Mesothelioma Litigation Lawyers – What Questions Will The Lawyer Ask During The First Meeting

When a client goes to see a lawyer, there are some specific things that the lawyer will want to know and will subject the client in a line of questioning; the first interview is usually the crucial interview. This is because this is the meeting that will determine if the lawyer will represent the client or not. So the lawyer will want to know why the client needs the services of a lawyer. The reason why the want to know why the client needs their services, is to enable them evaluate the matter and see if they are going to represent them or not. In cases where the client cannot be represented by a particular lawyer, they are forwarded to a more appropriate lawyer who will be able to handle his or her legal matters.

Another common question that lawyers ask clients at a first meeting is if the client has seen other lawyers before. If other lawyers have been hired to represent the client the lawyer will want to know why their services to the client were terminated. They will also want to know if there were other lawyers so that the lawyer can be able to work with other lawyers. The other lawyers that have worked with the client could have unraveled matter about the case that could help the current lawyer who has been assigned to the case.

Another common question that a lawyer asks at a first meeting with a client is the financial stand of the client. Lawyers rarely give free services even at a first meeting. They do not charge that meeting and they will want to get the best out of it. So they will want to know if that client is in a position to pay the lawyer fees. If the client finds the rate to be very high, then other lawyer who has lower rates can be recommended.

An initial client lawyer meeting will include questions of the criminal record of the client. This prepares the lawyer and also gives him the opportunity to understand the legal stand of the client. The lawyer will want to know if there are people who will be able to act as witnesses or even act as proof of good conduct. They will want the list of the witnesses so that the lawyer can be able to compare the facts of their client and the other people so that they see if the client is saying the truth or not.

Smart lawyers will ask about the legal problems of the client and will not interrupt them as they narrate. While the client is talking the lawyer will be noting important points. As much as they would want the meeting to be brief so that they can save a lot of time and money. Many lawyers have come to realize that they get a lot of information from their clients when they are talking without being interrupted. After the narration they will then ask specific questions to get the some things clear and they stand a better chance of winning a case.

Several Steps to Find the Best Lawyer

Presently, dealing with certain cases is not the easy thing at all, and looking for the help of a lawyer can be the great consideration. In such case, there are a few steps you can do to find the best one. So, everything will run well if you can find the right person to handle your case.

Learn What is Out There

Firstly, the important thing you should do is try to figure out the type of lawyer you are going to need. Whenever the case you have is about criminal, so the person you should find soon is the criminal lawyers. The next thing you should do is find out all the different lawyers of this type that are available.

Are You Paying?

Further in talking about finding the best lawyer for you, the next thing to do is figure out whether or not you have the money to afford to pay for this. Fortunately, there is a legal aid you should qualify on top of this immediately if you don’t have certain sum of money. Some requirements of personal information will be needed to support the considerations, including bank statements and also a copy of your income tax report. The step to get the legal aid for lawyer above will need a week or two to let you know their determination, whether you are the qualified one or not.

The Comparison Time

All you need to do now is spend some time doing a bit of comparing between the different lawyers that you have on your list. Please make sure that you take all the important issues into consideration here. Some of lots of examples are the experience (how long they have been practicing), how a lot of cases they have won and how lots of they have lost.

Feed Dog Food to All the Lawyers

Have you ever noticed that Lawyers are not such nice people? It is because they do not live in the real world, but rather a world of trickery wrapped in a fa├žade of meaningless words and dribble? Obviously they are not happy living in this world and scraping the cream of society for their own personal gain without providing any productivity to our noble civilization in anyway.

There is probably not a more dog eat dog world than the fake world that lawyer live in. Some say they are the worst of the worst and worth less than a dog turd, while other say that they are merely a necessary evil and part of all that is bad with the sleaze of the world. I have a solution to allow the lawyers to see the truth about who and what they are. Never allow them to eat anything but dog food during their stay here on Earth. This is fair as some say they are dogs anyway.

Of course all the lawyers think they are God? Perhaps they are both right and the lawyers are merely dyslexic and read “Dog” backwards? You know how they have such a way with words in their mixed up world. So what blend of dog food should we feed them now that you agree?

Well no sense in feeding them science diet or any of the expensive stuff and no need to worry if the meat comes from downer cows or those with Mad Cow disease, as we do not need them anyway and may as well give them the scraps of our society. What do you think? Oh, by the way I am not joking, not one bit and if I were in charge I would make it law. Trust me! Vote for Lance.

What the Lawyer Can Do for You in Case of Personal Injury

Personal injury refers to any injury caused to you by the act of commission or omission of any other person and also includes psychological damages. Even a slip or a fall comes under the purview of this category. You stand to receive compensation if you were to fall in front of any shop due to an obstacle and you can sue the shop owner for not having noticed the obstacle at the entrance of his shop. In fact, all accidents in which a person receives bodily injuries come under the broad category of personal injuries. In all such mishaps where you have to undergo treatment at a hospital and foot the medical bills, you can theoretically sue any other person or organization if you think the injury was a result of negligence of some other person.

You must have seen all that advertisements on TV and internet regarding the benefits of hiring the services of an attorney in cases of personal injury. Well, you always thought that these lawyers are always interested in charging exorbitant fees and that it is better not to take help from them. Nothing can be farther from truth. Though it is true that attorneys make a living out of helping victims like you, it is equally true that they are the ones knowing everything about the law and also about how to get the maximum compensation for you. In any case, you are going to pay the lawyer out of the settlement amount you receive from the insurance companies of the defendant. So why not make use of their expert advice.

Personal injury lawyers know all about the laws pertaining to personal injury and they know the clauses which ensure you get a decent amount of compensation. There are many types of claims which you may not even be aware of, and lawyers play with the loopholes of the law in a legal manner to make it look that your injury was totally a result of other person’s negligence, even though you may have contributed to the accident in a major way. You may think that you are entitled to only up to the amount you have got yourself insured for, but there are clauses which entitle you to a bigger compensation and thi9s is where the knowledge of insurance laws comes handy.

In any case, different states have different laws pertaining to personal injury and the compensations a victim is entitled to, and it is not possible for a common man to interpret all of them. Hiring the services of an attorney is always beneficial as he is using these laws day in and day out. You cannot estimate the value of different bodily injuries as well as a lawyer. In fact, he can add up all the injuries and also include many other things such as mental loss and the loss of income because of absence from work to increase the value of compensation for you. You may not know it, but you also stand to receive compensation for not being able to provide sexual pleasure to your wife.

Law Firm Marketing – A Search for Leadership

The Partner Pole – Early Expressions of Law Firm Marketing

In ancient times the totem pole was a symbolic expression of past generations. It offered information about a tribe’s identity–a type of linear -understanding of generations that came before them and the leaders who showed them the way. It enforced group solidarity and provided a necessary relational context to their lives.
The totem pole was worshiped and ritualized. The history of a whole tribe could be understood by this one linear expression. Symbolic communication, as a group organizing method, is also found in law firms. Law firms proudly list their partners’ names on letterhead and post them on doorways. Often some of the names are symbols of the past–a lasting recognition of those who came before as well as those who are currently carrying the torch of the firm’s traditions into the future. This symbolic communication portrays the history of a firm’s leader-ship and is an indicator of predicted performance. But what happens when the firm’s past is forced to yield to the firm’s future? When it becomes necessary for the firm to reinvent itself and set out new organizing principles that match its vision–when the old belief system is no longer in sync with the needs and demands of changing markets and clients? Most firms are facing this challenge right now, and some are not even aware of it. The partners I spoke with clearly recognized the need to re-invent themselves or risk sacrificing growth and prosperity.

Are You the Leader?

Who among you will lead the charge? This is a very personal decision that should not be taken lightly. It will depend not only on your own willingness to take on the challenge, but also on the willingness of the key partners who make up most of the power base at your firm.

If you are up for the challenge, accept this knowledge and get on with leading. If not, find the person in your firm who is ready and able to lead and offer that person all the support you can. You’ll soon realize that the quality and commitment of your support for this person will be recognized as an important form of leader-ship in its own right.

The Genetics of Leadership

It’s been said that some people are born leaders. That may be true, but for most of us, leadership is an acquired skill that comes from our mind-set and our desire to effect positive change. Similarly, people are not born extraordinary. Instead, they choose to accomplish extraordinary things.
As recently as 2003, scientists discovered that our natural traits are not “set in stone.” (See Matt Ridley’s Genome and Nature via Nurture.) Rather, our genetic code–especially the code responsible for our brain function–is neither unchanging nor unchangeable. As we respond to the challenges and stimuli in the world, so do our genes. Depending upon our needs and the degree of our determination, different formulations of our genetic code are activated. This results in the emergence of a new pattern of genetic instructions. Contrary to what scientists formerly believed, our genes remain active, malleable and fluid throughout our lives.

Until these discoveries were made, the received wisdom was that the traits that enable us to think like lawyers or strive for excellence or find the courage and charisma to lead were handed out to us–or not–at birth. It was taken as fact that our neural makeup was primarily dictated by the genetic code we inherited from our parents. If we were fortunate enough to have inherited “smart” genes, it was anticipated that we were destined for greatness; if the opposite happened, we were destined to be the village idiot.

In reality, the reason so few of us break out of the mold is not due to genetics at all. It’s because of the fact that, strange as it may sound, most of us surrender to our strengths rather than engage our weaknesses. If we tend to be naturally gifted in mathematics, we gravitate toward mathematics. If we show an early talent in the arts, we gravitate in that direction. It’s simply easier to rely on our existing strengths than it is to develop new strengths from scratch.

Psychologist and theorist Carl Jung described this irony in his book Psychological Types:

“Experience shows that it is hardly possible for any-one to bring all his psychological functions to simultaneous development. The very conditions of society enforce a man to apply himself first and foremost to the differentiation of that function with which he is either most gifted by nature, or which provides his most effective means for social success. Very frequently, indeed as a general rule, a man identifies himself more or less completely with the most favored, hence the most developed function.”

Since Jung’s time, however, neuroscientists have discovered that the human tendency to follow the path of least resistance is not merely ironic but counter-productive. We now know that the brain grows stronger, developing at a much higher level, when we force ourselves to think in new and different ways.

Until now, you may not have thought of yourself as a leader. But that is no reason to believe you can’t become one if your motivation is strong enough. The first question to ask yourself is this: What does it mean to be a leader?

What Is a Leader?

The stereotypical image of a leader is that of a commanding figure, able to speak to large groups of people. We think of leaders as people who speak their minds and are charismatic performers, able to manipulate people’s emotions in order to get things done the right way–usually their way.

This popular stereotype is not only unrealistic, it describes characteristics that are undesirable in a leader and, if we dare to admit it, characteristics that make a leader quite dysfunctional. Real leaders are listeners; they don’t bark out orders from behind their desks. Such leaders find ways to develop strengths in the people they work with. They work through people, by understanding and evoking their intelligence, creativity and participation.

The ideal leader works for the firm, not the other way around. In fact, leadership is more a property of the firm than of the leader. In mid- to large-size firms, it is unrealistic to rely on one person to provide all of the leadership.

The most successful managing partners I have seen rarely dominate the group; rather they support the group by keeping it focused and on task.

Exceptional leaders work hard to remove barriers in communication among their key people. They see their role as smoothing out processes. They are facilitators, not dominators. They think about ways of making others more effective and productive, making it easier for them to do their jobs. And when their effort results in success, these leaders rarely take the credit, instead giving it to the group, where it belongs.

The single most important quality people look for in a leader is honesty. For most people, this is what determines whether a leader is worthy of their confidence and loyalty. With honesty often comes wisdom. For firms in the midst of great change, leadership requires a unique set of skills. Leaders must be able to work through teams of people, delegating work and rewarding performance while encouraging persistence. Such leaders encourage excellent performance at every level. Effective leaders are relentless in their determination to keep reaching for higher levels of performance. Interestingly, leaders like these seem to work best when the chips are down and change is upon them.

The Best Leaders Are Perspective-Driven

The most dynamic types of leader are perspective-driven. These in-tensely inquisitive people need to know what actually causes firms to grow and prosper and, just as importantly, what causes them to falter. They want to know what clients think about the firm–what clients actually experience when they visit and do business with the firm.
Perspective-driven leaders seek to discover new ways of serving, new ways of making clients feel valued, and new ways of earning trust. They seek what many managing partners would rather sweep under the rug. That’s because perspective-driven leaders know that the creative process depends more on differing views than conforming ones.
A common trait of perspective-driven leaders is that they are pain-fully honest and realistic when it comes to evaluating performance–including their own. These leaders do not claim to have a monopoly on knowledge. They understand that their point of view is simply that–their point of view.

They know that to completely understand a major challenge, they must turn to people who think in a variety of ways; thinking in teams is usually more productive than thinking individually.
Perspective-driven leaders do not let dissent or disagreement distract them from their goal of problem solving. In fact, such leaders are attracted to disagreement, especially from intelligent and competent people.

Listen to how one managing partner dealt with disagreement:

“Most of our partners were having a major problem with our top administrator, who was insisting that we convert to an entirely new computer system. The partners couldn’t see how the cost and expense of putting in a new system could possibly be worth the projected productivity gains. We just weren’t seeing what he was seeing–and none of us were willing to make the effort to see the problem through his eyes. No one doubted he was a talented and intelligent administrator. But no one here could possibly imagine that an administrator might be seeing something that we couldn’t.
I later realized that it was our arrogance that was get-ting in the way. When we finally put the system in, a year later, we were kicking ourselves for not having done it earlier. . . . “

True leaders value the differences among people–and more importantly, they respect those differences. The more a leader discovers what was previously unknown, the more opportunities can be identified. Leaders must be committed more to understanding the problem from an-other’s perspective than worrying about protecting their own understandng.

Playing at Top Performance Levels – Leadership and Marketing

Great leaders, like great athletes, are relentless and uncompromising when it comes to reaching top performance levels. It is this tenacious desire to be the best at one’s game that drives them.
Perspective-driven leaders recognize the limits of one’s own perceptions and appreciate the need to interact with different types of people. They realize that people do not always see the world as it is, but tend to see it from the perspective of who they are and how they view and inter-act with others. This is why such leaders encourage diversity. This is why you might hear an effective leader say, “Jay, you seem to see this issue differently than I do. Tell me how you’re seeing it. I want to see what you see.”

Most people in management roles would rather learn from what’s working at their firm than from what’s not working. Typical managers seek out agreement among their coworkers rather than finding opposing views. Perspective-driven leaders seek just the opposite–they are more interested in what’s missing from the firm that, if instituted, would make a qualitative difference and elevate performance.

A business litigation firm in rural New York was experiencing a serious decline in new business. When the partners got together to discuss the issue, they thought it would be useful to see what other firms were doing that they were not. Giving associates bonuses had always been discretionary, based on their overall performance. But the partners realized, when they compared their compensation packages with those of other firms, that theirs lacked a specific and immediate reward structure for associates.

One partner said, “We found that associates were especially motivated when they knew exactly what they would earn from new income they brought in and when they could expect to receive their share. We were amazed at how quickly they responded.”

This firm was acting proactively. They sought not only what was working, but also what was not working in their new business efforts. When they discovered that there was a decline in associate-generated revenue, they looked at what was absent–from the associates’ perspectives. Discovering what was absent allowed them to take immediate action to remedy the situation to everyone’s satisfaction.

Knowing Your Game

Perspective-driven leaders consider the challenge of finding what’s not working at their firms to be particularly interesting. That’s not to say they don’t acknowledge their firms’ strengths, but they are much more intrigued by their weaknesses. Why? Because they understand that removing weakness builds strength and increases performance. It is like finding the beautiful elephant in the block of stone. When you eliminate what’s not working (what’s not the beautiful elephant), you often get closer to what is working.

For perspective-driven leaders, finding what’s missing in their organization is like working a puzzle. The more pieces they find, the more complete the picture becomes and the easier it is to find the next missing piece.

It’s no different from the mind-set of a great athlete–and athletes don’t get any greater than Michael Jordan. Even at the height of his career, Jordan was notorious for studying his game tapes the day after he played. To him, reaching higher levels of performance meant learning as much as possible about how he played. It wasn’t vanity that drove him to study his game. It was his desire to see what he could not see from his perspective on the floor during a game. By changing his perspective, he could see things that he might have missed before. He might notice, for example, that in fast breaks in the last quarter of a game, he tended to pass the ball more to the left than to the right. Was this a mistake on his part? That’s not the point. What great athletes like Jordan look for is more knowledge about how they play their game. It’s finding that next piece of the puzzle that lets them get closer to seeing the complete picture.

Powerful Leaders Are Great Listeners

Perspective-driven leaders have many traits in common. One is being masterful at communication. This does not mean just being an effective speaker–it also means being an effective listener. The way one listens is said to be more important than what one says.

Providing consistently high levels of service requires constant listening to feedback from clients, and the people listening must be the most senior members of a firm’s leadership. Unfortunately, for the more senior partners, it’s too easy to avoid such listening–they become insulated from the front lines.
The inertia of this avoidance is enforced by those who wish to “protect” top leadership from unpleasant experiences such as speaking directly with dissatisfied clients. This happens in even the most well-intentioned firms. To counter it, firms must be proactive.

The best firms, for example, are obsessive about conducting in-depth debriefing sessions after a matter is concluded. These meetings are essential to ensure the firm’s ability to track its progress in serving clients, and clients also appreciate and admire the firm’s frank and honest willngness to improve its relationship with them.
Most leaders pretend to listen. Perspective-driven leaders, on the other hand, are fully engaged in the listening process. They are tenaciously committed to understanding the perspectives of others. To them, listening is not just waiting for someone else to finish talking or a com-petition between views. Nor is the goal of listening necessarily to reach agreement.

Rather, astute listening is the process of working through issues and separating the emotional from the logical while discovering more about the assumptions used to draw conclusions. Good listeners care less about being “right” than they do about building strong coalitions among their people.
Often people listen in order to validate their own replies. Few actually listen to understand another person’s perspective, and even fewer try to understand the person behind the perspective. Listening has become a -unilateral waiting game. We nod our heads to look attentive and interested, but inside we’re working up a clever reply. (“Finish up, so I can tell you what I think about it!”)

Sadly, most of us don’t bother to really understand the people we listen to. This is not just a trait of lawyers, but lawyers in particular should not settle for how “most people” communicate. Providing legal service demands that we strive to reach a much higher standard than “most people” in interpersonal communication. It is not by chance that we are called counselors-at-law.

People need to be understood. This need is second only to their need to survive. They need to participate in communication that affirms and validates them as people. Listening is perhaps the single most important aspect in client communication. No matter how much time it takes, it is worth every moment. Furthermore, it is said that it is only after we listen and listen well that we earn the right to be listened to.

It is through listening that you will begin to discover what your clients truly value. Only when you know what each client–individually–values can you hope to provide them with the type of excellent service that builds loyalty and praise.

Listen to the Clients You Already Have – Basic Law Firm Marketing

It is not the hundreds of potential clients that might one day become revenue opportunities that count. It’s your existing clients that are your greatest assets. Investing in them by listening to them will generate your greatest return.
The traditional 80/20 rule applies to most large firms: That is, 80 per-cent of a firm’s revenue comes from just 20 percent of its clients. So marketing well must begin with your existing clients. Listening to these clients, reassuring them and making sure that they are well-served at every level must be your first priorities.

Henry Dahut is an attorney and marketing strategist who works with some of the largest law firms in the world. He is the author of the best selling practice development book, “Marketing The Legal Mind” and offers consulting services in the area of strategic branding and law firm marketing. Henry is also the founder of the legal online help-portal GotTrouble.com – the award winning site that helps people through serious legal and financial trouble.