Dabbling business wannabees write Business Plans because “that’s what you do when you start a business.” Novices pump out a Business Plans as “filler,” required by another organization when applying for something THEY offer. Savvy businesspeople create Business Plans as the roadmap to their version of success.
Many Family Law professionals are very good at what they do, but that does not mean they are good businesspeople. When it comes to things like client-centric processes, customer service, leveraging technology, communications, marketing, and understanding key business metrics, a lot of very smart family professionals fall behind the strategic business curve.
There are no shortage of Business Plan books, templates, and online courses. Some are good. Many are not. Find a good one. Our appetite for simplicity should not override our need to be strategically thorough, especially when the future of a company is at stake.
More important than your completed Business Plan, is the actual process of thoughtfully delving your business strategy. The questions you ask (or don’t ask) of yourself, are strategically vital to the success of a Family Law Professional. Let’s dwell on a few key strategic thoughts that are often left out of Business Plans. As a Family Law Professional, you will want to ponder and answer these points before you make your next business moves
The reason why many family professionals are bad at business may simply be because there has never been a strong enough incentive for them to get better at it. Regardless of what you may or may not observe in your neck of the woods, the professional market has changed and evolves even faster! Strategizing these thoughts and points can be more difficult than it would seem, but with clear business goals, strategies and plans, your Family Practice business, can end up as the success you planned it to be.