know, I know I have it. I know you have it. I know a number of people in our roles. You know, we have this thing where we’re going 100 miles an hour in five different directions, and yet we’re able to keep the balls up in the air, juggling them. And I’m just, I’m just wondering if-
Well part of of it’s, think about the que-, we just talk about all the things that make up this show and a law firm, right? We got, we got intake, we have ops, we have the legal production, we have the marketing. I mean, think about it. Who, in their right mind is going to start out and say, I’m going to figure all of this stuff out and keep those balls in the air. And that’s, I mean, it’s what I love about it. But just, you know, it is, you know, there are people that are, as you sort of started out with, who say, look, I want to do DUI law. I got enough people are going to refer to me. I’m going to make a living. I don’t need to scale it that much. Maybe I’ll do a little Google. Maybe I won’t, but I don’t need to go beyond that, and I can have a perfectly great career and life.
Yeah, I don’t know. It’s interesting. I mean, it’s, so all right, folks, I guess it’s a bit of a therapy session.
It’s how we started out our show, we’re back to it.
Yeah, and maybe. And folks, that’s going to do it for The Law Firm Blueprint. We’re done. This is our last episode. I can’t do that. There’s always stuff to talk about. But, I mean, that’s really the thing. I mean, the question is, is, where do we go from here? I’d like to think we have some good opportunity, but we’re always looking for feedback, so please give it to us and please share the show, let people find out about it, because if we can help one more person I know, Seth would appreciate it. I certainly would too, my role in life, I found, is to be like Johnny Appleseed, give as much away as possible, because if I could be a man for others, I can, I can, I can sleep happy at night and die with with a smile knowing that I was there for my family and there for other people that needed help. So I guess that’s a long way of saying that’s going to do it for this edition of The Law Firm Blueprint. Thank you for being with us this week. Of course, you can take us anywhere you want to go by taking us with the podcast edition, which is available wherever you get your podcasts, be sure to give us a five star review. I’d like to get 10 five star reviews this week, so just take a moment and give us that review. And of course, you can catch us live every week, 3pm Eastern, 12pm Pacific, in the Law Firm Blueprint, The Law Firm Blueprint, which is a registered trademark now Seth, Facebook group, as well as live on LinkedIn, on their Seth’s profile.
By the way we need to flex a little bit. There are a bunch of people, who have been invading our mark.
Oh, I, trust me, I have a whole bunch of cease and desist letters ready to go out.
Or just send the first I, start with the nice one, saying, hey, we got a mark. Would you mind? Like, I’ve been the recipient of it. I don’t know. Maybe it’s the wrong, maybe the only way to do is that way. But I think a nice, by the way, email is not the worst thing in the world.
Definitely not. We have the mark. We have the R ball. Let’s, let’s, let’s flex our muscles. All right, folks, that’s going to do it for us. Thank you so much for being with us. Bye for now.
Transcribed by https://otter.ai
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