Measuring Your Marketing ROI: Part IV

By ESQCoach, Terrie S. Wheeler


This is the fourth and final post on Measuring Your Marketing ROI. This post will focus on the fourth pillar of marketing–Creating Targeted and Effective Communications. Below are listed Pillar IV marketing strategies, along with suggested techniques for measuring ROI.

Strategic Communications

Does your practice have the ability to send out truly strategic communications? Targeted and effective communications are not broad-based “firm newsletters” but instead are communications that are sent to various segments of your client base with targeted messages relevant to them.

If you invest your time and energy to create this level of targeted messaging, you can measure you ROI by tracking the number of direct responses from clients and referral sources because of your various communications. In addition, over time, you should see an increase in the level of client retention and flow of referrals into the firm.

Marketing Database

A marketing database is only valuable to you if you keep it updated. A strong marketing database should be easy to update, allow segmenting of client type for targeted communications, and interact with other firm data (like client revenue numbers).

Your ROI for creating your marketing database can be measured in saved time and increased client communications. In return for investing in your marketing database, you will save billable time by not needing to send individual lists to professionals for updating. Additionally, as a result of the database, you will find it easy to communicate with various groups of clients, contacts, and referral sources because you will have email addresses and other contact information for each person on your list.


A website is a must-have for every law firm. When used correctly, a website can be a powerful marketing tool with the ability to attract new clients and retain current clients. The content on your website should be regularly updated and should reflect the overall branding and identity of the firm. You should also ensure that your website is search engine optimized, which will result in higher rankings on Google and other search engines.

Website ROI can be measured tangibly by tracking search engine rankings and by using Web-trends, Google Analytics or other programs to track and measure website visitors and activity on your website. You can also track your website’s strength by monitoring direct client inquiries from the website, seminar registrations using web-based registration options, and client comments on the website.

Learn more about maximizing your website. Read my blog post on “Online Marketing Strategies for Lawyers: Make the Most of Your Website.”

Client Events

Hosting a client event can be a time consuming challenge for any firm. Lawyers often wonder if the event is worth the hassle. How can you tell if your client event is a success?

Start by tracking the number of clients who attend the event—the more clients there, the better! Next, be sure to  provide an evaluation form and ask clients what they thought of the event. In the evaluation, ask clients if they would attend the event again next year. Repeat attendees demonstrate that clients appreciate your event and see it as a valuable service. Track how many professionals from the firm attend the event and ask them if they were able to actively build relationships. Ideally, the event will lead to new clients or new matters generated from the event.



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Measuring Your Marketing ROI: Part III

By ESQCoach, Terrie S. Wheeler


My last post examined ways to measure marketing return on investment under the second pillar of marketing– Attracting New Clients and Developing New Business. This post will explore measuring marketing ROI under the third pillar, Increasing Name Recognition and Awareness. This is an area of marketing where it is very easy to spend lots of money (buying advertising, hiring public relations firms, or attending tradeshows), so carefully measuring your return is particularly important. Below are listed Pillar III marketing strategies and their corresponding ROI measurement techniques.

Advertising (Print and Web-based)

Considering the generally high costs associated with advertising, it is important to make sure that your advertising dollars are truly well spent. While you may like to think that your advertising helped you to land that new client, you can’t be sure unless you ask. Check in with new clients and ask why they hired your firm. If they cite specific advertising as one of the reasons they hired the firm, your advertising has resulted in measurable ROI!

Another simple way to determine whether your advertising works is to include a call to action in your ad (such as registering for a seminar). You can also determine if your advertising works by seeing if there is higher name recognition of your firm in the marketplace based on independent market

research. Finally, if you are using web-based advertising, monitor your search engine rankings to see if they improve.


Branding and Identity

Developing professional, cohesive identity and branding materials for your firm is a smart investment. Your materials should include a logo,

letterhead, brochures, and website that, when viewed together, are consistent and have the sa

me strong visual identity. Done correctly, your materials will result in a higher level of professionalism conveyed through your firm’s brand and resulting identity materials that will generate complimentsfrom clients, contacts and referral sources. You will know your branding and consistency has paid off when your firm “becomes known” in the marketplace for some element of its branding or identity.

Public Relations

We all know that, generally speaking, publicity for your firm is a good thing. But how can you measure the ROI of such an intangible marketing function? If you have an article written about your firm in a local or national publication, or if you appear on the radio or television, check the media outlet’s advertising rates. Multiply the cost of placing an ad of similar length by 3 or 4 to arrive at the approximate dollar value that the public relations “advertising” has been worth to your firm. Next, count the number of media impressions your firm made – how many people had the opportunity to see the article or hear the interview.

In a more general way, you can measure your public relations ROI by looking at how often the firm gets substantive content placed inpublicationswhich are read by A-level clients. Look at the number of news releases the firm proactively distributes each month and the number of bylined articles published per year by you or other professionals in your firm.

You can also measure your public relations  ROI by examining the relationship between your firm and reporters. How many times in the last year have firm professionals been quoted in the press? How many reporters does each professional know and have a relationship with?

To learn more about effective public relations, see Tip #10 in my blog post, “Marketing Your Law Practice in a Tight Economy—Part III.”

Trade Shows

Participating in key trade shows in your area of expertise and within your community can be a great way to reach a focused group of potential clients. However, with your limited time and resources, it is important to only commit to those trade shows that generate the most ROI.

To measure the ROI of a participation in a trade show, look at the number of new client or referral source leads generated as a direct result of the firm’s participation in a trade show. Also, count the visitors who leave their card or ask for additional information and the number of your own firm professionals who participate in the event. If you or someone from your firm is a speaker at a trade show, it is likely that you were able to reach more potential clients. Finally, look honestly at your level of proactive follow up after the event. Are you truly reaching out to and connecting with the trade show participants?

Community Involvement

Volunteering in your community is the right thing to do. It can also be an opportunity to build your skills and your network. Is your firm taking advantage of this great professional and marketing opportunity?

To measure how well your firm is doing in its community involvement efforts, look at the number of professionals in your firm serving on non-profit boards and delivering pro bono work (hours per year).

Does your firm create an environment and culture where volunteerism is encouraged and rewarded? If your firm encourages its professionals to volunteer for organizations they are committed to and passionate about, your firm can become a community leader with a reputation for excellent and ethical work. While not every volunteer or board position will directly lead to new clients, it is important to stay consistently involved. Positive results may take time but community involvement is always rewarding!

To learn more about the importance of community involvement in your marketing efforts, read my blog post “Giving Back: Why Lawyers Need to Spend More Time Volunteering.”

Social Networking

Considering how recently online networking has developed, it’s astounding how pervasive it has become in such a short time.  And it’s only growing!  As you consider ways to market yourself and your practice, keep in mind that social networking allows you to communicate your key messages and make connections with people that you would likely never find using traditional methods.


Although social networking can seem amorphous, social networking can and does lead to the development of new relationship and clients. Tomaximize your social networking activities, participate actively in groups on several social networking sites. Be willing to share expertise and NOT use social networking to directly sell. Finally, spend time on each site at least once a week to update your profile or status, to contribute to conversation, or to post an informative article.

To learn more about the social networking for lawyers, see my blog post “A Lawyer’s Guide to Social Networking.”



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Measuring Your Marketing ROI: Part II

By Terrie S. Wheeler, MBC

Our last blog post focused on ways to measure marketing return on investment under the first pillar of marketing—Retaining and Growing Relationships With Existing Clients. This week’s blog focuses on measuring marketing ROI under the second pillar of marketing, Attracting New Clients and Developing New Business. Below are listed Pillar II marketing strategies and their corresponding ROI measurement techniques.



While it would be nice if all of your networking efforts resulted in a new client, networking doesn’t always work that way. However, if you are networking successfully, you should begin to notice other benefits, including having a loyal base of friends and contacts who will always return your calls and who begin sending you more referrals for A-level clients.

Successful networking means that you have two to three networking meetings each week, you always make time to meet with someone who was referred to you, and you look for ways to open doors for others on a regular basis. As you increase your networking activities, you will notice that you actually start to enjoy staying connected to great people. Remember, effective networking is more about looking for ways to help others (versus what’s in it for you)!

To learn more about successful networking, see my blog post on Effective Networking Strategies for Solo Practitioners Part I and Part II.

Targeted Business Development

How can you tell if your time spent on targeted business development has been successful? First, do you have a written list of your top ten prospective clients, with a plan for each prospective client on what your next steps are to land their business? A written plan is an important investment in your marketing success that will lead to results as you put your plan in place.

Look at the number of proposals you have submitted to A-level clients each year, as well as the number of new clients you actually attract to help you determine if your targeted business development efforts have been successful. You can also measure your success by looking at the amount of revenue generated by the new clients you have attracted. Make sure you remain focused on business development by developing a strong sales pipeline with dates, action items, and next steps.

Proposal Development

Proposal development is an important place to spend some time focusing your marketing efforts because of the direct correlation it has with securing new clients. One way to measure your ROI is to look at the number of proposals you submit to A-level clients each year. Strong proposals that lead to a client selecting you and your firm over the competition during a competitive bidding/RFP process are a great way to measure your marketing ROI.

Another important measure of your ROI is the existence of a proposal archive at your firm, so you don’t have to reinvent the wheel each time. A strong proposal will contain current examples of representative experience for everyone in the firm and should begin with a summary of the client’s situation and your approach to meeting the client’s needs (not with firm history and bios).

Market Research

Market research is an important tool that lawyers can use to understand more about their clients and prospects. Time spent conducting market research prior to meeting with a contact can lead to increased business, a new client, or a new referral source. Your contacts will be impressed by the time and effort you take in understanding their company or industry.

To ensure your market research yields positive results, make a point of taking the time to research a new client or prospect before your first meeting. Keep an electronic file or “dossier” on your top prospective clients and review and update the files periodically. Track the activities of key clients or prospective clients using Google Alerts or other web-based research tools.

Trade and Professional Association Involvement

Involvement in trade and professional associations is a great way to network, build name recognition, and generate new clients. The most important way to ensure a strong ROI in is to measure your actual involvement with the association. Look at the number of years you or your firm has been involved with the association. Trade association involvement requires a long-term investment to the association and its members. Make sure you regularly attend meetings—belonging to the association without participating will not build trust with other members.

You can also measure your ROI by looking at the strength of your network of contacts within the industry. Does a member of your firm serve in a high profile position within the organization? Do you or your firm have regular speaking engagements for the group or regularly contribute articles to the association’s publication? Do you have clients who have who hired the firm because of its perceived industry expertise?

While attending association events, speaking to association members, and writing for association publications can be time consuming, measuring your ROI can make you feel more secure in knowing that your time is well spent.

Learn more about maximizing trade association involvement by reading my blog post, Be Where your Clients Are: Tips for Maximizing Trade Association Involvement.



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Measuring Your Marketing ROI: Part I

Lawyers are results-oriented and often have questions about how to quantitatively measure marketing success. Determining return on investment of marketing initiatives can be challenging because not every marketing initiative will directly result in a new client. However, in addition to attracting new clients, marketing success can be measured in a number of ways. This blog post will address ways in which to measure marketing ROI under the first pillar of marketing—Retaining and Growing Relationships With Existing Clients. Below are listed a number of Pillar I marketing strategies and some corresponding ROI measurement techniques.

Client Satisfaction and Retention

How can you tell if your clients are truly satisfied, and how can you tell if your marketing related efforts to increase client satisfaction are working? One key measure of marketing success is to look at the duration of your client relationships. Long-term relationships with clients are a strong indication of client satisfaction.

In addition, clients who have increased the amount of work with your firm, either through working with other practice groups or increased workflow specific to you, are expressing their satisfaction with your client service. Clients also show that they enjoy working with you by referring you and your firm to others. Maintaining strong relationships with clients is the best return on investment you can get for your marketing efforts!

See my blog post on Low Cost, High Impact Strategies to Market Your Law Practice: Part II to learn more about keeping your clients satisfied.

Client Service

Measuring your return on investment in your client service efforts can be tricky because most clients only let you know if something is wrong—not if you’re doing everything right. Because of this, one easy way to measure your client service is to measure the number of client complaints you receive. Very few client complaints likely means clients are satisfied with your service.

Clients also demonstrate their satisfaction with your services by paying their bills on time and by referring you to others. You can also gauge how well you are serving clients by honestly evaluating your responsiveness to client phone calls and emails. A great way to increase and ensure client satisfaction is to develop client service guidelines that are followed by everyone in your firm.

Read my post on Client Service Reminders: What Lawyers Can Learn from Toyota.

Cross Marketing

The best way to measure your ROI on your cross-marketing efforts is to track how many of your clients utilize more than one service of your firm. Clients who are satisfied with your work and are aware of you and/or your firm’s depth and breadth of expertise are likely to increase their work with your firm.

To ensure that you have a strong ROI on cross-marketing efforts, create a firm culture that supports cross-marketing. Consider implementing a compensation system that rewards growing existing relationships. Host firm events where clients can meet other attorneys at your firm, and work to actively introduce your clients to others at the firm.

Referral Source Development

Finally, it is important to measure your ROI on your referral source development efforts. Taking time to build relationships with referral sources can seem like a frustrating waste of time when you consider that your time could be spent developing new clients. However, developing your referral sources pays off and it’s important to remember that by tracking your marketing success in this area.

To measure your ROI, keep track of how your new clients found you. A strong base of people who regularly refer business to you is a great ROI for your efforts. Look at who your best referral sources are and determine what they have in common—are they from a particular industry or profession, do they have common personality traits? Knowing who your best referral sources are makes it easier to spot and develop relationships with other potential referral sources. Make it easy for your referral sources to refer business to you by providing them with concise marketing materials and messages that they can pass along to their contacts. Maintain strong relationships with your referral sources by scheduling coffees or lunches with them to stay in touch and by providing them with referrals where appropriate.



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Myths and Realities of Marketing Your Law Practice

By ESQCoach, Terrie S. Wheeler


Sometimes the biggest challenge in marketing your law practice is overcoming a preconceived notion of what marketing your law practice really means. Many lawyers have developed an aversion to marketing because they still believe in the following myths. Understanding the realities of marketing a legal practice can help you get out of your marketing rut, help you develop your practice, and yes—even learn to enjoy marketing!

Myth #1: Marketing is really selling and I didn’t go to law school to be a sales person

Reality: You don’t have to be a natural-born salesperson to market your practice! You do, however, have to overcome the idea that lawyers don’t have to do anything to attract clients. To be a successful lawyer with a booming book of business, you must integrate marketing and networking into your approach to serving clients. :  While marketing is sometimes about selling, it is mostly about developing relationships with others and helping others succeed. Don’t think of it as “selling” your services. Instead, focus on building relationships with existing clients, meeting new people that you would like to work with, and understanding and sharing with others how you can add value to their life or business.

Myth #2: Effective marketing takes too much time – – and I am just too busy

Reality: Effective marketing does take time. However, think about the fact that you will continue to have clients only if you continue to market. If you don’t make time for marketing, you may come to realize you have too much time on your hands because you no longer have enough clients! Marketing doesn’t have to be time consuming. If you schedule time into your calendar every week to market you won’t have to spend large blocks of time later, scrambling to catch up on your marketing activities. Here are 5 simple marketing activities you can do in ten minutes or less: 

  1. Call one of your top contacts and schedule a coffee or lunch.
  2. Develop an elevator speech.
  3. Update your professional biography
  4. Create or edit your LinkedIn profile
  5. Send a copy of an article to a contact that you think might interest or affect them

 Also, see my blog post on creating your marketing plan in just 10 minutes per day!

Myth #3: Clients will find me because of my exceptional reputation – why market?

Reality: The legal industry is more competitive today than ever before. There are literally thousands of lawyers out there practicing in the same area of law as you. Gone are the days when law firms had “legacy” clients and partners could pass down these client relationships along with the firm name. In today’s competitive marketplace, you cannot just sit in your office and expect clients to come to you, no matter how excellent or well-deserved your reputation may be. You must go out and market!

Myth #4: Contacts will see right through me asking them to lunch or coffee as a ploy to get business from them

Reality:  Contacts will see through you if you are only trying to sell them. But effective networking is all about helping the other person. When networking, ask yourself: “How can I help this person in their life and business? Whom do I know in my network that I can introduce to this person? Is there anything I can do to help this person achieve a personal or professional goal?” Follow-through on commitments you make. If you tell a prospective client that you will introduce them to a great accountant you know—do it. If you say you’d like to volunteer in an organization they are involved in—do it. The point is, if you network and build genuine relationships with people you actually enjoy, trust, and respect, they will feel the same way about you.

Myth #5: I am an introvert and do not feel comfortable networking

Reality:  If you feel uncomfortable in large group settings, have no fear—effective networking can be done one-on-one! In fact, since effective networking is all about building relationships, one-on-one networking is particularly effective. Set up one-on-one meetings, lunches, or coffees. If you are going to an event where you know there will be a lot of people and you are feeling overwhelmed, set a goal for yourself of talking to one or two people. Prepare some questions ahead of time to help you feel more comfortable. You may want to ask questions like, “How long have you been a member of this association? What do you do? How did you decide to go into your profession? Tell me about your company—who are your clients/patients/members/customers?”


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Gender and Business Development: 6 Predictors of High Originations for Women Lawyers – Part II


Terrie S. Wheeler, MBC, Founder

Vanessa K. Townsend, Esq.

Part I of this post covered predictors including years of legal experience as well as time spent actually pursuing business development activities.  This post picks up where the previous post left off, covering the four final predictors for high originations for women lawyers.

3) Using a targeted approach to business development


Women who have a business development plan in place and follow it are more likely to have high originations. The busier you are as an attorney, the more important it is to take time to create a marketing plan. By focusing your energy on activities proven to generate origination dollars, you can make the most of your limited time.

 Create a detailed business development plan for 2010 in as little as 10 minutes per day: 

4) Participation in pitch groups

While participation in pitch groups was a predictor of high origination, many women in the study reported that opportunities to participate in pitch groups were not as available to them as to their male counterparts. Participation in pitch groups is especially important because it is a great learning environment, where senior partners can mentor younger partners and associates and demonstrate marketing and selling skills. Moreover, pitch groups often provide an opportunity to meet lawyers from other practice groups and can foster cross-department relationships and cross-selling opportunities.

To become involved in your firm’s pitch groups, ask! Discuss your desire to learn more about business development with the partners you work with and with your firm’s marketing professional. Offer to do background research on the potential client’s industry or the pricing of competitor’s services.

5) Cross-selling other firm services
Another predictor of high-origination for women lawyers is an ability to cross-sell other firm services. It is likely that 80% of your firm’s revenue this year will come from existing clients. Don’t overlook current firm clients– it is far more efficient to deliver more services to current clients than it is to go out into the marketplace to attract new clients with whom you have not yet worked.

Cross-selling is a process that not only seeks to attract new business from existing clients but also to provide referrals of current clients to others in your firm that may deliver complementary services.  Many times clients will work with other lawyers or law firms in areas you or your firm have expertise in, simply because they did not realize you offered the service.

Here are some ideas on how to cross-sell your legal services:

  • Identify and communicate your services. A simple mailing or email newsletter listing the services you and your firm provide can help educate clients as to the breadth of your services.
  • Meet with Colleagues. Sit down with your colleagues and brainstorm lists of clients that could be better and more fully served by the firm. Learn more about their practice and tell them about your practice and your ideal clients.
  • Identify colleagues’ clients. Identify those clients where you could add value with legal knowledge – – and approach your colleague asking for an introduction to the client.

6) Asking clients for introductions to others who may need legal services

The study also found that women lawyers with high originations know how to ask for referrals. Learn to tap into the willingness of your clients to refer you to others to ensure you maximize your income and earning potential. 

Many professionals do not actively ask their clients and contacts to refer them to others.  They “assume” everyone knows they are looking for more business – which is just not the case.  Learning to ask for referrals will allow you to tap into more work from people who already know you, like you, trust you, and respect you – a logical place to focus a large percentage of your marketing efforts.  

Calling all Lawyers!

Participate in Dr. Keshet’s current research study on how attorney specialty and diversity effects business generation. The measures of diversity include gender, race, ethnicity (Asian American, Hispanic American and others) and sexual orientation.

We are seeking your assistance in informing attorneys at your firm. Our online questionnaire takes less than 15 minutes to complete. You and the participants from your firm will receive an executive summary of the study results. The study is completely confidential. To take our questionnaire click here:  



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Gender and Business Development: 6 Predictors of High Originations for Women Lawyers – Part I


Terrie S. Wheeler, MBC, Founder

Vanessa K. Townsend, Esq.

More women have been graduating from law schools and becoming associates at law firms, with almost half of law degrees now going to women. Yet there is still a significant gender gap at the partner level of most law firms due to women dropping out of the partner track or leaving the field of law entirely. At the same time, law firms have been changing the way they approach business development—shifting away from relying on a few rainmakers to expecting all senior associates and partners to contribute to new business development. Because business generation is now a significant factor in determining which associates will advance and become partners, business development is a key skill for women lawyers who want to succeed.

Harry Keshet, Ph.D. is a social researcher and marketing consultant who has worked with law firms for over 30 years. In 2007, Dr. Keshet designed and conducted the Women Attorneys Business Development Study with the goal of discovering the activities, attitudes, and organizational factors leading to high origination among women attorneys. The study used a large, national sample of 423 women attorneys, 85% of whom were working full time and more than 50% of whom were equity or non-equity partners. Average origination dollars for the year 2005 for the women was $338,653 with the highest origination at $4 million.

The study found that there were 6 predictors of high originations for women lawyers.  This blog post addresses the first two predictors: years of legal experience, and time spent doing business development each month:

1) Years of legal practice

The single best predictor of business development success for women lawyers was the number of years they had been in practice. As women develop their career, they build both legal and marketing expertise that helps them succeed. As their legal skill grows, so does their confidence and reputation and they increase participation in community organizations, pitch groups, and referral networks that help them grow their practice.

However, with more women leaving the practice of law, fewer women are gaining the years of experience that lead to business development success. Further, business development and origination are now being expected earlier in lawyers’ careers as firms shift away from the rainmaker business model. So what can young women lawyers do to hone their business development skills earlier in their careers?

  • Develop Your Practice: first and foremost, a young woman attorney, like any new associate, must focus on developing her legal expertise. At the same time, however, she can and should practice providing outstanding service to clients and to the partners with whom she works
  • Focus on Partners: work on building relationships with partners, as your current “clients.” Turn work in on time, be details oriented, and ask for feedback on your work. Take a partner to lunch and ask about how she built her practice and ask for advice on how to build your own
  • Stay in Touch: Don’t lose track of your law school and college friends. Make a point of staying in touch with people you connected with (liked, trusted and respected). They will be the legal services decision makers of tomorrow. Meet them for lunch a couple of times per year. Make it a priority to stay in touch. Practice developing client relationships by developing the contacts and network you currently have
  • Practice by Selling the Firm: While you can’t market yourself individually until you have solid experience to market, you can practice your marketing skills by marketing the firm. Ask to join pitch meetings or become active in a trade association with clients that interest you and your firm

 2) Time spent doing business development each month

The study found that the more time spent doing business development each month, the more new business generated. In particular, spending over 15 hours per month on business generation was a high predictor of business origination.

This may seem like a lot of hours, particularly to someone who feels they are too busy practicing law to work on new business development. Yet, relationships take time to nurture and grow. If you don’t continually work on building your relationships, you may find you have very few clients and a lot of time on your hands! Be proactive in managing your relations by setting aside time each week for business development:

  • Identify your top contacts: make a list of 20-30 current clients, prospective clients, and referral sources with whom you would like continue to grow your relationship. Keep a list with their names on your desk to keep them top of mind
  • Meet with your top contacts: make it a goal to meet with one contact per week. Go to lunch, coffee, or a happy hour just to catch up
  • Have a contact-focused agenda: don’t go with the goal of selling your services. Rather, your agenda should be focused on your contact. What can you do to help them personally or professionally? Who in your network can you introduce them to?
  • Do What You Say You Will: introduce them to that contact, send them that article, etc. Keep a marketing file where you make notes of when you meet with people and list of follow-up items. Put a note on your calendar to schedule another catch-up meeting a few months down the road

Watch for Part II of this blog post that discusses how best to use a targeted approach to business development, participation in “pitch groups,” cross-selling other firm services, and asking clients for referrals.

Calling all Lawyers!

Participate in Dr. Keshet’s current research study on how attorney specialty and diversity effects business generation. The measures of diversity include gender, race, ethnicity (Asian American, Hispanic American and others) and sexual orientation.

We are seeking your assistance in informing attorneys at your firm. Our online questionnaire takes less than 15 minutes to complete. You and the participants from your firm will receive an executive summary of the study results. The study is completely confidential. To take our questionnaire click here:  



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