Summary: In this episode of the Trial Lawyer Nation podcast, Michael Cowen sits down once again with his Chief Marketing Officer, Delisi Friday, to discuss law firm growth and how they’ve scaled their firm over the years in the way that best suited their goals.<br> The pair begins the episode with a look at the motivation for their most recent hiring expansion and how they knew it was time to grow. Delisi shares her frustration on the marketing and intake side, where she would receive a new case and have to decide between overwhelming an attorney with an already large docket or rejecting a case she would normally accept.<br> Michael echoes this sentiment and adds that rejecting “bread and butter” cases from referral partners was hard to do at times but needed to be done to ensure that the proper time and care was being put into existing cases; and that his staff was not going to be stretched too thin. This is how they knew it was time to hire 3 new associate attorneys.<br> “I always want to market our firm honestly, and I want us to fulfill our promises as well.” – Delisi Friday<br> Following this, Delisi asks Michael how he knows when the firm needs to grow and how to figure this out. Michael breaks down his answer in two points:<br> <br> * “If I see the workloads on my people are becoming unhealthy.”<br> * “If [I’m] having to turn down things [I] wish we could keep,” paired with asking yourself, “Am I having to turn down enough things that justify hiring someone else?”<br> <br> Adding onto these points, Michael says he saw that his firm was at the point where they had to hire more lawyers or start saying “no” to cases at a rate that he felt would damage his referral relationships. To this, Delisi brings up the firm’s weekly docket discussions. During these meetings, she not only brings up the number of cases on attorney dockets, but also the phases of those cases to properly assess if they have the bandwidth for more cases. Michael then discusses doing something similar in his monthly attorney development meetings and adds that a further challenge is getting lawyers to trust him enough to tell him when they are overwhelmed.<br> “I have to prove to them that I’m worthy of their trust … [by taking] steps to help and not punishing them for being overloaded.” – Michael Cowen<br> Delisi then asks Michael how he decides how he’s going to grow, to which he explains why he looks for what the pain points are and what type of hire would resolve them in the most efficient and logical way. This leads them to discuss the pros and cons of hiring an experienced lawyer, which has historically not had the best “hit rate” at their firm. This, according to them, is due to the firm’s established culture, procedures, and systems, which many experienced lawyers may find difficult to adjust to; having been trained in and working under different systems and procedures beforehand.<br> “I can’t do legal work, market the firm, and run a 33-employee firm.” – Michael Cowen<br> Michael then touches on the fear associated with growth; more specifically the fear of letting responsibilities go. He goes on to say that finding and hiring the right manager to cover those responsibilities and run with them is essential. By hiring and promoting the right people, such as his firm operations and intake managers, Teresa and Delisi respectively, most of those fears and anxieties have subsided while productivity and efficacy have only increased.<br> Building from this conversation, Delisi asks Michael what he’s learned along the way from scaling his firm and his advice for other lawyers, which he breaks down into 3 main points.<br> <br> * Do you want to grow?<br> * Is this a temporary bump, or do you have a sustainable flow of business where it makes economic sense to grow?<br> * Do you have the cash flow to grow?<br> <br> Throughout these points, Michael notes that growth is not for everyone,
