AALL Spectrum

AALL Spectrum | January/February 2016 | Volume 20, Number 3

AALL Spectrum / Published by American Association of Law Libraries

Issue link: https://epubs.aallnet.org/i/628170

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Page 23 of 51

22 AALL SPECTRUM | WWW.AALLNET.ORG connectors may include people such as members of the marketing team, practice group leaders, or senior rain- makers. As you put together your top 20 contacts list, realize that targeting is about determining specific individuals "who are most likely to have a prob- lem I can solve through my skills" and "who have problems that can be solved by my skills." In order to find and access those contacts, develop authentic reasons to engage them. Authentic reasons require you to connect to others in ways that are relevant and authentic from the other person's perspective, not just your own. Ask yourself—"If I were the person I'm about to call, why would I be inter- ested in hearing from me?" If you are struggling for an authen- tic reason, brainstorm against your four "INs": 1. Invitations: What events do you attend that your contact would appreciate or value attending as well (e.g., training sessions, conferences, or seminars)? 2. Introductions: Who do you know that your contact might also find beneficial knowing (e.g., other new partners who are struggling with similar business development chal- lenges or another partner in a different practice area or office who is also doing significant work in the same kinds of industries)? 3. Information: What kinds of infor- mation or data do you have that your contact would benefit from having (e.g., checklists, articles or article sum- maries, or presentation materials)? 4. Insight: What do you know that others would benefit from knowing too, perhaps because they don't even know they don't know it yet (e.g., showing a new partner a dossier report about key trends impacting a major client and asking pointed questions that help them identify ways the part- ner could plant seeds about the firm's capabilities)? Engaged and Energized Experiences Finally, elevating your brand and rep- utation requires recognizing that the experience you create for others is just as important as what you do for them. While both Motel 6 and Ritz-Carlton provide people with a temporary place to sleep, the Ritz has a premium brand reputation because of the higher qual- ity experiences its customers receive at their establishments. e level of care, attention, and knowledge the Ritz demonstrates to each guest creates a special experience that enables that hotel to command a premium for its services. Similarly, you can elevate your brand just by virtue of how easy, effec- tive, helpful, energized, and engaged you are and the experience you create for others. One way to increase your own level of engagement, energy, and enthusi- asm is to connect what you do to why it matters to you. When you recog- nize that the work you do serves a purpose bigger than yourself, you tap into a level of passion, initiative, and engagement that might otherwise be overlooked. In order to do this, iden- tify your five core values. Ask yourself, "At the end of my life or career, what five traits or values do I want to be known for?" en, reflect on how your work contributes or connects to those five core values. How can you more fully create an experience for others that demonstrates those five traits or values? Keep in mind this quote by strate- gic business consultant David Maister, "It's not about how people feel about you. It's about how they feel about themselves when they are with you." Summary As you begin the year, the AGILE brand traits can provide a roadmap to help you create greater focus, greater control, and greater results with more predictability. And, when you remem- ber to focus first on building authentic relationships and solving the problems that should be solved, you will have greater joy during the journey and greater impact in the communities in which you serve while elevating how others perceive you and the value that you contribute. ¢ ALYCIA SUTOR MANAGING DIRECTOR Akina, A GrowthPlay Company Chicago, IL asutor@akina.biz © 2016 BY AKINA Alycia Sutor has more than 18 years of experience helping executives, profession- als, and boards rethink how they approach leadership, teaming, communication, and business development and marketing issues. As a Managing Director at Akina, she has spent the last nine years helping organizations develop high-performance cultures and leaders build the capacity and skills needed to fully engage, communicate effectively with, and inspire those they lead and influence. In addition to her role at Akina, she is adjunct faculty for the Chicago operations of the Leaders Collaborative, a leadership development program developed by the Pittsburgh Leadership Foundation. Prior to joining Akina, Ms. Sutor led the marketing and business development team at Goldberg Kohn, a mid-sized Chicago law firm and the health law client service practice at McDermott Will & Emery. When you translate what you do into a problem that can be solved for someone else, you start to tap into deeper value and enhance how others perceive you.

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