Dore Law - July 2019

Dore Law - July 2019

THE D or É R eport

D orÉ L aw G roup

D ore L aw G roup . net

JULY 2019

BUILDING A TEAM Why Doré Law Group Takes a Systems-Based Approach

Recently, one of my most important clients told me something very gratifying. They said, “I’ve never been more confident in your team than now. It’s clear that you have built a system structured to help your clients through their problems.” That statement went right to the heart of my philosophy on team building, which was already on my mind. The law firm had just lost a key attorney to an extended health issue, and I was concerned about our ability to serve her clients. New associates with less experience had to be plugged into her roles, and our experienced lawyers had to spend more of their valuable time on training. The client’s comment reminded me of a set of business truths I’ve discovered over my 40 years in business:

effort. Our legal services are delivered more efficiently (increasing profits) and consistently (better client service) when we follow those systems. Just as importantly, new employees can learn their jobs more quickly when they have a system to guide them. Around the time my client praised our team, I was reading “Quiet Leadership: Six Steps to Transforming Performance at Work” “I’ve developed a systems-based approach to building my team and managing the business because I think constructing thought-out systems to guide our team members is worth the extra time and effort.” by David Rock, which confirmed much of my thinking. If your team isn’t going in the direction you hoped, Rock’s steps might give you some new ideas. I liked the first two best: Force your employees to think about what they are trying to accomplish, their level of enthusiasm and commitment, and what alternatives there are to get there. Focus on asking your team questions instead of giving them answers. Maybe they will surprise you with a new solution, but certainly you will be training them to think and problem-solve on their own. STEP 1: THINK ABOUT THINKING

STEP 2: SPEAK WITH INTENT

Be succinct. Don’t confuse your team with long explanations, but instead clarify with statements that are “short and sweet.” Be specific and generous. A kinder, gentler approach often prevents your employees from getting defensive and blocking your efforts to help. As a former engineer, I find it hard to avoid jumping into problem-solving mode immediately, and as a lawyer, it’s almost impossible to limit my words. I grew up thinking of leaders as the ones giving orders, but I’ve found that to succeed in building a system that doesn’t need me to constantly grease its wheels, it’s best to help others improve their own thinking first. It’s a strategy I’m still practicing.

1. No one wants to be a slacker.

2. Everyone is capable as long as they’re enthusiastic and have a questioning mind.

3. Leadership is more about asking

good questions than giving the right answers.

I’ve developed a systems-based approach to building my team and managing the business because I think constructing thought-out systems to guide our team members is worth the extra time and

-Carl Doré, Jr.

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Published by The Newsletter Pro • www.TheNewsletterPro.com

‘INFLUENCE’

A Road Map to Closing Deals

Business majors and longtime entrepreneurs will be very familiar with this work. And in an age when many shiny new theories on leadership and personal development come out every year, it’s refreshing to revisit a classic that has stood the test of time. Thirty- five years after its original publication, “Influence: The Psychology of Persuasion” should still be required reading for marketers, small- business owners, and anyone else looking to improve their negotiation skills.

Dr. Cialdini lays out six “universal principles” of the human psyche. These include “Reciprocity,” our tendency to want to return perceived kindness or concessions; “Commitment and Consistency,” our tendency to cling to past decisions; and “Scarcity,” our tendency to assign value to things based on their rarity. While these may sound like surface level business concepts, the way Dr. Cialdini uses these principles as a launching point gives “Influence” value. With each principle, the author dives into examples of how these psychological elements can be used by you or against you in any negotiation. Take “Commitment and Consistency” for example. If you are able to get a person to agree with you on several small points, you lay the groundwork for them to agree with you in the future. Conversely, you can be more alert when people try to use this tactic on you. One of the most powerful results of reading “Influence” is that it helps you recognize behaviors you yourself were unaware of. Indeed, that’s the whole underlying thesis of Dr. Cialdini’s work: As social creatures, we all have habitual behaviors geared towards finding common ground with others. Once you are aware of these behaviors, you’ll begin to see conversations and negotiations in a whole new light.

Written by Dr. Robert Cialdini, “Influence” explores why people say yes. A professor of business and psychology, Dr. Cialdini is uniquely qualified to tackle this question, combining scientific >Page 1 Page 2 Page 3 Page 4

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