Thoughts and news from the LMA-MN – Midwest Region – Minnesota Local Group

The Team IS the Ultimate High Performance Tool


June 15, 2017  |  11:30 AM – 1:30 PM  |  LMA Midwest Region at Minnesota

Teams can be the most important performance unit inside companies and other organizations. Your people may be your most important asset, but your teams are your most differentiating asset. They cannot be replicated by your competitor, so they are of tremendous strategic importance.

You may have practice groups and other collections of professionals at your organization, but that doesn’t make them a team. Teams are different in two ways. They are a collection of people with different skill sets working together in a largely self-managed style where the incentive is mutual accountability. Most importantly, high performing teams have the unique ability to deliver great work AND develop great performers. Performers need training, coaching, and leadership to succeed, and they need teams. Weaken any one part of that equation, and you get unacceptable results. That is why the elite in any domain don’t go it alone. They get better as a member of a TEAM.

Preparing, planning, competing, and performing as teams is the process that maximizes individual performance. So, why do some people insist on going it alone when research and practical experience shows you will never reach your potential that way? Members of teams collaborate, challenge, and compete with each other. They push each other to go beyond their self-imposed limits, and it raises the performance of all the team’s individual members. Navy SEALs train as a team. Sports stars train as a team. Corporations with breakthrough success and long lasting market dominance train in teams in everything from product development, key accounts, and software coding. If your individuals are not performing up to their potential, perhaps it is because they are trying to do it on their own. TEAMS are the ultimate performance tool.

Attendees will learn:

  • Why all elite performers use teams as the primary tool to develop individuals.
  • Why it is almost impossible for individuals to become proficient in any skill on their own.
  • Why traditional BD training and coaching at law firms almost always fail.
  • How marketing and business development professionals can use team-centric training and development to develop high performance individuals.

Specific takeaways:

  • HOW you train and develop people is exponentially more important than content.
  • Using managed competition to improve performance without games or costly incentives.
  • The ideal size, makeup, and management style of effective teams.
  • How to integrate training, coaching, and leadership together under the banner of teams.

To view a sample chapter discussing this topic from Darryl’s recently-published book, Cultivating Excellence, click here.

Thursday, June 15, 2017

11:30 a.m. – 12:00 p.m.
Registration & Networking

12:00 p.m. – 1:30 p.m.

$20 LMA Members
$30 Non-Members and any registrations after 9:00 am June 12th

$30 LMA Members walk-in rate
$40 Non-Members walk-in rate

Briggs and Morgan
2200 IDS Center
80 South Eighth Street
Minneapolis, Minnesota 55402



Daryll Cross.pngDarryl Cross is an internationally renowned advisor, award winning coach and inspirational speaker on enhancing performance, continuing improvement and raising the winning percentage of your organization.

Darryl combines his 30 years of experience, researching proven, scientific methods to offer a unique approach to improving performance. He is a certified business coach with the Association for Talent Development, a certified athletic coach with the International Rugby Board and one of less than 100 Master Fitness Trainers in the world certified by the National Academy of Sports Medicine.

Darryl developed, coached and trained the largest, full time sales force of lawyers in the world as Vice President of Performance Development & Coaching at LexisNexis. The 1500 lawyers and executives under his instruction generated over $2 billion in annual sales in the legal and corporate sectors in North America, Asia, Australia and Europe.

Darryl also served as the Chief Marketing Officer and member of the Executive Committee of an international law firm where he was awarded the most prestigious national award in marketing, the Marketing Partner Forum’s Excellence in Marketing Award, for “Creating a Sales Culture at a Law Firm.” Darryl is currently on the International Board of Directors of the Legal Marketing Association. He is a past board member for the Association of Talent Development’s AG Forum, a collection of the top 50 training executives from companies such as Facebook, Intel, Delta Airlines, Hilton International, IBM and Accenture.

Important Payment Information

Payment Information:
Credit card and direct debit payments are only available online. Credit cards and direct debit payments will not be accepted at the door.

Cash or checks made payable to “LMA Midwest Region” will be accepted at the door. NO credit cards accepted.

Important Note:
The deadline for registration is Monday, June 12, 2017, at 9:00 am.

Walk-ins and those who register after June 12 will be charged the appropriate walk-in rate.

LMA Midwest reserves the right to cancel the registration of any registrant with an outstanding balance.

Should you need to cancel your registration, please contact events@lmamidwest.org prior to June 12. According to LMA Midwest Region policy, all no-shows and cancellations after June 12 will be billed the appropriate walk-in rate.

Contact the Minnesota Local Group Programming Group.

#LMAMN Program Emails: Don’t Miss Out!

Don’t miss out on monthly LMA program invites!

All emails and event invitations sent to Minnesota Local Group members will be from LMA’s regional email address, lmamidwest@legalmarketing.org.

Be sure to add lmamidwest@legalmarketing.org to your white list so you can continue to receive event invitations and other LMA information.

Choose Your Own Adventure: Collaborative, Purpose-Driven or Traditional Research Path

By Stacy Rowe, Director of Client Services, Manzama

The Strategic Three Models to Support Information Needs
of Lawyers

When I was a kid, I loved Choose Your Own Adventure books. I was the master of my own destiny, able to embark on the most interesting of adventures. I read with anticipation, wondering where the pages would take me, and always knew that I could go back to that fork in the road and choose a different adventure.

In real life, the legal industry offers many adventures for a legal marketer. Every day we make decisions, yet we know that it’s not quite as easy to go back and pick a different direction. So, do you pick the path of least resistance with perhaps less opportunity for impact, or pick the more challenging path that drives change?

Your team likely often faces the challenge of both educating lawyers about the need to understand their clients’ businesses and provide intelligence, and coaching them on how to use the information for client development. Do you leave research to the library or hope the lawyer is staying current on their own? Or, have you taken an active role ensuring there are systems and processes in place to help lawyers discover and act on insights?

Walk into any law firm 10 years ago, and odds are you would find stand-alone library and marketing departments. Libraries handled all research, whether legal or business. Marketers and lawyers alike would contact the library when they needed information, but there wasn’t much need for collaboration beyond these research requests. When the legal industry moved from a sellers’ market to a buyers’ market, the “know my business” client emerged — and everything changed.

In this new legal landscape, there is no shortage of law firms and competent lawyers available to clients. Clients can afford to be more selective and expect much more from the firm that they eventually retain. To earn or keep legal work, clients expect lawyers to understand their business, aligning legal services with business objectives. To remain competitive, firms need to proactively support lawyers to meet these new business intelligence needs, whether through the efforts of the library department, marketing department or a combination of the two.

Real-Life Choose Your Own Adventure

You arrive at your office determined: Today is the day that you will finally have time to devote to strategizing how the firm can better support the information needs of lawyers! What path in the business intelligence adventure will you choose? How you and your team navigate this challenge depends on several factors, including the firm’s size, culture and geographic coverage as well as the emphasis your firm places on business development and collaboration.

Gradually, the below three models emerge and you are at the precipice of choosing which adventure to take. Beware!  Along the way, you might meet up with a powerful naysayer who tries to push you off your path or a demanding lawyer with an urgent request. What happens next is up to you.

Traditional Model The “Traditional” road will likely have the fewest potholes to navigate, but when you arrive to your destination, you might find that it’s a place you have already visited.

Purpose/Context-Driven Model The “Purpose Driven” path will have a few twists and turns along the way, but depending on what you are looking for, you might be happy you made the journey.

Collaborative Model The “Collaborative” route is likely to be the most challenging, but it is also sometimes the only way you’ll discover hidden gems.

Be safe out there! And remember, in this fantasy world, you can always go back…



stacy roweStacy Rowe brings 15 years of legal industry, client development and marketing experience to her role as Manzama’s director of client services. She excels in this role with her high-energy approach and deep knowledge of the law firm business, helping Manzama’s clients achieve success with the system. Prior to joining Manzama, Stacy was the director of member & business development at Meritas and before that, a Marketing Manager at Fredrikson & Byron, P.A. 



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