It's not always easy to convince lawyers that they should care more about client service. Too many genuinely believe their legal expertise is paramount—the only thing that truly matters when establishing their law practice's reputation. But lawyers should not underestimate the impact of how they treat their clients: It's the only part of the lawyer-client experience that we can control, and the only thing that can be accurately evaluated and appreciated by any client.

Recently, I was talking to a lawyer about the ideal mix of business with pleasure, in the context of successful business development. This attorney observed that a lawyer in his firm with lots of clients seemed to devote most of his life to his practice. All of this successful lawyer's social and community activities revolved around clients or potential clients. His personal life was hardly separate from his work life.

Job security is on the radar screens of most lawyers. Many lawyers, however, perceive that their jobs are very secure, when in reality they are not. Due to a false sense of security, these lawyers often neglect the networking they should be doing.

Many myths surround successful rainmaking in the legal profession. Perhaps the biggest myth is that only attorneys with an outgoing and gregarious personality stand a chance of attracting clients.

Many baby boomer lawyers are approaching retirement and considering succession planning options. Owners of small law firms with a handful of non-equity partners or associates frequently wonder if it is a realistic expectation to get bought out by the other lawyers. If so, how do you then decide the amount and structure? Like many law firm valuation issues, there is no simple answer to either question. The answers depend upon a variety of factors.

Recently, I attended the mid-year meeting of the Association for Continuing Legal Education. ACLEA is the primary organization for CLE professionals from bar associations, law schools, law firms and for-profit entities, as well as other CLE professionals like me. I've been attending ACLEA meetings for about a decade. I always leave with some interesting new thoughts about the future of CLE.

Referral sources are the lifeblood of many successful attorneys. Old standby places to meet new people and establish relationships with referral sources include bar and trade associations, as well as business community organizations (such as Chamber of Commerce or Rotary). Although the missions of these groups vary significantly, referrals are the inevitable reward for active participation.

I'm frequently asked how much time and money should attorneys spend on marketing. Like a true lawyer, I reply that "it depends." There is no magic percentage of revenue or billable hours to be allocated to business development activities. The answer to this question will vary by practice area, geographic location and budget.

The most important ABA Model Rule governing professional conduct in the area of legal marketing is Rule 7.1, which covers communications concerning a lawyer's services. All states have adopted this rule, worded exactly the same or very close to it. The rule provides:

It is the rare lawyer who is familiar with all the intricacies of legal marketing ethics rules. Most of them, however, seem to know that they must take care when using the word "specialize." At the same time, most of these attorneys have no idea why. Continue reading this post to discover the answer.