How to Hire & Train Your Firm Employees to Have a CEO Mindset | Expert interview with Molly McGrath

Video transcript as follows below:

Jim: Hey Molly, thank you so much for joining us for this fun Zoom interview. I wanted you to just quickly introduce yourself so our viewers can understand who you are and your company and how you help elder law and estate attorneys.

Molly: Yes, thank you for having me. I’m so excited to be here today. My name is Molly McGrath and I am a co-founder of a company called Hiring and Empowering Solutions. And I’ve been serving estate planning and elder law space by and large since 1997. And I started out like many of your employees currently are sitting in this space of I was an employee for a national organization that served for estate planning and elder laws, and through the journey of starting out as a practiced development coach, I had the absolute honor to be able to serve estate planning and elder law attorneys. We would go to national conferences across the country and attend and speak. And after we were done speaking, we would have attorneys just hammering us in the hallway and say how can we clone you? How can we hire people that have the mindset, the emotional intelligence, the intrapreneurship, that terminology that we coin that really care as much about our business as you do about your organization that you’re serving in.

Jim: Awesome, so you really help with estate planning and elder law attorneys hire and train their staff, right?

Molly: Yes, yes. We start, and our process is a little unique. We not only do the hiring and the placement process, but we do the consulting and the coaching along the way. As many small solo law firms, it’s very scary to hire your first employee or your 10th employee, because the average hire I saw an article recently, average bad hire costs $43,000 a year. And making that investment and bringing someone in and integrating them into the folds of your personal service business only for them to either not work out, if either they leave or you have to fire them, can be not only devastational to your practice but also very very costly. So our process is because we’ve sat on the inside of so many law firms, either from the hiring or the coaching or the consulting side from being a national organization, sort of through our own business, we know what it’s like to sit in the employee seat as well as the entrepreneur and the attorney’s seat. So we feel like we really bring that unique perspective there to be able to make that smart hire, bring them on, and then what we also do is the consulting side of them. Make certain that they have the mindset, that they understand the attorney team mindset necessary to grow in extraordinary practice.

Jim: Yeah, and one of the things that we always say, cause we’re working with small and solo practices most of the time as well, some of the law firms are real fresh, and so basically it’s the attorney doing everything, right? They might have a receptionist, like a ruby receptionist or something like that to take calls. At what point do you find it to be beneficial for the attorney to go, “you know what? It’s time for my first hire.” How does that process go?

Molly: I love that question. That’s the number one question we get. And people think that it’s about a revenue perspective when you hit a certain threshold of making x amount monthly or annually, that’s the time to make a hire. So often, attorneys will call us and say, “I feel like I’m stuck on a hamster wheel, I’m working 80 hours a week, I’m stressed out, I can’t even return phone calls, I’m stopping marketing, as you probably hear, because I can’t keep up with the work, which is the biggest mistake you can make. That’s when I tell them, it’s time to hire. And I understand many times small, solo practitioners aren’t taking a paycheck themselves, and it’s very difficult to get over that tipping point, and you probably never get off that hamster wheel until you take that leap of faith and hire someone. So I always say look at what you currently have on your to-do list, your plate, and what you can’t get to, and nine out of ten times, it’s a revenue generating activities, it’s a marketing, it’s a networking, it’s working with referral sources, it’s nurturing. The things that are very big picture and keep you on the conveyor belt of growing a consistent practice, because you’re so stuck in the weeds with the administrative things. So in a nutshell what I tell people, “take a look at everything that you have on your to-do list, on your calendar, the things that you can’t get to, the piles that stare at you every single day in your office and rob your confidence and energy when you walk in there, make a list, scan it to us, and when we go through that, we can help you really discern if it is time to hire. And if so, who it is to hire, because a lot of times that’s the biggest mistake that people make. When they hire someone, they don’t have a tremendous amount of clarity on who it should be to be able to take things off their plate so they can focus on being an entrepreneur, and the revenue generator.

Jim: But Molly, what if they say something like “I’m so busy with all my other activities right now, I’m overwhelmed, I need to hire somebody, but how do I even train this person if I don’t have time to do the activities that I need to do myself?” I’m gonna bring somebody on, and I know, just by running Bambiz, that training a new hire, it does eat up a lot of your time.

Molly: Yes, I love that question, because in my perspective it’s very simplistic. So number one, the beauty of that is what we do after you hire that new person, we sit you down, in a one hour, 30-day goal setting call, and chunk out exactly what you want. My number one question I ask is, “when we’re sitting here 30 days from now, what would make you absolutely over the moon and delighted that you have a return on investment on this new employee, of them sitting here. If they accomplish the following without you having to train them, what would it look like?” Because the beauty is, especially in the estate planning and elder law firm, and all the amazing organizations out there, there are so many resources that you can delegate that training, so I always start there first, of seeing where can we pull in reinforcements to support you with the training, number one. Number two, a very simplistic way to train someone is have them shadow you for one solid week. Sit in every client meeting, every marketing meeting, every teleconference that you’re in, when you’re doing work and sitting at your desk. At the end of the week, what the employee, I can’t even tell you the feedback that we get from employees. They say that is better than any other training I have ever received at any business that I’ve ever worked at. Being able to see them in action, communicating with clients, understanding why clients hire you, understanding their paying points, sitting in at the conference room for those vision meetings, those design meetings, signing meetings, that’s the best training, and that opportunity of that 15 minute debrief, or 10 minute debrief in between each of your activities, it’s liquid gold for a new employee.

Jim: Definitely. I understand that myself because a lot of the times when I’m training somebody new, I want to capture systems, right? And so the attorney might not even know how they’re doing a particular thing, but they’re doing it in a particular way. And so if we can capture the systems, which I guess your example would be them just shadowing you, right?

Molly: Yes.

Jim: As they’re shadowing you, they’re capturing whatever system it is, if that’s how you’re responding to phone calls, if that’s how you’re conducting a consultation, or whatever that may be. And so they’re able to learn that process. Am I kind of getting that correct there?

Molly: Yeah, I think that’s an excellent reframe of that. Because a lot of times that’s what people do when they bring on new employees. They say, we need to have them create systems, and they have them sitting at a desk, handing their existing systems manuals and have them create these systems. And I always say, that’s great for maybe 60 day goal, but right now they need to be infused in your culture. You’ve made it this far without having written systems, and I’m a huge fan of systems and process, etc. But one small step at a time. If you can communicate with them and say, “do you see how I do this? Did you see how I opened the file? This is where it was introduction. Did you see when the client stepped in here?” If people can see, touch, and feel things, and you can clarify, and verify, and debrief with them, then they can be able to build the system from that way. It’s just a win-win.

Jim: Definitely. Now one thing that I’ve noticed, too. Let’s kind of step back from where my question was at the beginning, where it’s a solo law firm and the attorney wants to hire their first employee, how does that happen? I’ll give you another example of something that we see all the time. So, the attorney has maybe a couple staff members already. And who knows what they’ve been doing, or how they’ve been trained. Now, somebody like me who’s a vendor for the attorney, and we’re doing their marketing, for example, and one of the things that we don’t do, is follow-up. So if they get a new lead or something like that, which would be like a potential client for the attorney, they’ve got to follow up with that person so they hopefully come in for the consultation at some point, right? And typically, that follow up process isn’t done by the attorney. It’s gonna be done by that staff member. And then you see particular staff members that all of a sudden they’re like, “I’m getting more work now than what I was supposed to be doing, or what I was originally told I was doing.” And maybe they don’t want to do that, or they’re not working as hard at that task as they probably should, because they feel like maybe that’s not in their job description, or they just don’t want to do it. How do you recommend attorneys, A. Recognize that this is even happening. Because they might not even know that this is happening, they’re just like, “my staff is not doing this, or whatever it may be.” And B. Fix that issue. Get that employee to understand their position, what it takes to succeed in that role, and do new tasks as they become tasks for them to do.

Molly: So, one of the greatest ways to diagnose that, if you will. Is to start having a weekly, what we call stakeholders meeting. And I know everyone is very, very busy, but this is the greatest investment of one hour a week that you can give. And we have sample agendas, if anyone wants any please reach out to us. But it’s a weekly meeting that you use almost like a locker room huddle before you go on the Super Bowl playing field. And in that, each week you are giving your KPIs. Your Key Performance Indicators in regards to what initial contacts came in, where did they come from, did they move forward in the next step of the process. You’re looking at your conversion rates, etc. And your follow ups. And this is the number one area that we see, when people start to implement this one simple step of this one hour meeting, and then the reporting and looking at that, I’d say nine out of ten times that’s where the hole is, that we’re not doing the follow up. Which you know how much it costs to get a lead, and then what occurs. And it takes anywhere from the average of 12 touches before somebody takes action. So, that’s one way is to start, you know, people respect what you inspect, and when people show up, they know same place, same time every week that you’re coming in with all of your reporting. From there, you can see where the loopholes are. The loopholes in the follow-up, or the loopholes in the initial scheduling, or the loopholes in the conference room that the attorneys aren’t converting even though they appeared to be really qualified leads, maybe we need support in our closing ratios. So when you start doing that diagnosis, then you can start to see where do we need help? Who has time to do this follow-up? How much time each week is it gonna take? And from there, you can decide if you need to bring on a new person, a part time person, just to fully, wholly focus on that follow-up. I actually, we wrote a blog about this not too long ago, and posted it on our website, and it’s called Dialing for Dollars. And I used the example of, there was a firm in California that we were working with and they were realizing that nobody was doing the follow-up, and they went back and brought in somebody who was working eight hours a week, that was it, like a marketing intern, I think it was actually an existing client that they had that they were able to, through conversation, bring in and work on that. I think in the first week, it was just a little bit over $16,000 and eight hours that that follow-up person had generated, so we captured the entire process, and wrote it and placed it in our blog. So I’d highly recommend you go in our search bar, just search for that title and find the very, very simplistic yet powerful process.

Jim: Yeah, so that blog post, for everybody that remembers is called Dialing for Dollars, you said?

Molly: Yes.

Jim: I’m gonna go read that one because that sounds good. I mean, and that kind of comes down to one thing, too. It’s like, how is an attorney who’s busy, right, they’re busy managing all the different aspects of their firm. How are they tracking the results of their employee? Like your example that you just had. So they brought in somebody else, they did $16,000 of sales, right in an eight hour shift, or whatever that example there was. Where, you know, maybe they have a 40 hour a week employee right now who’s producing only $8,000 of revenue a week. But they don’t know if that’s good or bad, right? So is that good or bad, and they don’t know. How do they track those results, so they know that the employee that they do have is providing the maximum amount of results possible?

Molly: I love that question. Because so often, on the flip side of that, I will hear from the employees also say, “I have no control over money, I have no control over process, I’m quote on quote just a receptionist, I have no control, my job’s just to answer the phone.” Which we all know, that’s your sales force. So, through that weekly stakeholders meeting, part of that agenda is each person identifying their top threes for the week. Their top three goals that directly impact revenue and your ultimate goal. Now this is two sneaky things about this, a lot of times attorneys don’t want to share the actual revenue goal with their employees, and honestly the employees sometimes are okay with that because they don’t want the pressure, because then they start worrying about money as well. So I say, so go your calendars, so go your cash flow. So make your goals about your appointments, the number of initial meetings you need, which are your sales meetings, what your conversion rate needs to be, etc. So when you share the overall vision, which a lot of small law firms don’t do with their employees. If you haven’t sat down and scheduled a strategic retreat with your law firm, I highly recommend that you do to communicate what our north star is. Is our north star ten plans a week, or ten plans a month? Whatever it is, is it that we want our conversion rate to be at 73%, or do we want our conversion rate to be at 20% because it’s by and large a retail practice. Whatever it might be, just communicating and identifying and getting very, very specific about that. Then you know, each person from right to the receptionist, she knows her goal is to fill that calendar with ten sales meetings, ten money meetings a week. That’s very simplistic of how you can be able to track even just the receptionist. And same thing if it’s paralegals, paraprofessionals, production people. That they’re goal is to get people in and out in four weeks, so we can start the plan to close in four weeks, we know we need to have drafting done by Fridays and ready for the attorney to review by Mondays so we can keep it running like a well-oiled machine. Every single solitary person can be tracked from a place of efficiency, profitability, etc. But not until you as the attorney, you as the entrepreneur are very, very clear on what your north star is, what your goal is. And that’s where I see people, they’re just, you know, you get the calls all the day, “we’re not making money, we don’t have the leads, it’s crisis.” And when you say, “well what would be a home run for you?” They’re like, “I don’t know, money in the door.” You have to be really, really specific. Don’t measure it based on the guy that you met at the conference and what they’re doing. Whatever works for you, based on what would make your monthly nut, and your monthly revenue a success for you. And you know your conversion rates, and if you don’t, you can find out very quickly within 30 days.

Jim: So when you put these targets in place for your employees, what do you find is the best method for incentivizing the employees? Is it just you’re gonna keep your salary, you’re gonna get a paycheck from us if you hit these things, if you don’t hit these things we’re gonna have to have a discussion about that. Or are you gonna say, do you maybe recommend something like how I would do it, where you’re giving them like a base, and then you’re incentivizing them on appointments generated, on calls done, on sales brought in, or however that may be?

Molly: Yes! That’s my favorite question. I can’t tell you how many attorneys when they call in say we need to hire someone. We say, talk to us about your bonus structure. And they’ll say, well their bonus is a paycheck, they should be just grateful to have a job. And I say, oh those days are so, so over, especially with the unemployment rate so low. An incentive-based compensation plan. I am a huge fan of a firm-wide one, versus individual performance. We don’t want to create competition within. There can be some level of independent performance plans as well, but when the team comes up with their, in that strategic retreat that I talked about earlier. A lot of times people will put that as a big chunk of their agenda at the end, to say okay guys, let’s create a bonus so we know that our goal is to deliver ten plans a month. And I’m being very simplistic here. And to have them in an out within four weeks, five weeks, six weeks, whatever it might be, to have funding done in 90 days, whatever it might be. And you outline that. And then you say to the team, “what would be a bonus, what would make it a home run for all of you?” And the team has to be involved in creating that. I don’t care if it’s one employee or two employees. The same bonus structure that works with one employee, works with 22 employees. Because nine out of ten times, these are the types of incentive-based competition that the team comes up with. If we get all this done that we could take between Christmas and New Year’s off and get paid. If we get all of this done, then we can have summer hours and close at noon on Friday. It’s never, it’s not always about money. Quite often I found out it’s, in this day and age, when there’s all this buzz about work-life balance, and self-care and all that, it’s more so about time. Especially when you have young children, etc. during summer and Christmas vacations. So I recommend highly, and we have a sample incentive-based compensation plan, too, that we can share with you all, that you make it firm-wide and you let them be involved in the creation. Because nine out of ten times, they will come up with something way more powerful, but not necessarily a heavy hit on the bank account, so to speak each week or month. And it’s something that they’re excited about. So if Susie’s gone for a week, or has an accident, and doesn’t come in and can’t answer the phone, you better believe that so and so is gonna stay on top of that follow-up because it’s gonna impact their bonus.

Jim: I like that a lot. And you’re coming from my side, but I would typically look into commissions or bonus structure. But you’re right, definitely. People value other things now. Like their time, and I know even some companies, like you said, have a summer schedule, and they love it. So that would be an easy one to say, hey we do this, we hit these goals and you get Fridays off, or Fridays half-day, or whatever that may be. And they’re like wow I can spend that time with my family. There’s unlimited value to that, right?

Molly: Yeah, and I would say that’s actually, Jim, one of the most common ones. So many firms that are coming to mind right now that I’m working with, they close at noon every Friday from Memorial Day until Labor Day, and they came up with that bonus a while ago. They have hit goal every single solitary month. And I cannot tell you how their revenue goes up from May until July. I actually had a firm I was speaking with last week about this. I said, “Did you guys ever take notice of this?” Cause attorneys typically are like, “oh my gosh, I’m gonna lose x amount of hours of production per employee.” I’m like no, no, no, no. I mean, you’ve seen all the articles about four day work weeks, etc. And the model works. People would probably get 60 hours worth of work done with that type of, because they have an incentive come 12 o’ clock on Friday.

Jim: Yes, I definitely agree with that. That’s one of the things when I structured my business, I was like I’m gonna structure it for Fridays off, right? And so my team is working Fridays, but I don’t want to work Fridays, right? And I think a lot of attorneys are doing the same type of thing, you know. Like they’re structuring, they plan their firm the right way, to run on a limited schedule, but be more productive when they’re working. And so that’s a great idea that attorneys should be thinking about when they’re making these plans with their employees. Or even if they’re not quite there yet. Like, ” I need to be structuring my business so that it can run like this.”

Molly: Yes, yeah. I always tell people that. If you don’t stay focused on your time template throughout the week, then you have to come in on Friday, you have to tell your kids you’re not taking them to the pool, you have to what have you. And it’s just incredible. I don’t work Fridays either, I haven’t for about 10 years now, and I can tell you, by Wednesday when I’m losing some steam and letting myself off the hook for certain things, I actually have a sticky note that’s above my computer here that says “you’re giving up your Friday”. If you don’t honor your commitments, if you don’t get what you say you need to do, it’s amazing how much gas gets put in the tank mid-week when you hit that slump to say oh no, I’m not telling my kids no. I’m ready, I’m back in the game.

Jim: That’s very cool. And so kind of leaning in from that, I mean, obviously if they’re hitting their numbers, and they’re hitting those goals, and they’re hitting their bonuses, I guess we can say, what’s the best way that you’ve found for attorneys to manage that performance review process?

Molly: We are big fans of doing quarterly employee reviews. If you bring in a new employee, I highly, highly recommend you do it monthly. And again, we have a process that I’d be happy to share with everyone. What I love about it is the employee does a self-evaluation first. So from their perspective of where they’re sitting it’s everywhere, where do they see themselves in one year? What are the three greatest improvements they’ve made since their last review? There’s many very thought-provoking questions there versus satisfactory and needs improvement. It’s a very different perspective that is not from a place. There is an evaluation in it, but it’s also more geared towards creating a growth plan. Then from there, they give it over to the attorney, and the attorney does an evaluation of them as well. Then they come together and get in agreement of what’s working, what’s not working, areas of improvement. And this process works so great because it’s very fascinating to see the employees that are just in it for a paycheck. Lot of times people scan up to me and ask me to facilitate that review for them, and when I look at it, you’ll have some employees that have nothing, everything’s great, very limited words, not a tremendous amount of elaboration and communication. And then other employees that they have attachments of additional papers there. And it’s really great because they’re just chomping at the bit. They’re sitting at the front desk, and they say, if only we can implement a CRM database that can cut 15 minutes off of the phone intake process, or what have you. And attorneys are constantly blown away because they don’t know. They’re back to back to back in conferences. They don’t know what’s going on at the front desk. And this evaluation gives, it’s almost like doing a complete kaison on your business. And hiring a business consultant to come in and just rode a router through each department and each area, and you get that for free through your employees because who has a better perspective? So I highly recommend monthly for the first year, for brand new employees. And there’s so much wonderful insight from that perspective cause they’ll say things like we should have blah, blah, blah. And nine out of ten times, attorneys will be like we have that process, here it is. And nobody’s shown it to them. And it shows you where the loopholes are in your training process for the next person that comes in. And then for existing and veteran employees, I really say no less than quarterly. Because it really is a wonderful use of your one hour of time. And to keep them on that growth plan and inspired. And I don’t mean to be a fear monger, because people are getting hit by opportunities everywhere, out on social media, and what have you. And I always say if you don’t give your employees time and attention and feedback, somebody else will.

Jim: Yeah, and I can definitely vouch for the self-review process coming from the corporate world. You’d be so surprised how people review themselves. I assumed everybody would just give themselves five stars. Obviously I’m a five star employee, five star, five star, five star. But the reality of that is, they don’t. And it’s fun to see their responses on how they view how they’re doing their position and then obviously go over that with them and coach them on improving on where they find their weaknesses. Or letting them know that their weakness isn’t even a weakness. They might view something as a weakness that is actually, maybe, their strongest, and they just have a very strong opinion of how they’re doing a particular task. That is a great process. And just to kind of confirm what you were saying, a new employee, you’re recommending we do the self-review and you going over that with them with your view, on a month to month basis. And then the longer term employees, doing that exact same process quarterly. So if they’re new, they’re self-reviewing themselves every week.

Molly: Yes, absolutely. As well as a veteran employee, everyone’s doing that self-evaluation, as well. It’s just tremendous feedback, and it keeps people so inspired. I can’t tell you how many employees, and to your point, they will rate themselves lower than you ever would. And that’s great from a perspective of you really to infuse some confidence into them, when they could have been, and this does happen, they could have been walking around for a month feeling like they’re just missing the ball, they’re not getting x, y, and z, and to get that affirmation and confirmation back from your employer, it really, really up levels their motivation, in addition to their ownership within their role. Because a lot of times employees are just silently waiting to get permission and validation. They want to get validation that what they’re doing is correct. And they’ll only move in kind of baby steps, until they get that, they check the box, and you get the gold star, and yes, you’ve mastered this. And then from there, they’re thinking how can I duplicate this in other areas of the business. And once you give them permission to say, yes, please step up and lead, please come with ideas and insight and feedback. And quite often what happens is their role evolves where they see a need. In marketing is a perfect example, it’s one I’d say that’s the number one example that I get. I really would love to start going to some community outreach events, I really would love to help you with managing your referral source process. Whatever it is, and the attorney’s just sitting there drowning and dying and wishing somebody would say, “where can I help? How can I help?”

Jim: Awesome. This is a lot of golden nuggets in this conversation right now, so I hope that the attorneys that are watching this definitely reach out to you and grab those resources that you talked about. The one question, I know we’re kind of wrapping up our time, that I like to ask everybody is, what is the number one piece of advice that you would give an elder law or an estate planning attorney today? Like if it was today and you had anything you could give them as far as advice goes, with hiring, new employees, encountering their current employees, or anything else in general, what would that be?

Molly: I would say the number one advice that I hear from attorneys, especially coming in to national organizations, whether they’re hanging their shingle, or opening up their fourth office, is that we all know there’s no other lonelier place than being an entrepreneur, and being a solo, and being a small business owner. So what I would say is don’t go it alone. Don’t even try to go it alone. So right now if you are an employee listening to this, or an entrepreneur, or a solo, whatever it might be, and you are not involved in some type of coaching program, or having a place, a sounding board for you in regards to everything around your people, process, profit, marketing, what have you, it’s the greatest investment that you can make in your business. I love the estate planning and elder law industry because they are so abundant. We always say that, I hear attorneys say that it’s heart planning. Such an abundant community, many of you belong to list serves, many of you probably belong to bar associations, and various different communities. Reach out to them as much as you possibly can, to get insight and feedback. I would say it’s easier to edit than create. Somebody has trail blazed what you’re going through at some path. So reach out to your colleagues, reach out to your communities. A lot of times people say, well I don’t want to do that, I don’t want to look stupid. I should know this. I’ll just figure it out. I always say don’t suffer in silence. There’s people that will always help you. So reach out to your communities on your list serves, and the various organizations that you belong to. And that’s the number one reason you do belong to them. And I would also say invest in some kind of business consultant, or coach, that understands your industry, that has coached attorneys before, and has proof of concept. There’s two things. Number one, to use as a sounding board. But there’s just such a magic that occurs in the doubling and tripling of your revenue, practice, etc. in a very controlled growth way. When you have somebody that you have to be accountable to. And you’re writing them a check, and there’s accountability and consequences attached to that. I always use the health industry. People that join the gym and pay 49 bucks a month and have no accountability, and their sneakers have never left the trunk, and those that are hiring a personal trainer, and they’re gonna show up and get out of bed at 5:30 in the morning, and show up for 90 days or whatever. Because by and large, as humans, we are very responsible and have integrity. And the only reason we’re going, we’re hemming and hawing, and fighting tooth and nail to get there. But at that end of the hour, you’re transformed.

Jim: Yes, and I can’t agree more. Getting a coach, I have a coach for my marketing business. And it’s not even a group of marketers, it’s a group of business owners. Because I’m not the first person to ever own a marketing business, or a business in general. There’s other people that have been doing this for hundreds and hundreds of years. And they’ve been 10 steps ahead of me, or even what I call one step ahead. I just want to learn from somebody that’s one step ahead of me all the time. Because there is a learning curve, and that removes that. Like you don’t have to worry about researching, you don’t have to worry about finding out about it, you just know what’s happening. Because you have a group of business owners, or people, or attorneys, or whatever it may be, that’s been there. They walk you through that, you’re prepared for it. And you’re gonna exceed through that. So definitely, if you don’t have a coach of some sort, that’s definitely something to look through. And then, like she said, you have these list serves available to you, you have there’s LinkedIn groups and Facebook groups and all sorts of different type of resources that you can actually plug yourself into, and as a coach even, until you do make that commitment. But just like you said with the personal training, when you actually do write the check, there’s a commitment because now it’s like I’m invested in this process, and so I’m gonna make the most out of my investment. It’s not just a free resource, or whatever. Now with that being said, free resources have their place, and we all have free resources, and you as an attorney should have a free resource, or two or three or ten of those, right? In order to just generate new people coming through the door, so they can write the check to you as the attorney. And I know, Molly, you have mentioned some on this interview already, but you do have quite a few giveaways, or free resources that you’d like to provide some of the attorneys that are watching this or listening to this right now. What are those?

Molly: Yes, absolutely. If you go to our website hiringandempowering.com, you can join our blog, there’s a tab up there on the navigation bar. We are constantly doing videos, tips and techniques such as this. We have a weekly podcast that we interview other successful attorneys in what’s working, what’s not working, and what value they can support you all with, and other people in the legal space and industry. And then in addition, on our home page we do have a book there called The 66 Day Law Firm Turn Around. 

And that is a week by week process, and regards how to get your people, your process, and your profit in place. And it’s truly a do-it-yourself program. And you can pick and choose in there. There’s the incentive based compensation plan sample. There’s a weekly stakeholders meeting agenda that I spoke about. I believe the employee evaluation process, there’s a sample in there. And just many, many different tips for your team to learn how to become what we call intrapreneur and entrepreneurs. And how to protect your attorney’s time, confidence, and calendar.

Jim: Awesome. So you mentioned the website, did you have an email or a phone number, anything like that that people could use to get in touch with you if they wanted to learn more?

Molly: Indeed, you can reach me directly at molly@hiringandempowering.com, Or you can always go to our contact page and drop us a message in there and I’ll get back to you within 24 hours.

Jim: Awesome. Well, thank you so much Molly for being a part of this Zoom chat here. I hope the attorneys that are watching this found a lot of value in it. I know I learned a whole bunch, so thank you so much for being a part. And if you have any question about hiring or empowering your team, definitely reach out to Molly. We do work with some of her current clients, and they have nothing but great things to say about her and her team. So definitely check it out.

Molly: Thank you for having me.