Leadership In Law Podcast

32 From Chaos to Profit with Scott Beebe

• Season 1 • Episode 32

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What happens when you blend the experiences of a telemarketer, pastor, and drug salesman into the world of law firm ownership? Scott Beebe, the founder of Business on Purpose, shares his unique journey and insights on overcoming chaos in business. This episode unpacks the four pivotal pain points—purpose, profit, process, and people—that law firm owners face, and how Scott's diverse background informed his innovative strategies. Tune in as we explore the parallels between building a successful law firm and the recruitment tactics of Division I college football programs, emphasizing the power of a purpose-driven culture in attracting top talent.

We also challenge the stereotypes surrounding Millennial and Gen Z work ethics by examining how workplace chaos—not a lack of desire—often drives young professionals away. Discover the impact of clarity and organization in a law firm setting and how transforming chaotic processes into streamlined operations can turn a firm into a sellable asset. Scott Beebe's expertise highlights the art of documenting processes to enhance firm value and ensure continuity, offering invaluable advice for law firm owners looking to build resilient, thriving businesses. Join us for a conversation that promises to reshape your approach to law firm management and succession planning.

Reach Scott here:
https://mybusinessonpurpose.com/healthy


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Speaker 1:

Welcome to the Leadership in Law podcast with host Marilyn Jenkins. Cut through the noise, get actionable insights and inspiring stories delivered straight to your ears your ultimate podcast for navigating the ever-changing world of law firm ownership. In each episode, we dive deep into the critical topics that matter most to you, from unlocking explosive growth to building a thriving team. We connect you with successful firm leaders and industry experts who share their proven strategies and hard-won wisdom. So, whether you're a seasoned leader or just starting your journey as a law firm owner, the Leadership in Law podcast is here to equip you with the knowledge and tools you need to build a successful and fulfilling legal practice.

Speaker 2:

Welcome to another episode of the Leadership in Law podcast. I'm your host, marilyn Jenkins. Please join me in welcoming my guest, scott Beebe, to the show today. Scott is a certified exit planning advisor, founder of Business on Purpose and author of Let your Business Burn. Stop Putting Out Fires, discover Purpose and Build a Business that Matters. Scott hosts the Business on Purpose podcast, sharing real stories of how he and the 10-person BOP team are working with business owners and their key leaders to build people, purpose, process and profit, installing the Business on Purpose roadmap to liberate businesses from chaos and help them get their lives back. I'm excited to have you here, scott, welcome.

Speaker 3:

Thanks, marilyn, so grateful. Thank you.

Speaker 2:

Absolutely. I'm excited to talk about your system. Can you tell me a little bit about how you got started?

Speaker 3:

Yeah, happy to. I kind of tell this joke that way. Back right after we got married, my wife and I I was a telemarketer, a pastor and a drug salesman, so it sounds like the start of a really good bar joke, but I've kind of buried background in all of those things, believe it or not. And then in 2013, I was asked to lead a really, really small non-governmental organization working in Nigeria. We'd been working in country there for a long time and I was asked to lead that little NGO and so led it a couple of years and it kind of had a board meltdown and I wasn't a member of the board, I was just, you know, obviously had to give response to them, but ended up that job just dissolved, it went away and so started in this 2015,.

Speaker 3:

We started business on purpose and started with really two clients, both contractors, and just started to help them build out their vision, their mission and values, which seems like surface level stuff, but we had a really integrative part that we had started to build in that and then that expanded into the systems and the processes and now what we call four pain points that every business owner deals with, and that's the purpose pain point, the profit pain point, the process pain point and the people pain point. It doesn't matter who we talk to. It seems like every single person who owns a business, and especially law firm owners, deal with those four pain points all the time.

Speaker 2:

I can absolutely imagine that. Absolutely, it makes a lot of sense. Processes we obviously do a lot with SOPs and that sort of thing. So it's all the processes are down. But yeah, the people is another issue and one of the things that you had mentioned in your as how to attract people, like a division one college football powerhouse. I'm intrigued how do we attract the right people and A players?

Speaker 3:

Yeah. So I had the. I had an opportunity to play football at the university of South Carolina way back in the day this is before the giants that play on the field now and back in the mid nineties was playing there. So I got insight into that world of division one, sec football, recruiting, all of that. So I got to see that. And then I went back a few years ago and they had built about a 50, 60 million football operations facility and I walked into that and I'm like, oh my God, this is another level, it's a completely different level. I mean, our gym was in the bowels of the building, like all the stuff that you would think about. You walk in now and it is Taj Mahal for what these guys get to go be a part of those sorts of things. But when you start to look at it and you walk into a facility, you realize that the football staff is not waiting on students to come to them, student athletes to come to them. The football staff has entire departments, has entire rooms and entire staffs devoted to nothing but outreach, outreach and trying to create an environment.

Speaker 3:

And we call it culture. See, we ripped off the term culture. We think culture is a business term. It's not, it's a science term. So business stole culture from science, and so we call things culture. And really what we mean when we say we want to have a great culture is we want to have a culture that attracts great people. That's really what we mean. The problem is is when we don't intentionalize our culture, then we just attract random people. And so building a recruiting program like a college football program they've got a room devoted to it, they've got curriculum devoted to it, they've got messaging time schedule All of these things are devoted to outreach and recruiting and finding the next people, rather than small firms just sit back and go on. I guess we just need to put out another Indeed and see how it goes.

Speaker 3:

No, no, no no Preempt that, start proactively going. After that, we just hired two coaches in the last two weeks. In our business we're not a team of 12, by the way, I heard you say that 10. It's like man. We need to update that. We're a team of 12 now and we hired these two coaches and I'm really happy to say I'm not saying that we won't ever do this, go out to search firms or Indeed or things like that but so far, with our full team of full-time W2 coaches these are not 1099s, these are full-time, professional coaches. We have not put an ad out yet Because what we've done is we've tried to create a culture that messages what we do and at the moment we're ready to bring somebody in. We start tapping that network to go find it and then when that those people show up, we've we're we've got something to show them that it's not just a oh yeah, we've got a job role. I got off the internet and hope you like the people here, no no, no, no.

Speaker 3:

It's much more proactive.

Speaker 2:

Plus, they already know about you because you have been putting it out to your network. That's right. That's right, and they know your culture.

Speaker 3:

Those should be your biggest salespeople to your culture, your team and the people who are your clients. Your clients should be an amazing network for you, but usually we just bypass them. We go straight to Indeed and then we wonder why the candidates don't come in. We don't really like them, you know.

Speaker 2:

Yeah, yeah, that that makes a lot of sense. I like the idea of of you know the going out to your network and making sure your network knows your culture. And that that definitely makes a lot of sense. And and clients as well. I mean I think people get uncomfortable asking clients for referrals much less, maybe a referral to a new employee but, it does make sense.

Speaker 3:

They know the inner workings of what you're doing and how you do business. And, marilyn, we need to start tapping in on human kind of human nature and a human's natural desire to want to help. If somebody calls me and goes hey, we're looking for a role, you know anybody? I may not know anybody, but I'm really glad you asked, like thank you for trusting me to be in a position where I can be a helper. We all naturally want to be helpers to some extent, but we don't give each other the opportunity to do it, and so we need to start there with our internal network.

Speaker 2:

Yeah, I agree, because I think you know it's not even part of the law of reciprocity. You're doing a good job for them or you're helping them in some aspect. They're going to want to help you and, like I said, human nature absolutely so.

Speaker 3:

College football coaches are really tight. With high school football coaches they're not tight oh yeah, with with indeedcom, or putting out services, whatever they're tight with high school football coaches. That's who they know, and so that's the network.

Speaker 2:

They work and they reach out to those networks, get those people and the coaches will yeah, then they know what kind of program that they're referring the kids into.

Speaker 3:

That's right, that's right yeah.

Speaker 2:

I had some experience with that in basketball and yes, it's very tight network and everybody knows everybody.

Speaker 2:

So it's you know it is a really good, interesting process and thinking about people now. So we've talked about processes and getting people into the position. When we're looking at it, one of the struggles that I know that a lot of businesses have is Gen Z, and how do you navigate, using, you know, getting Gen Z into a company that helps to, you know, excite them with we're not talking quiet quitting. They're engaged and they're helping to build and want to become a leader of the business.

Speaker 3:

Yeah, so I could go on for hours about this topic. You even brought up the term quiet quitting. I remember that. I remember all the sort of the pandemic era terms as it relates to employment, and here's what we started to realize is when we started to go back with all the clients that we work with and find out who were the people that were leaving during that time, and we couldn't make heads or tails of it. Why were you leaving? Like you needed a paycheck. I don't understand why you're leaving. Anybody that left left an environment that was chaotic. Everybody else who stayed stayed in an environment that was clear, and so if you put this sort of clear or clarity and chaos continuum together, you'll realize that it wasn't that people were just randomly walking away from their jobs. That's usually what we get from sort of the news is oh my gosh, it's randomly happened.

Speaker 3:

No, no, no, no, it's not randomly happened.

Speaker 2:

Well, it's a broad brushstroke, is what they want to pay for us instead of giving us the data.

Speaker 3:

Yeah.

Speaker 3:

And so here's the data. We looked back because we kept hearing this phrase nobody wants to work anymore, nobody wants to work anymore, especially the millennials and the Gen Zers and the alphas and all these people. They don't want to work anymore. And so we went back and we did some research and we found out that there were articles, either in the headline or in the body of the article, dating back to 1894, declaring that nobody wants to work anymore. And so come to find out this isn't a novel issue, this is simply life and humanity. And so here's sort of the bomb drop. And then I'll give you a couple examples of this. The bomb drop is this Is it that they don't want to work anymore or they just don't want to work for you because you're chaotic? They don't want to live in your chaos, they don't want to embrace your chaos, because in the economy that we have now, in fact the day we're talking, the economy is like roaring, you know, if you just look at it, by the numbers and the jobs that are available and all that. In the economy that we have now, people have opportunities for jobs, and I will make the argument, because I've got three of these that grew up in my house that there are folks in their 20s who want to work. They really, really want to work. It's not that they don't want to work.

Speaker 3:

So here's a couple of anecdotal stories. Number one my son, who is at the time of this recording, a senior in college. He runs over the summer. He ran 400 to 500 miles over the summer, ran with his feet, his two feet. He is a collegiate runner. And so you want to tell me that he doesn't want to work, he doesn't want to put in the hours, he doesn't want to grind. I've got another son who's a sophomore at university. When he comes home to our house for breaks he barely makes it in the front door to tell us hello before he's out in the garage with his coveralls on and his welding equipment and he's welding things. He wants to work, he wants to get his hands dirty. He's not, he's not anathema to that.

Speaker 3:

And then, just this last week, we had dinner with a young couple that had just moved our town and they brought a friend. Friend sits down. We get to talking to him and come to find out. I won't tell you his name, he works for the military, but he is a Chinook pilot the twin rotary helicopters huge ones, those massive ones that you see flying over. He flies one of those and we got to talking about it and I said hey, man, how old are you? He said I'm 23. Yeah, oh, you're 23. How old is your co-pilot? She's 25. I said how much does a Chinook cost? He said $50 million. I said so they got two guys in their mid-20s who are fully in charge of a $50 million piece of equipment that is hovering above the ground. He's like yeah, now there's a whole other story about checklists that are a powerful part of that story.

Speaker 3:

But you want to tell me that guy didn't want to work. I got 20-year-olds all around me who want to work. The reality is that they just don't want to work in chaos and I hope this isn't offensive to people who own law firms. But I will be honest. In our work in the last 10 years, the biggest offenders of chaos are doctors, lawyers and architects. I hate to say it. We ran a whole program just for architects.

Speaker 3:

Why is that? I think there's two reasons. Number one is to no fault of your own. As attorneys, you were never taught business in law school ever. You might've had a cursory something or whatever, and if you weren't taught business there, you probably weren't taught it in undergrad and you probably weren't taught it in high school and so, to no fault of your own, nobody's ever showed you how to run a business, because the business of law and the product of law are two totally different things. I could take business of a law firm and replace the product of law with the product of architecture and still sit it on the foundation of business, because business foundation is different from the product foundation. So those who want to work with not only Gen Z, millennials, alphas, whoever, but across the generational continuum, need to have a business of clarity versus a business of chaos.

Speaker 2:

Okay, that that makes complete sense. Yeah, now do you find that? So, looking at the fact of chaos or clarity in law firms maybe I see that you're you're equating attorneys or architects as well Do you find that there's more clarity if they have, like an office manager or general manager type position that kind of that understands business?

Speaker 3:

Yeah, the only way there's clarity is if you have people in the firm who are committed to taking all the processes that just float right. We just got done working. We're actually bringing on an outsourced paid ad marketing manager for our business. We've never had one. We tried, but we get rid of them very, very quickly because we realized that they just live in chaos. They're just throwing money up on Facebook or YouTube or whatever.

Speaker 3:

And so this person we just brought in, he has a process and we have a process, and so this morning we literally just overlap those processes so that we have a weekly meeting, we have a weekly agenda, we have metrics that we're going to be tracking every week. We have campaign initiatives, we have the dates for those campaigns, all that stuff. And it's not just in my head, it's not in his head, it's documented. Michael Gerber said this if it's not written down, you don't own it. We say it a little bit more harshly If it's not written down, it doesn't exist. If it's not written down, it doesn't exist. And so the clarity comes when things are written down. Whether you've got an office manager or not, whether you have the right personality or not, process is no beloved to one particular personality. Process needs all the personalities to be able to function at a high level.

Speaker 2:

Right, and you're talking SOPs is what I would in my business. I call it yeah.

Speaker 3:

There's a variety of vernaculars, but yes to what you're talking about, SOPs, it's that the things are documented, Are they cataloged and are they proactively trained. There's a lot of people that we find that actually have documented process somewhere but it's never used. It just sits there.

Speaker 3:

And so what we've got to do is we've got to take that and actually mobilize it. We do that through the weekly team meeting, by the way, so we've got a place for that process to exist. And then, when we have what was called the implementation roadmap, that's where we take all those processes and make sure, every single week, that they're trained. So just this morning, actually at the time of this recording, I trained myself on how to build a process. Why? Well, it's because we have a video for that, and the video was on our implementation roadmap and our director of coaching sent it out to all the coaches to go hey, watch this on Monday. So we just trained our entire team today, actually on three different things. That was just one of them. We trained our entire team because we have the process documented, we have it on a calendar and we have a weekly team meeting to show account for it.

Speaker 2:

Okay, very good. One of the things that we do is as we are starting new things, new marketing outreaches or anything like that. We recently did a LinkedIn newsletter. We built an SOP as we built it, you know, on the fly, but as a team we built this SOP. So that's kind of the way we do new, new things.

Speaker 2:

But, again talking about SOPs that aren't used. We have some that that are outdated, because maybe that particular outreach or whatever thing we don't do or have no need for anymore. But you know, it's still a folder on Google drive. Is it necessary?

Speaker 3:

Yeah, yeah, if the yeah, we have an entire team member who devotes a percentage of her time just to cataloging and cleaning up our Google Drive. But you brought up something that's really good. We got a phrase for it. It's called the systems mindset and it's this the next time you do a thing, whatever that is, if you're drafting a document, if you're talking to a group of realtors, if you're a real estate lawyer or whatever, whatever the next thing is you're about to do, document it, capture it like it's the last time you'll ever do it, and then if anybody has any question on it, just hit rewind. That's all they got to do.

Speaker 3:

So those two new coaches that we brought on I'm not spending any time with them last week or this week doing any onboarding for them and within 30 days they will be completely trained, for two reasons Number one, we have a director of coaching who's doing it, and, number two, he's got a six-week, two-weeks pre-hire, four-weeks post-hire. He's got a six-week onboarding training script that is loaded with documents and videos of past training so that they can get the stuff that we don't have to sit there and give them, and then they're involved with our Monday coaches meeting, which will be this afternoon so that they can get some of the more intuitive, dynamic things that come. And so we're doing both the objective and the subjective things. But it's all documented, we have a place of repetition and we have a calendar for predictability, to know what's coming up.

Speaker 2:

Excellent. Well, one of the things we years ago probably four years ago or so, the thought was you know, we need processes, we need those as a piece of place, especially as we're growing and like you, you know, like your new coaches, it your screen. But that was the thing is, like you know it's not that difficult, but it's like typing everything out is ridiculous. It's just video doing it and that way we can see it all it's so easy.

Speaker 3:

The next time you do billing, just hit loom, and we use loom all the time. There's also actually a new feature on Google slides.

Speaker 3:

I just found it this morning that you can actually create a slide deck and hit the record button and you can do a video right there on the slides and it saves it right away. It's amazing. And so, yeah, there's a ton of these tools out there. Most of them are very, very inexpensive. They're well worth paying for them. And so what you do is you take it, you loom it. I've already loomed probably six times today. Mondays are pretty heavy loom day for me because I'm getting stuff out and that way it avoids a lot of meetings and a variety of things and all that comes with that. But what it takes is the discipline to actually hit record, and if you don't have the discipline to hit record, then it doesn't matter.

Speaker 2:

Well and we get that as part of our process is that when a customer asks a question, a client has a question on whatever. It's easier just to record a loom and answer the question.

Speaker 3:

Yeah.

Speaker 2:

Then try to explain it all out. So yeah, love Loom is a great tool, excellent. Well then now let's talk a little bit about business succession or a succession worthy business. How did would you? I mean, you know, how would you go about that? I mean, obviously a law firm can be a succession business. We see, you know parents and children, and then it goes on and on.

Speaker 3:

Yeah, no, law firms are actually very well positioned for succession, for transition, for exit, for a lot of different things based on what you can do. And I know sometimes that'll raise some hairs as to how that can happen, and I know some of the laws are changing right now around equity firms and that sort of thing in law firms. But here's the basics. When you think about your firm, your firm is an asset. If the entirety of the firm is locked away in your head, then there is not much sellable value or transitionable value to that asset, whether you're going to sell it outright or you're going to transition and succeed it down. In fact, I would beg you, if the process is not out of your head of how that firm runs, please don't burden your children with it. Just leave and let them go about on their way, because what you're going to do is you're going to create a life for them that you were trying to run from in the first place, and so the reality of succession is this I'm going to give you two 80% numbers from the Exit Planning Institute. They say this is this.

Speaker 3:

I'm gonna give you two 80% numbers from the Exit Planning Institute. They say this 80% of a firm owner's net worth their personal net worth is locked away in the firm. It's like you got an equity value on that, but you can't go to the bank and draw it out, right, and so it's locked away in the firm. 80. I want you to think about that. If I was your financial advisor and told you to take 80% of your available cash and put it into one stock, you would fire me, right.

Speaker 3:

And yet that's where 80% of a firm owner's net worth is is in their, is in their law firm. Okay, second 80% number is that 80% of the value of that firm. So if I, if I, if I, this iPhone represents a firm, 80% of the value of this phone is in the documented processes. Why? It's because I, if I buy your firm, I don't want to buy you. I don't want you here. I like you but I don't want to. I don't want to buy you, I don't want you here.

Speaker 3:

I like you but I don't want to buy you, I don't want you here, I want you gone, because this firm needs to be able to run without you and without me. So the team that's here needs to be able to run that firm. And so here's what we do to build value in a firm, because, ultimately, if 80% of your net worth's in the firm, then we want to see the firm increase in value and if you want to be able to transition that without burden and actually deliver that value downstream and continue to get paid, then we've got to build the value of that firm. So the first thing we do is we identify what the value is. So you do a simple valuation or something we always do EBITDA, income valuations. But if you want a full-scale asset, the whole thing, then you got to go to a valuation specialist. The second thing we do is we actually and lawyers will appreciate this we protect the value that's already there. There are some things with copyright and patent, patents and insurance and a variety of different scope things that we can put in place to actually protect value. To many you know errors and omissions insurance for a law firm Like that's protecting the value of the firm to be able to do that. So you don't lose your shirt, then what we do is we start to grow the value. We grow the value.

Speaker 3:

How do we do that? It's by taking and looking at every nook and cranny across the four systems of every business law firms, architecture firms, ice cream shops, business coaching firms, hotels, it doesn't matter. You have four systems, in this order. Number one is marketing. That's your first system. It tells the world that we're here. Second is the sales system that says hey, let's become client and counselor at this point. Third is the operation systems, or fulfillment. This is where actually we deliver the legal services at this point. And the fourth is the administrative function. It's where we do all of our billing and payables, receivables, insurance certificates, all those sorts of things that happen.

Speaker 3:

And so those four systems allow us to create predictability, and we call them the RPMs of great leadership repetition, predictability and meaning, repetition, predictability and meaning. And so, if we have those four systems, marketing and here's how you do marketing here. Sales here's how you do sales here. Well, scott, is that like a script? Yes, yes, it's exactly right. We want every attorney, we want every paralegal saying the same thing. Now it's going to be nuanced to who they are. We're not creating robots here. So settle down.

Speaker 3:

Okay, what we're creating is repetition, predictability and meaning, so that when a client comes in, it's one of the most client facing things that we can do is giving them the same attention that we gave the last person and that we will give the next person. Because of that repetition, predictability, meaning. So, marketing, sales, legal services we draft this way every time, we run the file through this way every single time. We use qualia this way every single time. Right, and then the administrative function. This is how we build. These are our terms. This is the repetition.

Speaker 3:

We do billing on Thursdays. We do payroll every other Tuesday. Here's how you do it. Just loom video of how you do it, just like you said earlier. And so now you've got all that. So now look, once we've got all this out, we call it a master process roadmap. It's actually just on a spreadsheet. It's linked to all of these processes. Now guess what? That's what you're selling, that's what you're successioning downstream is this is this asset that is now out of your head, and it's on a sheet of paper in digital, documented form so other people can have access to it. Because you got to ask the question what happens to your firm If something happens to you? For most firm owners, the answer is it, it goes away.

Speaker 3:

What a travesty. That's awful. You built so much time building this thing of value for other people. Why wouldn't you want it to continue on? So it builds value for a legacy or for your team and I can't remember the laws around law firms, around ESOPs and those sorts of things, but there are opportunities for other people to buy into a law firm. Why not create that value not only for them, but for you long-term? And so that's where succession planning comes in.

Speaker 2:

Well, I think it gets. You could ask that question about almost any any business. They just don't think it's like professional liability. There's a lot of small businesses. They don't even think about it.

Speaker 3:

Yeah.

Speaker 2:

You know, and it's such an inexpensive thing you know to protect yourself. So I agree, this is. This is excellent. The 80% I agree I. What I need to do is actually get my processes in in a spreadsheet. I mean, we have a drive, but maybe it needs to be organized so it's easier to you know cause. Eventually, if you want to exit, I don't want to be stuck around as a consultant, you know, and the person who buys it's not going to want me sticking around.

Speaker 3:

That's right. Yeah, we've got a. It's a spreadsheet and all it is is just almost looks like an org chart, but it's in those four vertical columns. So if you want an easy next step, create a column for marketing, for sales, for legal services and for admin. Write down every process that happens, just the title of them. You don't have to, you don't have to lay them all out yet. But under marketing okay, website paid ads, outreach to realtors, outreach to commercial people, whatever you do for outreach as a law firm Okay, sales, new client onboarding, new client call script.

Speaker 3:

New client checklist. New client, whatever. Okay, legal services. And then you break that into what you family law, real client checklist, new client, whatever. Okay, legal services. And then you break that into what you know family law, real estate law, personal injury law, whatever. And then the elements that go underneath. If you can do a brain dump, I guarantee you can do that in 15 minutes Do a brain dump of every process that actually exists. You don't have to detail the process out yet, and then that becomes your process. And we actually have a team member who she's the single point of contact. She looks at that master process roadmap 26 times a year, every other week and she finds the gaps in there, brings it to our team meeting and go hey, we need to update this process. Who's going to do it? And then one of us takes it and we go, do it, we update it, we retrain on it, we move.

Speaker 2:

Nice, everything is always up to date. Do you find that the specific people own the sops? Like, if one's done, you're, that person is required to like make sure it's up to date. 90 days are always up to date. I mean, do you have?

Speaker 3:

this is where our training comes back in. So we have one single point of a contact who who reviews the process roadmap, but she doesn't know what every step supposed to be, because she's not in every step. So what she looks at is she'll bring it up and go hey, gang, this week let's talk about the new client onboarding process, so we'll pull it up in our coaches meeting on a Monday afternoon. Take a look at it. All the coaches will be like no, that's still what we do. Okay, great, Put it back on there and it's done. And then we can move on to the next thing.

Speaker 2:

Okay, excellent, okay, that sounds great. This has been fantastic. If anyone listening, what would be the one takeaway you would hope that people would get from this episode?

Speaker 3:

doesn't exist. So, as you go, you don't have to take a week off and go do all this in some hermit cabin in the mountains, right? That sounds delightful, by the way, for me, an introvert, I would love that. But you don't have to do that. All you have to do is the next thing literally once you stop listening to this podcast, the next thing you're about to do what is it? Are you going to draft? Are you going to make a phone call? What is it? Capture what you did, like it's the last time you'll ever do it, and get it up onto a little dashboard spreadsheet. That's all you got to do Get it up onto the spreadsheet. So that would be. My parting thing is, if it's not written down, it doesn't exist.

Speaker 2:

And if it is written down, organize it so people can find what they're looking for.

Speaker 3:

Organize it around those RPMs repetition, predictability and meaning.

Speaker 2:

Excellent. Well, I've got a job to do. I've got a job to do. I've got to organize mine.

Speaker 3:

Yeah.

Speaker 2:

Yeah, scott, this has been enlightening. I thank you so much for being here. I'm sure my listeners are going to want to connect with you. Where would be the best place for them to connect with?

Speaker 3:

you and, obviously, to talk to your business and listen to your podcast. Yeah Well, thank you, we'd be delighted. So easiest thing to do is actually just go take some action. We've got an assessment that we built and it's free, and so all you have to do is go to mybusinessonpurposecom forward slash roadmap mybusinessonpurposecom forward slash roadmap and it'll take about five minutes, and what it'll do is it'll actually give you answer the questions, honestly, by the way, and it'll give you a metric evaluation of the system's health of your business. So all those processes, it'll tell you how good you're doing if you'll answer it correctly, and so, yeah, that'd be easiest way.

Speaker 2:

Mybusinessonpurposecom forward slash roadmap. We'll make sure that's in the show notes for everybody. Scott, thank you so much Again. This has been really interesting and now I know a few things I need to get done on mine, but it's great information. Thank you so much for being here.

Speaker 3:

Well, hopefully that'll help you get going, marilyn. Hey, this is a lot of work to put these podcasts on, so thank you for allowing me to be a part of this and doing the hard work to help your listeners be able to get some new content Absolutely.

Speaker 4:

Thanks for joining me today for this episode. As we wrap up, I'd love for you to do two things. First, subscribe to this podcast so you don't miss an episode, and if you find value here, I'd love it if you would rate it and review it. That really does make a difference in helping other people to discover this podcast. Second, you can connect with me on LinkedIn to keep up with what I'm currently learning and thinking about. And if you're ready to take the next step with a digital strategist to help you grow your law firm, I'd be honored to help you. Just go to lawmarketingzonecom to book a call with me. Stay tuned for our next episode next week. Until then, as always, thanks for listening to Leadership in Law podcast and be sure to subscribe wherever you listen to podcasts so you don't miss the next episode.

Speaker 1:

Thanks for joining us on another episode of the Leadership in Law podcast. Remember you're not alone on this journey. There's a whole community of law firm owners out there facing similar challenges and striving for the same success. Head over to our website at lawmarketingzonecom. From there, connect with other listeners, access valuable resources and stay up to date on the latest episodes. Don't forget to subscribe and leave us a review on your favorite podcast platform. Until next time, keep leading with vision and keep growing your firm.

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Marilyn Jenkins

Host