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In this episode of the Trial Lawyer Nation podcast, Michael Cowen sits down once again with his Chief Marketing Officer, Delisi Friday, to discuss law firm growth and how they’ve scaled their firm over the years in the way that best suited their goals.

The pair begins the episode with a look at the motivation for their most recent hiring expansion and how they knew it was time to grow. Delisi shares her frustration on the marketing and intake side, where she would receive a new case and have to decide between overwhelming an attorney with an already large docket or rejecting a case she would normally accept.

Michael echoes this sentiment and adds that rejecting “bread and butter” cases from referral partners was hard to do at times but needed to be done to ensure that the proper time and care was being put into existing cases; and that his staff was not going to be stretched too thin. This is how they knew it was time to hire 3 new associate attorneys.

“I always want to market our firm honestly, and I want us to fulfill our promises as well.” – Delisi Friday

Following this, Delisi asks Michael how he knows when the firm needs to grow and how to figure this out. Michael breaks down his answer in two points:

1. “If I see the workloads on my people are becoming unhealthy.”
2. “If [I’m] having to turn down things [I] wish we could keep,” paired with asking yourself, “Am I having to turn down enough things that justify hiring someone else?”

Adding onto these points, Michael says he saw that his firm was at the point where they had to hire more lawyers or start saying “no” to cases at a rate that he felt would damage his referral relationships. To this, Delisi brings up the firm’s weekly docket discussions. During these meetings, she not only brings up the number of cases on attorney dockets, but also the phases of those cases to properly assess if they have the bandwidth for more cases. Michael then discusses doing something similar in his monthly attorney development meetings and adds that a further challenge is getting lawyers to trust him enough to tell him when they are overwhelmed.

“I have to prove to them that I’m worthy of their trust … [by taking] steps to help and not punishing them for being overloaded.” – Michael Cowen

Delisi then asks Michael how he decides how he’s going to grow, to which he explains why he looks for what the pain points are and what type of hire would resolve them in the most efficient and logical way. This leads them to discuss the pros and cons of hiring an experienced lawyer, which has historically not had the best “hit rate” at their firm. This, according to them, is due to the firm’s established culture, procedures, and systems, which many experienced lawyers may find difficult to adjust to; having been trained in and working under different systems and procedures beforehand.

“I can’t do legal work, market the firm, and run a 33-employee firm.” – Michael Cowen

Michael then touches on the fear associated with growth; more specifically the fear of letting responsibilities go. He goes on to say that finding and hiring the right manager to cover those responsibilities and run with them is essential. By hiring and promoting the right people, such as his firm operations and intake managers, Teresa and Delisi respectively, most of those fears and anxieties have subsided while productivity and efficacy have only increased.

Building from this conversation, Delisi asks Michael what he’s learned along the way from scaling his firm and his advice for other lawyers, which he breaks down into 3 main points.

1. Do you want to grow?
2. Is this a temporary bump, or do you have a sustainable flow of business where it makes economic sense to grow?
3. Do you have the cash flow to grow?

Throughout these points, Michael notes that growth is not for everyone, and it’s not the only way to build a successful and profitable practice.

“You should grow if it’s going to fulfill you, and if it’s what YOU want to do.”– Michael Cowen

Delisi then adds how every year, they seem to bring in roughly the same number of new cases without even realizing it, month-to-month. Michael clarifies that while this doesn’t sound like growth, the value of those new cases grows with each year, which reflects the growth model his firm follows. This is tracked through a concept learned from former podcast guest Chad Dudley, called the 5-Star Case Rating system, which assigns each case a star rating based on a variety of factors, and helps to accurately analyze a lawyer’s docket and the firm’s entire case load.

“We may have the exact same number of cases that we did last year, but the type of cases, the quality, and what our projected attorney’s fees are going to be vastly different.” – Delisi Friday

Michael then shares that growth isn’t always about adding more lawyers, but frequently requires more paralegals, marketers, or other positions. This leads Delisi to dig deeper into the onboarding and training process for all these new hires, especially the young lawyers.

Michael answers candidly, sharing how large the time commitment is to bring someone completely new and inexperienced up to speed. But, from his experience, the more time you put in up front, the better the outcome is in the long run. He elaborates on this sentiment by sharing his lengthy 3-step deposition training process with new hire lawyers, an incredible training strategy which everyone considering hiring young lawyers would benefit from hearing.

Delisi then references Chad Dudley’s podcast episode once again, sharing his fantastic quote about how being a great tennis player doesn’t necessarily make you a great tennis coach. This leads Michael to share that, while he’s a great teacher, he doesn’t see himself as a great coach, something Delisi commends him for realizing.

“We have a promise we make to our referral partners that if you’re nice enough to bring us in on your case, we are going to do the case to this standard. Which means I have to enforce those standards at my firm.” – Michael Cowen

Michael and Delisi then discuss some of the challenges they’ve faced when hiring new lawyers. For the most part, it boils down to setting expectations and being willing to have tough conversations when those expectations aren’t being met. This has led them to their current strategy of hiring 3 lawyers who are all relatively young in their careers, something Michael has been very happy with, citing their energy and willingness to learn and adapt.

Delisi agrees and adds that these associate additions have required the senior attorneys to communicate more with each other, which has led to more idea sharing and even a hint of competitiveness, which has been fun and rewarding to see.

The pair wraps up the episode with their final thoughts on law firm growth. It’s been a wild, scary ride, but if you plan for it and grow at a rate you can handle while keeping an eye on your finances, it can be very rewarding.

This podcast episode also covers how to know when and why your lawyers are overwhelmed, why Michael likes promoting paralegals from within, a look at some of their past hiring mistakes, and so much more.