Leadership In Law Podcast

47 Build the Firm of Your Dreams with ActionCOACH Warren Fiihr

• Marilyn Jenkins • Season 1 • Episode 47

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Unlock the secrets to business success with Warren Fiihr, a master coach dedicated to empowering entrepreneurs. What if you could guarantee measurable growth in just 17 weeks? Warren's transformative approach promises exactly that, with his unique coaching philosophy that prioritizes actionable strategies over mere mindset shifts. Join us as we explore his journey in business growth and coaching, unveiling how his ActionCOACH program accelerates business expansion and helps entrepreneurs regain personal freedom, achieve work-life balance, and make meaningful community contributions.

Dive into the world of strategic planning and employee management with insights tailored for business owners, especially in the legal field. Discover how an initial no-cost strategic session can set the stage for long-term vision realization and learn the importance of crafting a strategic focus map and a three-year priority plan. Warren shares invaluable advice on hiring the right team, emphasizing cultural fit and the powerful "hire slow, fire fast" mantra. Through practical stories and expert guidance, this episode equips you with the tools to overcome scaling challenges, improve team dynamics, and rekindle the joy and fulfillment of running your business.

Reach Warren here: 

Warren's email: warrenfiihr@actioncoach.com
https://linktr.ee/warrenfiihr
https://www.linkedin.com/in/warren-fiihr/
sugarland.actioncoach.com

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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 3:

Welcome to another episode of the Leadership in Law podcast. I'm your host, marilyn Jenkins. Please join me in welcoming my guest, warren Therrier, to the show today. Warren is an experienced professional who has been collaborating with local businesses since completing his college education. With a proven track record, he has effectively expanded and managed large sales and marketing organizations across nine different states and managed large sales and marketing organizations across nine different states. Notably, he achieved remarkable success by overseeing a Peabody Award-winning NBC television station at the age of 39, as well as leading multi-state advertising sales organizations with revenues exceeding $100 million. He's been a featured speaker at conferences including World Missions, a business conference in Dubai and Digimar Cone in Houston.

Speaker 3:

Warren's true passion lies in supporting entrepreneurs and fostering teamwork and culture. Throughout his career, he has consistently propelled businesses to achieve significant growth, with an average profit increase of 5 to 10x in their first years and even higher multiples over time. Currently, warren serves as the owner and certified master coach of Action Coach Sugarland. Beyond his professional accomplishments, warren cherishes his 30-plus year marriage to his lovely wife Paula and takes pride in his two wonderful adult daughters. He enjoys music, golf, surfing, travel and the occasional dive. He also shares his home and yard with a pack of decently trained dogs, a couple of guinea pigs and a parrot. I'm excited to have you here, warren, welcome.

Speaker 4:

Thank you, decently trained dogs. When my daughters come home which they did to Texas and we drive to our place in Georgia, means we have five dogs, two guinea pigs and a parrot in our car, along with our Christmas presents. So that was a fun ride for 13 hours.

Speaker 3:

Oh my God, that would be an adventure by itself.

Speaker 4:

Oh my gosh, it looks a little like a long car when you're coming up to fill up with gas and all these dogs and people start piling out. So you know, I was just going to say.

Speaker 3:

That is hilarious. I'm excited to talk to you today about the Action Coach program and how you have so 5 to 10x businesses and your approach to helping, coaching and growing a business Instead of just mindset. You're so much more than that. Can you explain a bit about your program to us?

Speaker 4:

Yeah. So when I decided to go into this profession, I really looked at a lot of different potential opportunities for coaching organizations and you've got to kind of find what you like and what speaks to you. My thing is, if I'm going to go in and somebody's going to pay me money, I better darn well get them a return on investment, because that's what I want to do, I agree.

Speaker 4:

And, as you know and you see you have people try to sell to you. Every day they're trying to sell you and they've got the best A lot of them. You'll laugh, but you know, we joked about this when we were talking before.

Speaker 4:

A lot of ours quote digital marketing experts and they're going to get through all these leads and they're going to do all these things and generate all this roi and and, frankly, you know there's a lot of imposters in that space and it's such a bummer. So so when I looked at which one I wanted to get, cause this is a franchise and been in business 30 years in 86 countries. I liked it because one of the things Action Coach has is a guarantee. So in 17 weeks we have to get you your return on investment with us profit or we work for free until you get that return on investment, and that's a big difference.

Speaker 3:

That is a huge differentiator. You don't see guarantees in the coaching space.

Speaker 4:

No, I mean, and look, I mean we can do a lot of different things and sometimes it's just a matter of perspective and mindset is super important, but at the end of the day, there have to be strategies that we can implement in your business that are actually going to make you grow, you know and I and achieve what you want to go, because our businesses aren't supposed to be, or our firms or our practices are not supposed to be, our lives. They're supposed to be a means to an end where we can actually achieve what we really want to achieve in life, which is generally freedom and time and fun and money and legacy wealth, legacy wealth and changing our communities for the better.

Speaker 3:

Exactly, I mean start with just going to be home for dinner. You know. Get home in time for dinner instead of working 18 hour days, you know.

Speaker 4:

Yeah, and I was literally just talking to an owner on the phone where we're going to probably engage in a program, but she's like wouldn't it be cool to be able to not work when you don't want to work? Wouldn't it be cool to be able to not work when you don't want to work? Wouldn't it be cool to be able to travel when you want to travel and actually be able to have your kids or your and if you have grandkids, come with you or or your friends and say, look, I got, I got this one, Don't worry about that, you know that's, that's what we're all trying to work for. And wouldn't it be great to be able to take your favorite charities and be able to just give them wicked, crazy amounts of money to accomplish what they want to accomplish and make the world a better place?

Speaker 3:

Exactly, I agree. You know write your own, make your own destiny.

Speaker 4:

Yes, and you've clearly done that with your business and been able to achieve a lifestyle and a freedom, a freedom component that probably most people haven't been able to do, and that's a that's a goal for all of us.

Speaker 3:

Yeah, you know, it's like they say that overnight success has taken, you know, 20 years to get here. But yeah, and I have to say I'm going to have to credit my team, my team is just allows me the ability to do what I do. But it started with processes. You know everybody on the same page knowing what to do, making sure that we over deliver for clients. But everybody knows the process and you know, luckily, we, you know, have learned a lot over the years and are successful for our clients, and you know so when it comes to what we're doing, sops are huge. So when you're looking at, you know, getting these processes in to a business, into a law firm, are you talking helping to organize and develop those processes that lead to strategic growth and not burnout?

Speaker 4:

Yeah, that's. It's a really good point, and I think you know, spending a lot of years in corporate. Some of the stuff that I found to be, frankly, a little annoying is actually some of the stuff that we need to use, and a lot of entrepreneurs don't think about what are key performance activities to get to what are key performance indicators, but you've got to have activities to get to those indicators. How does our culture, even if I have three people, what is my culture? First of all, what is important to me? What are my deal busters? And then I have to bring people in that are the same, that have the same mindset as far as what they want to achieve in life. They don't be like me at all, and preferably they shouldn't be, but then what are those? What are those non-negotiables? And then I hire those people which you you clearly done in your practice as well to build this great team.

Speaker 4:

And then what processes and procedures do I put in place? What does success look like? Do we agree on that? Because if we don't know where we're going or our destination, how do we, how are we going to know when we arrive? How am I going to know my employee, if I'm achieving that success measure. So if I know what that looks like when I'm coming in to an organization and subsequently, years after, I have a so much better chance of actually achieving that and knowing I achieved that versus I don't know did I do well this year or not? I don't, I don't even know, you know. So that's a that's a little snippet of what we do, but it's super important to get those in place early.

Speaker 3:

I agree. I agree it's like one of the things we talk about is, you know, hiring, hiring personality and then training into what you you need to have done. So you're building your team on your culture. But I think culture is one of those things that if you don't build it, it builds itself and it's not necessarily what you want.

Speaker 4:

Yeah, it, it builds itself and it's not necessarily what you want. Yeah, and people will write it's amazing If, if, if you, if you don't tell them the story and if you're not transparent, you're reasonably transparent with where you're going and how your team's doing and how your business is doing, they're going to make up their own, their own dialogue and chances are it's not be right. It's probably going to be a lot more negative than than in reality it actually is.

Speaker 3:

That's true, that's true, and I see that you help in sales training as well.

Speaker 3:

So in you know, because they don't teach a how to run a business or how to do sales in law school. That's just you know they're focused on law. So those are two things that you know we run into when it comes to the sales training, the processes to manage leads. We run into that with our clients, so we try to help them with training and advise on how to handle the types of leads we're bringing in. What do you do as far as sales training? Is it for the organization? Is it for certain people? How does that work with your program?

Speaker 4:

Yeah, we've got a few different programs. We have a 12-week sales training program which goes basically through a series of steps of how to find the right customers, how to prospect them, how to engage them with a meaningful message that's going to actually make them respond, how to actually talk with them in a way that they will receive information and give you information and build rapport and build trust. It's so important because we're people don't like the world. Even the word sales is a mindset thing and I have so many clients that are like and I just talked to one two hours ago she's like I don't really like to do sales. She came from a media background. It's like well, but we're all doing sales. That's a total mindset.

Speaker 4:

Do you like to help customers? Do you like to help clients with solve their problems? Well, yeah, well, that's, that's sales, cause, if we can figure out how to help them, their life is better and our life is better. So if you come with, I think, if you come with real intent and we, you know, we train on how to do this and have the right mindset and go in and then actually have the right follow-up procedure, which is something people don't do well, frankly, it's a method to follow up, and here's an easy tip. I think this will apply just fine in law as well. When you are in an engagement or potential engagement with a potential client, when are you following up with them? You set that appointment while you are in the meeting with them.

Speaker 4:

Okay, exactly, we're going to have our next conversation. Is this time work for you we're going to talk about? Here's what you, here's what you told me you're going to get done to help you decide whether we're the firm for you or not. And and here's we're going to talk about when we get back together. Now, that does that seems like so rudimentary, but if you don't do that, what's the opposite? What's the alternative? Well, you call them back. You call them back. You call them back. You're wasting not only a whole bunch of time, but you're not getting to a decision. Decisions are important in any True.

Speaker 3:

And if they don't make that follow-up appointment, do when I'm on a sales call is say okay, let's agree that we'll make a decision of yes or no today. Maybes are not good. Maybes just waste both of our time.

Speaker 4:

Yeah. And then you say to them does that seem like a reasonable request? And they say, yes, that seems reasonable. So then, when you get to the end of the conversation, say, hey, like I told you at the beginning, we agreed upon where we're going to make a decision. So what do you think? Are we ready to move forward? Simple, but not necessarily intuitive, and the little things, just like with whatever sport you love, the little things make the difference. And if you could increase your closing ratio by five or ten points, that's like making big chunks of money for your firm, or maybe breaking even or not making that much money.

Speaker 3:

Right and not relying solely on referrals. Those are the slave dones when it comes to referral cases. They already know you, they've been already pre-sold on you. Let's cut our teeth on some real sales. So, getting your processes in order, getting your business in order and then understanding with the sales flow what does it look like from the beginning and stepping through, working with you.

Speaker 4:

Yeah. So it's funny. We are believers in world abundance, so if we can go out and help people, the world is a better place. So first of all, there's that, and what we do is we do a couple of hours of work up front for free, because first of all we got to figure out if we like each other, we don't love each other, that's a good one, we know that. And then what we do is we build out a thing it's called a strategic focus map and then a three-year sort of priority schedule on how you want to build out your firm for the next three years. We do that over the course of a couple hours and we're also looking for is the client coachable? So if we agree that we're going to do some processes and work on our business, then in between, next time you and I meet, you actually have to work on your business, otherwise nothing will happen.

Speaker 4:

And we build out this plan and at the end of it then it's like you said, it's like, hey, if we agree that you're coachable, we like each other and we want to work together and we can find a return on investment that makes what we charge make sense and means you can get an ROI.

Speaker 4:

Then we say, hey, look, here's what we'd suggest you do. We say yes or no, regardless, you walk away with a couple hours of work that would cost you two or three thousand bucks if you had to pay for it out in the open market, and it's also very fun. I was just on the phone with another venture client and she's like just this process made me think about in my brain what I want my firm to look like when it's built out in 10 years. What I really want to do is do I really want to? I want to, and the answer, ultimately, is freedom. Right, you want to have to be able to travel when you want to travel, check in when you want to check in and have a team that is there supporting you and your firm as you move forward.

Speaker 3:

I love that. It's like you know, do you having a lifestyle? There's nothing wrong with having a lifestyle business. If you want to work into an M&A and an exit strategy, then it's fine, but having a lifestyle business that supports what you want to do and gives you joy. I love that the two-hour plan is it's no cost and it helps them see that vision and you find that they have a teachable spirit and have the same kind of value structure that you have in wanting to grow and make the world a better place. I love that.

Speaker 4:

Yeah, it's, it's, it's. Honestly, this is such an addictive business. Like I could I could. I can't do it for free, but I could do it for free because it's super hard.

Speaker 4:

But you really get to see. You get to see folks achieve their where they really wanted to go, and you get kind of what happens with people they start this thing and then they get bogged down in the minutia. That can be struggles with time and how to scale, that can be struggles with their team or that can be struggles with getting enough qualified clients that become clients of the firm. So those are usually the three big ones. But man, when you change that and the light bulb goes on and they start to see, see that hope and see that trajectory that they wanted to be on when they caught in the business, it's, it's. It's super, yeah, it's super affirming and very gratifying to see people's lives change and then get back on track and they get to see their kids' ball games and they get to go home and and and see their grandma that they haven't seen for two years because they've been working so hard.

Speaker 3:

And you get to see the joy come back into that person's life.

Speaker 4:

It's awesome, frankly, it's super fun yeah.

Speaker 3:

That's fantastic. So looking at your program that you're working on the entire firm, say a firm has the founding attorney, maybe a paralegal or an office manager type person. Obviously the office manager is handling you know they're like basically the integrator, where the founding attorney is going to be your visionary. Does your management training work with both levels of that, or are you specifically working for the business owner or the founder? How far into the structure do you get?

Speaker 4:

It depends on what you want to accomplish. Frankly, it's a little bit of a non-answer. I think it depends on where do you see your people going and how much do you want to give up to grow, meaning how much do you want to hand off to grow, and we can train deeper into an organization, depending on the size. I think there's something for everyone and I truly believe that as the lead attorney gets slash owner, gets better at what they do and sharpens their skills, then that is going to. There's a lot of trickle down is maybe not the right word, but there's a lot of examples that the other folks in the firm are going to start to see. It's like oh my gosh, this is a different deal we're working on now. We have a direction, we are on the same page, we communicate much better, we do disk profiles for everyone, which is all about.

Speaker 3:

I was going to ask which one of the assessments you yeah files for everyone, which is it's all about.

Speaker 4:

I was going to ask which one of the assessments you, yeah, exactly. Yeah, it's funny, I, I had, I had a leadership team in a room and they'd never done these before and it was amazing because it ended up being you had a. You had a bunch of super detail oriented folks that were really good at taking care of each other, but you, you had one, and then you had one real people person and then you had one driver who happened to be the ceo of the company and and and the breakdowns the communication breakdowns were so funny because you had stable people that that got a lot of information to gather a lot of information. But it takes time, for for some personality types takes more time to make decisions. So you got the ceo and he I just need you to make a decision, just make a decision, you have the power, I'm giving you the power to make a decision. You got these people like I don't, I don't know what decision to make.

Speaker 4:

So now, now that the simple communication change of hey look, ceo says to the people now he's like okay, I want to, I want to learn about the information you gather I want. Now he's like, okay, I want to, I want to learn about the information you gather. I want you to analyze it and then in two days I want to come together and then I want your recommendation for it to sit, and that would change the whole world. Right, it's so subtle, right, but it's so much different. Didn't feel pressure, so they didn't shut down, because when you feel pressured, what do you do? You shut down or you react. They didn't feel that pressure anymore, and then you have. And then you had the ceo, who wasn't giving the pressures, like, oh, they just need a couple days to analyze information, then they can make a decision. So now he's managing expectations, but still we're moving the organization forward and they're making decisions, and that's that's really what counts well, I think understanding how someone likes to be communicated with is massive.

Speaker 3:

You know it. It's like, as the CEO, my thing is okay, this is a project we're doing and I've given it to you, giving you responsibility and accountability for it. Now, why am I not getting feedback three days later? That's moving forward, right, yeah.

Speaker 3:

I've almost done something else and I circled back Now. So I love the difference in the communication there. That CEO is asking the question differently. So the way they analyze their data, they can come back with the answer. Instead of it being a decision, it's a research, it's an evaluation. It's totally different the way people like to think things through.

Speaker 4:

Yeah, yeah, and the and the, the ready aim fire guy, which is more like me, balanced with the, the see the person that is actually going through and looking through the details and doing all the, doing all the necessary research. That's a powerful combination if you can figure out how to communicate and put those two superpowers together. If, if not, it's all chaos and total shutdown and nothing gets done and there's a lot of frustration and you can lose good people and you lose valuable time growing your firm as well.

Speaker 3:

I agree. I mean, it's like finding someone. I have this thing I do on Fridays. I don't do it every Friday anymore Now I've got a really good team behind me, but they're for a long time idea and it's called five questions to clarity. So you look at, you know, for the first couple of weeks you keep track of everything you're doing every day. Just a notepad or word pad, whatever, just everything you're doing on Friday. Your five questions of clarity is what am I doing that I shouldn't be doing? What am I doing that I enjoy doing those types of questions and what you find out is the stuff you don't enjoy doing someone in this world. Does you need to hire that person Right?

Speaker 4:

Yes, yes, that's brilliant. I love it.

Speaker 4:

That's brilliant, yeah, yeah, I mean, I have one of those, and she's fabulous and she loves what she does, and the stuff that you were, that you hated doing, took so much of your energy and you weren't efficient at it either. By the way, right, this other person still has way more talent in that area and we have to admit this, they can do it better, faster than I can, and you know, I was always blessed I had up until I was working in my own firm here, I always had an assistant, so, like I had this person that could go do all the detail-oriented stuff, the scheduling and like some of the accounting. Yeah, I had a finance person, obviously too, but some of the stuff is gross. Then I get in my own business. I have to take my own advice. Like crap. What am I going to get rid of? The stuff that's cheap to outsource and the stuff that I hate doing first, and then I want to keep some of the stuff I like doing.

Speaker 4:

but some of the stuff I like doing is not super productive for the organization, so I got to hand some of that off too to do the high value tasks that are good for growing the organization towards the goal that we're trying to accomplish.

Speaker 3:

And those last two things are the hardest. I think I know that there's some things I enjoy that are well, it will slow down the growth of the company, but I enjoy doing them. Should I do them? It's not a high end value thing to do, so I may sneak off and do some of those on Saturday right when no one's around and I can do my little building of maybe a funnel or something. But you know, it's just those things. But I think the clarity questions made a massive difference in the I wouldn't say holes I plugged, but the seats I filled in my team and I think that was you know, very, very helpful and by bringing this person on.

Speaker 3:

She's my assistant. She's also our head account manager, client success manager. She began taking things off my desk that I did not need to be doing On her own volition she goes. I see on your calendar you're doing this and you know you shouldn't be doing this. You should be letting me do this so you can go do that.

Speaker 3:

So it was like it was a bit eye opening, and so those are the types of things that you help organize. You know the organization. I can see how you get massive growth in the first years, cause that's something as an entrepreneur we don't like letting go of some things, and I'm sure you've experienced that with clients.

Speaker 4:

Yeah, and a lot of people made a first bad hire. They hired their cousins. We've all been there bad hire, they hired their cousins.

Speaker 4:

We've all been there and and then you feel a little gun shy because you probably lost 30 or 40, 50 thousand dollars and then you had it was awkward, you had to get rid of that person- and, and so some of the that that some of the the scaling is a little tough, but I I think one of the things that people forget about too is, like, I love that you have an assistant that is proactive and and is grabbing stuff from you. Okay, well, that's personality trait, right, like you've got to put you you hired somebody strong.

Speaker 4:

You didn't hire somebody you're going to boss around. You hired like ready to go, do that, and you also had an initial job description, not just a job description. You know that's neat, all, but what are they going to really do? And what does success look like when you do that? And then you can leverage that money or you can leverage that investment to, because then the other question is, what are you going to do when those those things aren't on your priority list anymore, that somebody else is handling them? What am I going to do now to grow my business with that extra time? Because that's a critical piece right.

Speaker 4:

That's how you really turn whatever the $30,000 or $40,000 or $50,000 or $60,000 you're investing in this person. That's how you turn that into $180,000 or $300,000, whatever the number is.

Speaker 3:

Yeah, you know they need to be taking over things so you can do more things. I absolutely agree, and luckily you know you can. I've always been told hire slow, fire fast.

Speaker 3:

And you know sometimes the firing fast is very hard, depending on how long that person's been with you. But if you see something that's not working and it costs me dearly in clients for one particular person that I didn't realize was not communicated with my clients according to our company plan Right, and so you know it costs, but that was a that was an uncomfortable situation to our conversation to have. But after I let that person go, the rest of the team was like I. I mean it was just like a massive difference. I'm it's almost the whole attitude just lifted and yeah, I, I always equate that.

Speaker 4:

That's the iceberg thing. I've had this happen so many times in organizations where you you see a little bit of stuff above the water, it's like I don't really like that's not really great. And as positive people, as entrepreneurs, business owners, generally have some level of positivity, so we're like, well, they probably had a bad day or whatever. And I like people and I want to give them the benefit of the doubt. No, what's below the water is at least two thirds of the problem and you're not seeing any of it. And as soon as you let that person go, wow, why didn't you let them go sooner? They were horrible, they did this and that, and the other thing around was like dude, why didn't you tell me Well, I didn't want to be a bad, I didn't want to be that person that snitches on.

Speaker 3:

Nobody wants that confrontational stuff, right. But it's like you know, if it's, if it's pulling down the organization and we're completely remote and but we have a private communication platform and, yeah, I found out things that I didn't know was happening. You know so it's, but I think it's just it happens in organizations. But firing fast is something that's hugely important. It's we. We don't have the luxury of the water cooler conversation of generations past where you could see that's not a good person to have over there. Look at what they're stirring up. You know so. As soon as we find it, you know one, literally the old saying one bad apple can ruin the whole barrel. You can get that. Just goes through the organization. You got to get rid of it.

Speaker 4:

It's like a cancer, and the cost of productivity and motivation and the risk of losing somebody good because you got somebody bad in there.

Speaker 4:

It's not work. And then it's look if we have, if we agreed on what success looks like and you're not doing the things, and that's the hard, that's the hard skills, but also the soft skills, and you're not fitting into our culture. Well, these are our culture points, these are our deal busters. And if you're not doing those things or you're not in the organization, for all the reasons, we're in it and we've defined that up front. It's not personal. Fly free, little bird. There's a great place for you. It just happens to not be here, like right, it's not me.

Speaker 3:

I think that in that direction you had to let me. It's you, I agree, but I think if you have a hard time firing people, I I don't, and that's that's a really good thing. It could be awkward, but it's not. Like you know I, by the time you get around to it in the in my past, you know careers, by the time I get around to fire you, I, I'm done yeah there is no emotion, no, it's just a fast and you know I just it's a decision, business decisions over.

Speaker 3:

Yeah, yeah, yeah, opportunity, and then it's done it's a business.

Speaker 4:

You know I fired my first person. I was, I don know, 24 or something like that, you know. So, like whatever, many 30 years later, plus we'll just call it plus 30 plus, you figure out that it's for the good of the organization and to save the organization, I need to make decisions that are going to be good for the organization and it's not about the person and, seriously, person, you might not be in the right fit, this might not be the right job for you, it's definitely not the right org and that's okay.

Speaker 3:

And keeping exactly and keeping that goal in mind that you talked about in the beginning. You help them see where do you want that get this firm to be in three years?

Speaker 3:

So, having these hard conversations along the way will help you get to where you want to be and making the world a better place. I so love your whole, whole structure and your idealism with it, and how does so? I'm. This has been a great conversation. We can keep going, but I'm going to. I'm going to respect your time. How can someone reach you, and what does it look like to begin the conversation, to begin working with you?

Speaker 4:

Oh, great question. So I would love to have them. You know, let's see. Well, they could email me at warrenfiihractioncoachcom. I'm sure we can put all the information on the thing, right.

Speaker 3:

I've got your link tree, your action coach and your LinkedIn. Is there anything else we should add to the show notes?

Speaker 4:

I like it. I think call me if they want. I put my phone number in there too and look we just, this is not. You can't hard sell somebody on this stuff, like it's got to really be a fit. And so I like to have a conversation and get to know somebody and then, hey, if we got something that works and we got some synergy and we see some opportunity that and we see opportunity for the firm to grow, let's engage in some conversation.

Speaker 4:

And if not, it's all good. Like there's world's a big place, there's plenty. We are a culture If we believe in a culture of abundance, there's enough business out there for everyone. And if we help each other versus scarcity and trying to get I got to get mine, so they can't, so they don't get it. That's a different mindset and I'm of that mindset. And you know you put you put enough good out in the world. Somebody is going to connect you with somebody. We might not do business together, but you might, might, find somebody else that that would make a really good sense and we have a chat and it turns into business. So it's all. It's all either way. It's all either way.

Speaker 3:

Well, I love that with the two hours you can help them get their goals and their ideas and the plan. So what you do to help you know, like you said, that's thousands of dollars worth of consulting, that you help them just to come to the decision of whether it would work to work together or not. So if you guys anybody listening is looking for a coach or someone to help your whole entire organization reach your goals and your life plan reach out, it can't do anything but help your business.

Speaker 4:

It's so exciting. You're very kind to let me come on your show and do our thing together and I have a lot of respect for what you did. I'm very impressed with what you've done with your business and how you've actually gotten folks really good results and you made a lot of money and it's super cool to watch and you actually care about their results and that's the main thing. That's what we're supposed to be doing.

Speaker 3:

Absolutely Well, Warren. Thank you so much for being here. I've really enjoyed our conversation and, like I said, your contact information will be in the show notes, so I encourage anyone that's interested in building the business of your drains instead of your job or your nightmares contact them.

Speaker 4:

Thanks so much, meryl, I appreciate you.

Speaker 2:

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

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