Networking in the Legal Field

Networking is an effective method for developing work

opportunities and contacts, based on referrals and
introductions - either face-to-face at meetings and
gatherings, or by other contact methods such as
phone, email, and increasingly social and business
networking websites.

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 The shortened term 'networking' can be confused with

computer networking/networks, which is different terminology,
relating to connection and accessibility of multiple computer
systems.
A business network of contacts is both a route to market for
you, and a marketing method.
Networking offers a way to reach decision-makers which
might otherwise be very difficult to engage with using
conventional methods.

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 In addition, networking brings with it the added advantage of

recommendation and personal introduction, which are always
very helpful for developing work opportunities.
Business networking is a way for you to make the maxim, "It's
not what you know, it's who you know.." work for you.
The principles and techniques of networking are mostly
common sense. Many of the behavioral principles apply also
to business and relationships generally, and specifically to
legalese, managing, coaching, facilitating, etc.

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The word network is defined in the Oxford English Dictionary

(2005 revised edition) as: "Network (noun) 1 An arrangement
of intersecting horizontal and vertical lines... 2 A group or
system of interconnected people or things... (verb) 1 Connect
or operate with a network... 2 (often as noun networking)
Interact with others to exchange information and develop
professional or social contacts.

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Interestingly, the first definition above referring to a more

general sense of a network, as might be used for a network of
railways or a canal system, reminds that a network consists of
connecting lines which run in different directions. Creating and
maintaining good lines of communications, in all directions, is
as important as developing contacts. We could say instead that
there is really no point developing contacts unless good lines
of communications are established and maintained.

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A networker is defined as "...1 A person who operates from

home or an external office via a computer network... 2 A
person who uses a network of professional or social contacts
to further their career."
The first networker definition here originally referred to the use
of a computer network, whereas nowadays the notion of
working from home or elsewhere remotely has merged
significantly with the more modern meaning of networking, in
the sense of contacts and communications.

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The point is that while a computer is probably significant in

most forms of home or remote working, what matters most
these days is the networking itself (communications and
relationships), rather than there being a specific dependence on
a computer network.
These separated root words, 'net work', are very apt today.
Net Work' remind us of the vital aspects of modern successful
networking, by which ideally:
we work (apply thought, commitment, effort)
to create, grow, use, assist and enable
our own net (network) of contacts.
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Here are ten of the most important principles for effective

networking in the legal field. Consider that all sorts of
professional people outside of the business community can
also be very helpful networking contacts - for example,
lawyers, scientists, lecturers, educators, etc. When developing
your networking plans, think beyond the people you'd typically
see at other networking events.

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 Some of the most important connections are not business

people, and consequently you need to be creative in reaching
them. The examples of networking situations/methods below
provides help with this later.
These tips apply broadly to any sort of networking - face-toface, organized events, business social networking websites,
etc:

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1. Elevator speech. Describe yourself

impressively.

concisely

and

2. Be different.

Differentiate yourself. Aim high. Be best

at something.

3. Help others.

Help others and you will be helped.

4.Personal integrity. Integrity, trust and reputation are vital for

networking.

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5.Relevant
targeting.

Groups and contacts relevant

aims and capabilities.

to

your

6. Plans and aims. Plan your networking - and know what

you want.
7. Follow up.

Following up meetings and referrals

makes things happen.

8. Be positive.

Be a positive influence on everyone and

everything.

9.Sustained
focused effort.

Be focused - and ever-ready.

10. Life balance.

Being balanced and grounded builds

assurance.

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1. Describe yourself - elevator speech

Use these principles also in text-based descriptions for the
web and printed materials, etc.
This is commonly called an 'elevator speech' or 'elevator pitch'
- as if you were to meet a potentially important contact for the
first time in an elevator at a conference and he/she asks you:
"What do you do?" You have no more than 20 seconds perhaps just 10-15 seconds - between floors to explain, and to
make such an impressive impact that the person asks for your
contact details.

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1. your "My name is..." Look the other person in

name
the eye. Smile. Shoulders back. Speak
with confidence. Sincerity and passion are
crucial in making
a strong early
:
impression.
2. your "I work for..." or "My legal office is ..." Loud
business clear proud again. Do not ask "Have you
name
heard of us..?" or wait for recognition.

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Page 15

3.based
and
covering
where

"I am based..." and "I cover..." Adapt the

town, city, geography for the situation.
There is little value in mentioning a tiny
village if you are at a global gathering, or
your global coverage if you are at a local
town gathering. Make this relevant to the
situation.

4.your
personal
specialis
m and/or
offering,
and your
aims

Be different and special and better in

some way from your competitors. Be
meaningful for the event or situation or
group, and as far as you can guess, be
meaningful for the contact. Express what
you offer in terms of positive outcomes for
those you help or supply, rather than
focusing on technical details from your
own viewpoint. Load your statements here
with special benefits or qualities. Be
positive, proud and ambitious in your
thinking and expression of what you do.
Include in this statement what your aims
are, to show you have ambition and that
you know what you are seeking from
network contacts.

 Depending on the situation, aim to complete your explanation

in less than 20 seconds.
Less is more: lots of powerful points in very few words make
a much bigger impact than a lengthy statement.
It is a sign of a good mind if you can convey a lot of relevant
impressive information in a very short time.
Conversely, a long rambling statement shows a lack of
preparation, professionalism and experience.

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 In some situations your speech may flow smoother by

inverting points 3 and 4, or combining them. If your
organizational structure is complex do not attempt to explain
it. The other person is not interested in this level of detail now
- they just need to know where you operate, and an indication
of scale.
While you are speaking look the other person in the eyes,
and be aware of his/her body language to gauge for interest
and reaction to you personally, and to help your assessment
of the other person's character and mood.

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 After your 'elevator speech' end in a firm, positive, constructive

way.
Ending with a question enables more to happen than letting the
discussion tail off nowhere or into polite small-talk.
Depending on the situation and visible reaction (again see body
language for clues of interest) you can end in various ways, for
example:
"What's your interest here/at this event?
"What are you most wanting to get out of this event/your visit
here?", or obviously if you've not already asked:
"What do you do?"
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 If you already know the other person's interests and motives,

for example ask:
"How would you like to improve/change/grow... (various
options, for example - your own network, your own legal
activities, this sort of event, etc)?"
After giving your elevator speech avoid the temptation to
force your business card onto the other person (unless this is
the tone and expectation of the event).

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 Instead try to develop the discussion around what the other

person wants to do, achieve, change, grow, etc.
And be on your guard for interruptions and sudden opportunities:
Many highly competent people have a habit of interrupting and
cutting short discussions when they see an opportunity. This
means you may not always finish your elevator speech, in which
case allow the discussion to progress, rather than try to
complete what you planned to say. Be prepared at any time to
respond effectively to an interruption like, "Okay, I get the picture
- now what exactly do you need?.."

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 2. Be different and ambitious

If there is no special difference between you and other
providers, then people have no reason whatsoever to choose
to work with you.
Look again at how you describe your business offering (or
yourself as a person) - what's different or special about it (or
you) compared with all the others?

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 Sometimes this is merely a matter of redefining or placing

different emphasis on what you already are and already do.
This difference must be something that plenty of people will
find appealing; ideally irresistible. If you are struggling to find
a difference or market advantage, look at your competitors
and talk to your customers, and discover what's missing and
what can be dramatically improved out there.

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 This difference needs to shine out in your elevator speech,

and be echoed in your subsequent discussions whenever
initial interest develops towards supplying something, or
putting a collaborative project together.
Aim high and big when thinking about and expressing
yourself and your aims. Be realistic of course, but aim to be
the best and to lead in some way, in whatever specialisms.

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 networking is not simply finding customers in one-to-one

meetings and connections; it's building a strong network,
helpful for your aims. Accordingly project yourself as a great
networker, as well as being a great supplier or specialist.
networkers want to work with other networkers who aim high,
who have great ambitions; people who see what can be, not
merely what is; and who strive for change and improvement.
When you meet like-minded networkers with these attitudes,
your network will grow because they'll see you can make
things happen too.

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 3. Help others - give before you receive

Always prioritize helping and giving to others ahead of taking
and receiving for yourself.
You must give in order to receive. Be helpful to others and you
will be helped in return.
Networks of people are highly complex - often it is not possible
to see exactly how and why they are working for you, so you
must trust that goodness is rewarded, even if the process is
hidden and the effect takes a while.
Use the principle of 'what goes around comes around'.
You could think of this as Karma in business.
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 A possible explanation of how Karma (or whatever you call it)

produces positive outcomes is found in the rule of 'cause and
effect', or the scientific law (loosely speaking) that 'every
action has an equal reaction'.
Good deeds and helpfulness tend to produce positive effects.
They are usually remembered and often repaid. The giver
builds reputation and trust. Referrals tend to result.

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 Imagine yourself having lots of personal connections like this.

You become known as a helpful person. Word about you
spreads, and your reputation grows.
People who give are seen to have strength to give. Followers
gravitate to strong giving people.
Helping others extends far beyond your personal specialism
or line of work. Networking is about working within a system
(of people) enabling relevant high quality introductions and
cooperations, which get great results for the participants.
These enabling capabilities transcend personal specialisms.

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 At a simpler level, always try to ask helpful questions. These

typically begin with 'what' and 'how', and address an area of
interest to the other person, not you.
Open questions (who, what, how, when, etc - also "Tell me
about...") give the other person opportunity to speak and
express their views and feelings:

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Ask people:
"How can I help you?"
"What can I do for you?"
Closed questions (requiring a yes or no answer, or another
single response, for example "Is this your first time here?") do
not offer the other person much opportunity to talk, although at
certain times a good relevant closed question can be vital for
clarifying things:
"Do you mean X or Y?"
"Do you want to do X or would you prefer that I do it?"
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 The communications concepts of NLP (Neuro-Linguistic

Programming) and TA (Transactional Analysis) also contain
useful techniques for helping others, and for understanding
the underpinning psychology.
Be creative and constructive in how you regard others and
how you might help them. Being defensive and making
assumptions tends to limit options and growth.

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 For example try to see your competitors as potential allies.

There is a fine dividing line between the two behaviors, and
positioning too many people/companies in the competitor
camp can make life unnecessarily difficult. When you talk to
your competitors you will often surprise yourselves at the
opportunities to work together, in areas (service, territory,
sector, application, etc) where you do not compete, and even
possibly in areas where you do compete. This is particularly
so for small businesses who can form strategic alliances with
like-minded competitors to take a joint-offering to a market
and compete for bigger contracts.

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4. Keep your integrity - build trust and reputation

Sometimes a situation arises which tempts us to do the wrong
thing, causing harm or upset that could have been avoided.
We are all human; mistakes happen. If you do make a
mistake or wrong decision - whether it significantly undermines
your integrity or not - always admit it and apologize.
Failing to apologize for wrong-doing often damages a
person's integrity and reputation far more than the original
misjudgment itself.

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 We only need to think of how we view people in high and

public authority, notably politicians, when they fail to take
responsibility and admit their mistakes. Some integrity is lost.
Do it a few times and all integrity is lost.
People of low integrity sooner or later find that the only friends
they have left are other people of low integrity.
Significantly, integrity is vital for trust to develop. Trust is
simply not possible without integrity.
Building trust is essential for growing a strong business
network.
Lack of trust prevents successful business networking.
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 Empathy and effective listening greatly assist the process of

building trust. These qualities require you to be genuinely
interested in others; to listen properly, and to reflect back
meaningfully and helpfully.
Following up is also a vital feature of building trust and
reputation.
You will probably know a few very solid people who always keep
their commitments, and who never make a commitment which
they cannot keep. Aim to be like this.
Reliability and dependability are highly valued qualities in
relationships, especially relationships involving referrals and
recommendations, because someone's reputation is at stake.
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 The words 'reliable' and 'dependable' do not mean that you

are always available to everyone. These words mean simply
that when you say you will do something you will do it.

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 5. seek relevant groups and connections

Identify and target groups and connections which are relevant to
your aims and capabilities.
Relevance can be according to several different things, for
example:
Geography
Size
Sector
Social grouping (e.g., ethnic, gender, age, seniority, etc)
Political or religious grouping
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 Trade or society grouping

Academic or technical grouping
Other common interest (e.g., social enterprise,
environmental, Fair Trade, etc)

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 The more relevant your targeting of groups and contacts,

then more useful your meetings and referrals will be.
Other professional people can be important networking
contacts. Don't limit your targeting just to obvious business
people.
Certain non-business professional people can be hugely
influential in networks, and greatly trusted because of their
neutrality and professional standing - educators and
scientists, for example.

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 It is not easy to make connections with these people through

conventional business networking, but remember that a
network is not only made of business-people, and be awake
to these non-commercial connections when the chance
comes.
If you find that your networking is producing very low
opportunities for follow up and referral, try to improve your
targeting. Find different groups and methods, in other words.

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 A true network is a connected system of people within which

referrals and opportunities can be passed through several
connections, or circulated to all those connected. Networking
thus can extend far beyond simply having lots of random oneto-one meetings.
A given number of people who are connected for a reason will
generally be more productive than the same number of
random connections.

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 So don't go aimlessly after every networking opportunity which

comes your way; instead try to find networks which already
function well or have the potential to do so; and consider and
decide which sort of groups and contacts will be most helpful
for your aims and capabilities - ideally remembering that you
need to be able to help them, as well as they should be able to
help you.
Within most networks people tend to have a few close and
trusted connections. Choose these, your most trusted and
closest associates, very carefully.
Reputations are built according to your chosen contacts, in
addition to how you yourself behave.
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6. Plan your networking - know what you want - manage it

All projects need managing. Business networking is a project,
and so it needs managing. You can use various tools to
manage your networking.
You must manage your networking, or it will manage you.
Some people plan with shapes and connections on a big
sheet of paper. Others prefer a spreadsheet. Use whatever
you find comfortable.
Be able to plan and monitor your networking activities.

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 It is important to know exactly what you want, because you

will be asked - very directly by powerful potential contacts and you will need to give a clear answer.
An activity which has no clear planned outcomes is liable to
be pulled in all sorts of unwanted directions.
As with any project, you will only move towards your aim
when you keep focused on that aim.
If you don't know what to plan, then probably some research
is necessary:

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 In terms of evaluating and choosing a potential networking

group - especially a big online community - investigate the
tactics that successful members are using. Ask a leading
member for pointers. This will help you assess the group's
relevance to your needs and strengths.
You will save yourself from attending time-wasting events,
and registering with time-wasting websites, if you do some
research before committing valuable time to deeper
involvement.
A plan is vital because business networking can be a very
time-consuming activity.
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 A structured approach can be especially important for very

sociable networkers.
Business networking can be a very enjoyable activity, and for
some people can seem a lot more productive than it actually
is, so stay mindful of business results and cost-effectiveness.
Here is a simple example for planning and monitoring
networking, which extends the elevator speech.
Just use the headings as a guide if you prefer to work more
intuitively, or if you favour a certain type of planning method.
networking planner example

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networking planner example

what is my aim?
ideal connections (people) - describing
words
group name and type
group
profile/sector/interests
(relevance to me)
tactical group notes/tips - what works
well?
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group group group

1
2
3

my elevator speech (for this group)

what I can do for these people
what do I want from these people?
diary dates/scheduled tasks
targets/expectations
actuals
time spent
compare with my other marketing
activities
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 The example above doesn't necessarily suggest you begin with

three groups, or limit your business networking activities to three
groups.
A sensible start might be to pick one business networking
website, and one face-to-face business networking group or
event, and see how you do before increasing the activity.
As you will see from the sustained focused effort point, business
networking works best when it is attacked in a concentrated way.
If you take on too many groups and websites at the same time
you will be spread too thinly, and find it difficult to make an impact
in any of them.

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 7. follow up your commitments and promises

There are two main reasons for the importance of following
up:
Networking only produces good results when it is followed up.
Following up with contacts builds trust, reputation, and
relationships.
Put negatively, to emphasize the points:
Networkers who meet people and never follow up are wasting
their time. Networkers who never follow up will eventually
become known as time-wasters.
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 Follow up is a matter of relevance and commitment: If a

contact or referral is not relevant, then say so, which avoids
any expectation of follow up.
If there is relevance, follow it up, in whatever way is
appropriate for the situation.
If you find that you are not wanting to follow up meetings and
referrals because of lack of relevance then you can reexamine your group targeting strategy. You might be chasing
the wrong groups and connections, and could need to
redefine these issues.

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Networking Strategies for

Introverted Lawyers
the mantra for building a law practice: networking, networking,
networking. But there are lawyers out there who, despite their
keen legal minds, are just painfully shy. For these lawyers, the
idea of working the room at a cocktail party or calling
someone that they hardly know to arrange a coffee or lunch
meeting is not just undesirable, it actually could make them
break into a cold sweat.

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 The risks of isolation

The introverted lawyer is not just at risk of being unable to
develop a referral network that will generate business. In
representing lawyers in discipline matters, I often see lawyers
who are very isolated from other lawyers, whether it is by
virtue of office location (working from home, renting an
inexpensive office in a suburban office park, working in a rural
area), a strong independence streak (I will prove I can do
this myself), or, sometimes, not knowing how to get started
networking.

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 For some lawyers, isolation leads to bigger problems, such as

not having colleagues to turn to when tough questions arise
on files or not having anyone around to notice that the lawyer
is showing signs of depression. It is troubling in a discipline
case to represent a lawyer who cannot identify one or two
friends with whom the lawyer has shared his or her problems
and know the lawyer well enough to testify as a character
witness.

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 Get in the game

Introverted lawyers should approach networking in ways that
will minimize confrontation. For starters, become a joiner.
Sign up for one or two bar committees, social organizations,
or nonprofit boards that will have regular meetings. Small
nonprofits, in particular, are eager to have lawyers serve on
their boards. Through these meetings, over time, you will get
to know your fellow participants and they will have the
opportunity to get to know you.

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 These relationships may lead to a coffee or lunch date but it

is not critical. You should find appropriate timesbefore
meetings, during breaks, walking to the parking lot afterwards
to slip your elevator speech into the conversation. After
youve served a two or three-year term, move on to another
activity. Yes, this is a long-term strategy. But really, all
networking is a long-term strategy and you will likely make
deeper connections with people who actually work with you
on projects than you would just by drinking a lot of coffee.

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 Go on-line
Introverts should also take the opportunity to participate in online discussion groups. Ask anyone who is active in a listserv
and they will tell you that they get to know the personalities of
their fellow participants just by reading their posts. More
importantly, they develop trust in their colleagues and refer
business to them. This is where an introverted lawyer can
shine because often your strengths lie in deliberation and
thoughtfulness (as opposed to your extroverted cousins, like
me, who think while speaking, which occasionally has
unintended consequences).

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 Networking, however, is a skill. Like all skills, it needs to be

practiced. After you get the hang of participating, perhaps you
can be the one to introduce a listserv to your local bar.
Lastly, look for situations in which you can develop one-onone relationships without the cold calling. Sign up for a
mentoring program, for example. You put your name in, they
contact you. Offer to visit or take meals to members of your
religious community when they are ill. Join a book group. Just
try to form relationships with people in environments that are
suited to your personality

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 After a long day at the office, usually the last thing we want to
think about is more work. But if you want to really want to get
yourself known, youll get involved in community activities or
in social causes.
A lot of people just dont enjoy the typical networking events:
stiff conversation at a cocktail party or a formal luncheon or
dinner. But volunteering is a great way to network without
really trying. It is a way that you can benefit yourself and
whatever organization, project, or cause youre interested in,
and it can be fun.

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 Volunteering is a great way to find new opportunities. It can

give you a chance to explore a new area of law to practice or
a new career altogether. It can help you get different kinds of
training or improve a skill, and it can help you make new
contacts. Many nonprofits are eager to have an attorney on
their board of directors. It gives them added credibility and
legal assistance when they need advice.

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 And volunteering doesnt mean you have to make a heavy

time commitment. You could get involved in something that is
long term, such as serving on a board and participating in all
the organizations fundraisers and activities. Or you could be
an episodic volunteer where you help out as a one-time
supporter. That would let you get involved in a lot of different
events in your community and meet a lot of different people.

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Elevator Speech Strategy

What I mean by an elevator speech is a short description of
what you do, or the point you want to make, presented in the
time it takes an elevator to go from the top floor to the first
floor or vice versa. In this article you will find out what, why,
where, when, to whom, and how to prepare that elevator
speech.
The idea of an elevator speech is to have a prepared
presentation that grabs attention and says a lot in a few
words. What are you going to be saying? By telling your core
message, you will be marketing yourself and/or your
business, but in a way that rather than putting people off will
make them want to know more about you and your business.
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 Of course, if you meet someone who shows interest in the

elevator, you can be literal and use it there - when you attend an
event, a conference, a convention, or some other type of meeting
with networking opportunities. You will notice that one of the first
questions people ask is, And, what do you do? Oh, Im a lawyer
or an accountant or a consultant or an artist It doesnt
matter because they will often say, Oh, thats nice, and
immediately label you in their mind with all of the stereotypes they
perceive those occupations carry with them. However, if you turn
your message around and start with an answer like, I work with
small businesses that are grappling with computer problems,
right away especially if they own a small business their ears
will perk up and they will want to know more.
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 The more often you give your short speech, the better it will
become. You will have so much fun experiencing the unique
reactions to what you are saying, you will easily be able to
add enthusiasm and energy to the telling. I suggest taking
advantage of a wide variety of gatherings and networking
events. And, dont worry, if your elevator speech isnt
smooth, easy, or natural in the beginning. If you stick with it,
you will find that it gets better and better, and before long, you
will be getting a surprising amount of business or, at least
a number of contacts who want your business card and to
stay in touch. You will also be remembered.

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 Plant a seed of curiosity.

Begin a conversation.
Shift the focus to the person asking the question.
Establish yourself as a trusted advisor and expert in our
niche.
Reposition the legal industry as a helping profession.

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Roxana-Emanuela Dude

 Facebook is becoming the social and communications hub for

all aspects of the lives of millions of people. They use it to
share information with friends and work colleagues, and it is
their preferred means of communication. For many,
Facebooks private message feature is replacing email.
As the largest social networking site on the Web, Facebook
poses opportunities and challenges for lawyers and law firms.
Any place where you can meet 800 million unique people is
clearly a lucrative marketing opportunity. And while initially,
most people saw Facebook as a personal networking tool, it
is being used increasingly as a successful business
marketing tool as well.
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 While many lawyers are still scratching their headsand

rightfully sosome lawyers are making it work for them. Many
have a personal Facebook account and a separate page for their
firm. Task No. 1 for any lawyer using Facebook is mastering the
sites ever-changing privacy and personalization settings. You
need to understand and carefully control what the world can see.
Facebook has just introduced its smart lists feature, which
automatically assigns friends to categorieswork, school, family
and city. Users can then add or remove their friends from
categories after Facebook makes its recommendation. The
functionality and longevity of this feature is still unclear, but smart
lists may be a helpful way for lawyers to separate professional
and personal contacts.
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 LINKEDIN The so-called Facebook for professionals,

LinkedIn is in a different category than many other social
media tools because of its express business focus.
LinkedIn allows users to create public profiles that are much
like Facebook profiles, only without the bachelorette party
photo stream. It allows professionals to upload a picture of
themselvesusually the standard company headshotand
most of the information you would find on a standard rsum,
including employment history, education, skills, publications
and awards. LinkedIn users can see each others profiles and
connections (called contacts) when they connect to each
other.
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 Smart firms actively encourage all their lawyers to be on

LinkedIn and to actively find real contacts (as opposed to
wannabe friends) by relying on the power of exponential
networking to identify connections to potential clients. They also
request that lawyer profiles use consistent firm branding and
language to ensure they make a professional presentation. A
firm of 20 lawyers who each have 100 contacts may have more
than 2,000 potential contacts at only one degree of separation.
The trick is to connect these contacts to business development
strategies. LinkedIn is a goldmine for potential firm hires, many
of whom use the site to forge connections with practicing
lawyers working in their desired area.

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 Smart law firms appreciate this by soliciting interest in job

openings on LinkedIn. LinkedIn permits users to make
recommendations or to endorse the services and
performance of others, which raises obvious ethical issues.
LinkedIn also has the feature of asking questions of those
within ones network and responding with answers. This blurs
the difficult dividing line between professional development
and the provision of legal advice.

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 BLOGS Law blogging, or blawging, is a quick and useful

way to report current developments to colleagues, clients and
the general public.
The appeal of a blog is how easily and reliably it produces
quality content in a timely fashion. All that a contributor needs
to do is write and click to submit; there is no cumbersome
editing process or having to wait for a print publication. For
this reason, blogs have the potential to provide cutting-edge
legal commentary about emerging issues before the journals.
Relative to the other social media tools, it takes more work to
create a blog.

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 The regular writing you must do to keep posting updates can

be a chore, but the rewards can be large, especially if you
establish yourself as one of the go-to people in a given area
of the law.

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 Many firms are focusing their efforts on firm-wide blogs or

practice group blogs. Enlisting a group of colleagues, usually
specialists in a given area, to commit to posting on a regular
schedule helps spread the writing load around. It also means the
blog remains a firm asset if one of the people posting to it
leaves. Blogs with good reputations reflect well upon the
expertise and diligence of lawyers, and present valuable client
development opportunities from within the readership. They can
generate real leads. And if the mainstream media follows your
blog, youll find yourself quoted or invited to comment on
television or radionot a bad payback for something that
requires little out-of-pocket investment, but your attention and
time.
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