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109 – Malorie Peacock – Practical Procedures: Creation, Education & Implementation

By Michael Cowen — 1 year ago

On this episode of the Trial Lawyer Nation podcast, Michael is joined once again by his partner Malorie Peacock to discuss their firm’s procedures and how they implemented them. They’ll cover their firm’s journey with procedures, what to create procedures on, how to create, implement, and train on your procedures, how to achieve buy-in, and Patrick Lencioni’s Working Genius Model.

Michael and Malorie begin the episode with a look at their firm’s journey with procedures and why they felt the need to share it on the podcast. Michael shares that he drew inspiration from the book “The E-Myth Revisited” by Michael Gerber, which asserts that every business should be run like a McDonalds, and everything that can be systematized, should be. Having systems and training (and re-training) on them serves to empower your employees, ensures everyone is doing things the way you want them done, and creates a safety net so if someone leaves the firm, someone else can step in and take over where that employee left off.

Malorie then asks Michael a follow-up question- What kinds of things should you have procedures on, and what kinds of things should be left to the discretion of the person doing the job? Michaels answers simply that you need to be realistic. While he would love having a procedure for every little task, there isn’t’ enough time in the day and you need to prioritize 1-3 things that what will “give you the best bang for the buck.” Once you implement those 1-3 procedures, you can move on to a different 1-3.

If you’re feeling overwhelmed at the thought of having to practice law, run a business, and write and implement all these procedures, Michael has some good news for you- it doesn’t all have to be done by you. He’s learned that hiring and delegating things like creating, implementing, and training on new procedures to someone he trusts in his office frees him up to do other, more pressing items. Malorie agrees and adds that this is WHY you have these systems in the first place. It allows the owner to be able to take a step back and trust that things still get done the way he or she wants.

Malorie then asks Michael to share an interesting statistic that they discussed over coffee- that only 5% of employees can just figure new things out themselves. The other 95% need to be thoroughly trained and reminded continuously on how to do things the way you want. Your business systems should be designed for the 95%, NOT the 5%. While it can be frustrating to constantly remind your team of how you want things done, Malorie explains how it’s absolutely necessary to do, and if you go into it with the right mindset it takes a lot of the frustration out of it.

Regarding how detailed your procedures need to be, Michael says it really depends on what the job is. The procedure for someone in a filing or scanning role, a typically lower skilled job, will have step-by-step instructions; but the procedure for lawyers to set depos by a certain time will simply have guidelines to follow. Malorie adds that their firm procedures’ level of detail has fluctuated quite a bit, and the key to success is adapting to your firm’s current needs.

Malorie and Michael then take a deeper look at one of their procedures, for each lit team to have a monthly File Review on each case at the firm. They discuss why they have them and how they benefit Michael, then move on to how they hold teams accountable and achieve buy-in.

Achieving buy-in is the tough part. Looking at the big picture, Michael shares his firm’s “mantra” which they recite at the beginning of each meeting. If a team member buys into this mantra, he will do everything in his power to develop and support them. It’s something they look for in the hiring process and are up front on from the beginning, but if someone doesn’t want to buy into this mantra, it doesn’t mean they’re a bad lawyer, but his firm isn’t the right place for them.

Malorie then digs into the micro-level buy-in for each procedure, where they encourage feedback and brainstorm how to make the procedure better. They’ll get some great suggestions from their team, which they sometimes implement into the final procedure. They also make sure to explain the “why” behind each procedure, to make it clear they’re not trying to micro-manage the team or create unnecessary work.

After discussing some things they’ve learned from implementing procedures over the years, Michael brings up an upcoming Patrick Lencioni book on the concept of “The Working Genius Model” with the acronym “WIDGET”- Wonder, Idea, Discernment, Galvanizing, Enablement, and Tenacity. They elaborate on each of these working genius types, share the ones they each have and don’t have, and explain how they filled their team with the other types. The result has been a trusting, high-performing, complete team.

Michael and Malorie end the episode by encouraging listeners to work on building their ideal team and to start creating procedures for their firms. The result will be more joy and a better-performing law firm.

This episode also covers how to create procedures that leave room for creative lawyering, when to get rid of ineffective procedures, why perfection is the enemy of good work, how to incorporate Patrick Lencioni’s Working Genius Model into your firm, and so much more.

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Episode

106 – Malorie Peacock – The Only Constant: Overcoming Change

By Michael Cowen — 2 years ago

In this episode of the Trial Lawyer Nation podcast, Michael sits down with his law partner Malorie Peacock for her first episode since coming back from maternity leave to have a fitting conversation about change. They’ll take a look at different types of changes, including personal, business, law, and intentional ones, and discuss how to embrace them instead of being overwhelmed by them.

Starting with personal change, Michael asks Malorie how she dealt with the change of not working during her 3-month maternity leave. She shares how at first, she was a zombie (which I’m sure all parents listening can relate to), but once she and her husband got into a routine, she found it hard not to check in on her cases. And while she enjoyed her leave, she’s happy to be back doing the job she loves again, and Michael is also glad to have her back.

Michael then shares his experience of taking over the housework while his wife stays in the guest house with Covid. He had a referring attorney call him when he was trying to help his wife and sons, but he had to ask the attorney to call back tomorrow. He was nervous the attorney would take his business somewhere else, but after their discussion the next morning he realized everything would be fine. Malorie poignantly shares that the fear and anxiety we have about change is usually worse than what actually happens.

Continuing with business change, Michael reflects on his law firm growing and the inevitable turnover that comes with growth. He’s found that no matter how much effort you put into making your law firm a good place to work, there are other factors that can cause people to leave. Malorie agrees, adding that it’s just not realistic to expect everyone at the firm to stay forever. And when someone does leave, even those you thought would be with you their entire career, having the right attitude is the key to moving forward effectively.

Michael continues this topic by mentioning the book “No B.S. Ruthless Management of Profits and People,” assuring listeners that the title makes it sound worse than it is. There’s a section of the book which discusses the employee-employer relationship, saying you need to be realistic about that relationship and how people see you. At the end of the day, this is just a job for them.  Malorie agrees and adds that psychologically, it’s a good thing if your employees expect to be treated well. It means they perceive themselves as people who work hard and are committed.

Michael then shares how he copes with drastic changes. He takes a 12-24 hour “mourning” period where he lets himself feel it and vents to someone trusted. After that’s done, his focus moves to how they can make it even better than it was before. Could the systems for that position be improved? Do you need to re-think how you structure the position completely? These are all questions you should be asking yourself for each employee turnover.

Moving on to changes in the law, Michael reflects on when he first became a lawyer, and they took the money out of workers’ compensation cases in the state of Texas. Then came the medical malpractice caps and other tort reform policies. Each time, there were lawyers who refused to change and faced serious financial struggles, and there were lawyers who got creative and found ways to adapt- sometimes resulting in them being better off than before the “bad” change. Malorie wholeheartedly agrees and adds that finding a group of lawyer friends to brainstorm with has been very helpful for her in these situations.

As Michael and Malorie begin to wrap up the episode, Michael praises Malorie for her positivity in the face of change and her ability to be creative and look for solutions. It’s something she partially credits to her natural personality, but she also makes a conscious effort to find something good about the change (even when it’s mostly bad) or take the time to think about all the good things in her life. It helps assure her that the world won’t end, and this positive outlook rubs off on those around her. Michael then shares his journey to having a positive outlook on change, and the two of them exchange a heartfelt moment of exchanges with their children that resonate with each of them.

The episode ends with a reminder to register for Cowen’s Big Rig Boot Camp as soon as possible. In-person seats are already full, but you can get on the waitlist or register virtually here! We’d love to see you there.

This episode also covers why “1” is the most dangerous number of anything, why you should avoid negative people, how to overcome some recent bad case law in Texas, and much more.

 

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04 – Tim McKey – The Business Side of Practicing Law

By Michael Cowen — 6 years ago
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In this Trial Lawyer Nation podcast, Michael Cowen talks with Vista Consulting’s Owner, Tim McKey, who has been consulting on operational matters with successful plaintiff law firms since 2008.

Tim’s CPA background steers his focus toward numbers and metrics but he concedes that there is a lot more that goes into running a successful practice such as culture and human resources, which allows him to approach firms from a holistic stance. As a client of Vista, Michael shares that he has a personal appreciation for Vista’s value to plaintiff firms, which he also acknowledges has allowed him to sleep better at night knowing the firm runs smoother than ever.

Michael explores with Tim his launching point in working with plaintiff firms; and discovers the strategic decision Tim made after owning his own CPA firm, which drove him to work with attorneys in a big way. Tim also describes his passion for helping firms define success and desire to help CHANGE the score instead of just KEEPING the score as a substantial motivation. During his transition to the consulting world, Tim lightheartedly recalls how similar the process turned out to be for his first two clients; those being a plaintiff’s attorney and business at the polar opposite end of the spectrum (tune in to hear what the other business was). The process Tim uses to examine and analyze a firm is noted to work regardless of years in practice and focuses specifically on tightening up potential deficiencies within the firm and its client acquisition practices.

While being empathetic to the fact that attorneys, in general, are not introduced to business practices before setting out to run their own law practice, Michael recalls his early days in another law firm where trial and error was the modus operandi of their operations, long before he was introduced to Vista’s techniques. The difference between effective and efficient systems and processes are the cornerstone to what Tim advises throughout this episode as he offers listeners insights into breaking down their firm’s data to a dashboard view of the practice and what to do next.

This podcast concludes with Tim explaining things a step further to amplify the importance of having a project point person throughout the process of using what he calls the “public restroom theory.” It’s a wild analogy, but it hits home tremendously to anyone who tends to have lists of 100 “great ideas” being worked on by the firm. And for anyone who has felt the pain of turnover in their office, Tim talks about the mentality of “hire slow and fire fast,” along with the tools, training, and expectations being a key part in the onboarding process to set an employee up for success.

Background on Tim McKey

Tim co-founded Vista Consulting in 2009 with a vision to help plaintiff law firm owners reach their full potential. Tim has traditional CPA experience with local, regional, and national CPA firms. However, it is through Tim’s prior consulting practice that he found his passion. He has worked with many business owners assisting them with defining and attaining success in their business and personal lives.

Tim’s experience and interest allow him to assist Vista clients with developing a realistic vision of their firm into the future, creating a strategic plan to achieve that vision while working with firm owners in designing their desired lifestyle. Tim assists his clients in reviewing firm tax entity structure and accounting systems analysis, and financial reporting.

For more info on Tim McKey visit https://www.vistact.com/meet-the-team/tim-mckey.