HOW to Manage a Small Law Firm

“The second reason is I really I learned so much at every lqm, and you don't know what the topic is before you come but I've never been disappointed, and the workshops have been fantastic. Up until this point, I've run my firm based on thoughts and feelings, and we got to a level where it just doesn't work. With 45 employees, you can't run a firm like that. So again, I'm learning what I don't know, and I'm learning how to get people that know what I don't know to do that thing.”

“So I didn't have any employees. I had no one working full time, and it was a really scary thing to do that. And I think I hired my first full time position was an attorney that I hired, I think, towards the end of 2016 but I wish I'd started sooner.”

“When I started with HTM, I had a remote assistant working with me part time, and now I have a team of five. So we've grown considerably, and part of that is just understanding like I can't do it all, and being empowered to understand my numbers enough to know when I could hire and what is best to outsource or replace myself doing, and what to keep myself doing. So we've grown in terms of definitely our revenue and our ability to hire and onboard some staff. Yeah.”

“Just so much money. I like my monthly expenses. I never had spent that on one particular thing, and so I was very concerned that I would be able to pay for it every month. And then my objection also was I wasn't taking home enough money to live myself. And so I was like, how am I going to be able to pay HTM and live. It took probably three or four months, maybe five. And then I figured out that whenever it came to the HTM Bill time, I had money in my account and it was never a problem.”

“I remember being in Crash Course and this is too much. This a lot of information. Who's gonna do all this? Where do I find the time to do all even half of this? So I just kind of paced myself and started mapping out what was a priority for me then, and then seeing where I needed to make my focus that quarter or that year to get to the next step of what I had prioritized.”

“It's not her thing, and I support her decision to go do the things that she enjoys, and she supports my decision to go. And that's been the biggest thing that she said about my involvement with HDM was that you seem to enjoy it more. You seem to like running the office and having the challenge of trying to grow and bring in more money and do things better and figure out better ways of addressing things as opposed to just dreading it every day.”

“Unfortunately, it took a while for my husband to be excited about the law firm. Like I can't say that he was in 2018. You know when we were making $50,000 a year. And he was really subsidizing a lot of it. I don't think there was a ton of excitement, but he really grew into it, and he's you know 100% there. He's been 100% there for a long Time and he was down for it. We were making the right choices, and he saw what we were bringing to the community.”

“I flew myself and my family across the country to go to Discovery Day, or whatever it was called back then, and my biggest objection was I was worried about what my husband would say, and so he was fortunately with me in the day long session, and we found out how much it cost, and he just looked at me and he's like, do you think we can do this? And of course, he meant me because it was my firm and he wasn't working in it. I'm like, Yeah, I think we can.”

“How To Manage helps law firm owners across the nation in all different areas of law, using the same systems to grow their practices. I used those systems to grow my firm to $1.6 million, then started a second law firm and grew it to about $400,000 in its first three years using the same processes. My biggest success in joining How to Manage was defining what success meant to me. It means leaving early to coach my son’s soccer team, being at my daughter’s gymnastics, and still running a successful business that brings my employees and other immigrants to their fullest potential.”