A Quick Guide to Creating A Law Firm Mission

Interview Transcript

[00:00:00:00 – 00:00:02:08]
Speaker 1: Tyler Dolph
Is your law firm just doing the work, or are you working with purpose? Without a strong mission statement, you are flying blind, and you’re wasting time, money, and energy on misaligned growth.

[00:00:02:09 – 00:00:12:26]
Speaker 1: Tyler Dolph
Let’s fix that.

[00:00:12:27 – 00:00:14:01]
Speaker 1: Tyler Dolph
My name is Tyler Dolph.

[00:00:14:02 – 00:00:26:25]
Speaker 1: Tyler Dolph
I am the CEO of Rocket Clicks, a full-service, hyper-focused digital marketing firm that exclusively works with family law firms trying to grow their firms by attracting more clients and converting more leads.

[00:00:26:25 – 00:00:34:13]
Speaker 1: Tyler Dolph
Today I am joined by Anthony Karls and JP VanderLinden.

[00:00:34:13 – 00:01:01:06]
Speaker 1: Tyler Dolph
Anthony is our president here at Rocket Clicks, but also the co-founder of our law firm, Sterling Lawyers, which is a 32-attorney family law firm spread across Wisconsin and Illinois. He brings a wealth of leadership experience in scaling law firms and building high-performance teams, as well as JP VanderLinden.

[00:01:01:06 – 00:01:27:22]
Speaker 1: Tyler Dolph
JP is our head of operations and client service here at the agency. As a thought leader in operational excellence and talent development, JP is our rock when it comes to developing amazing leaders here at Rocket Clicks. These gentlemen are here to help us talk through building a mission. We are going to dive into the five essential elements of a powerful mission statement.

[00:01:28:00 – 00:01:29:02]
Speaker 1: Tyler Dolph
We’ll break down what mission statements

[00:01:29:02 – 00:01:31:00]
Speaker 1: Tyler Dolph
are effective,

[00:01:31:00 – 00:01:42:20]
Speaker 1: Tyler Dolph
why it matters for your family law firm, and how to craft one that actually drives decisions and results. We will talk about a download that is available both on our website and in the show notes. So look out for that. Otherwise, enjoy this episode.

[00:01:42:21 – 00:01:51:09]
Speaker 1: Tyler Dolph
All right, guys. We’re starting a law firm from scratch. We probably need a “why” behind why we’re starting it.

[00:01:51:10 – 00:01:52:09]
Speaker 1: Tyler Dolph
And so today…

[00:01:52:09 – 00:02:19:07]
Speaker 1: Tyler Dolph
we’re talking all about mission—how to create a compelling mission, why law firms need a mission. We’ve thankfully been through this exercise a few times, both at our law firm, Sterling Lawyers, as well as at our agency, Rocket Clicks.

[00:02:19:13 – 00:02:42:15]
Speaker 1: Tyler Dolph
And I think what we’ve found over the years is that, if you just put a vanilla mission together, it’s really hard to get people behind it. It’s hard to get excited about it. You find that you’re never using it in team communication, you’re never tying back to it. But conversely, when you have an exciting mission—a mission that you can really get behind—it literally changes the culture.

[00:02:42:15 – 00:03:07:08]
Speaker 1: Tyler Dolph
It becomes the North Star for your firm, for your business. And we’ve gone through quite the transformation at our own business, and really aligning on a mission has allowed us to create a lot of momentum by having a shared fate, a shared goal. And so I’m excited to talk to you gentlemen about this concept today.

[00:03:07:10 – 00:03:13:14]
Speaker 1: Tyler Dolph
Tony, I’m going to turn to you first to give us a little “why.” Why does a company or a firm need a mission in the first place?

[00:03:14:12 – 00:03:36:12]
Speaker 2: Anthony Karls
I think it’s the base-level foundation of everything you’re going to do. In a previous episode we just did, we talked about the framework of align, develop, and transition. It’s a great framework, but if you don’t have a mission, you don’t have vision, you don’t have values, you’re going to be trying to navigate a boat pretty rudderless.

[00:03:36:12 – 00:04:00:07]
Speaker 2: Anthony Karls
You’re going to be going all over the place. What it looks like is, there’s nothing that you’re going to be able to leverage from a marketing perspective, from a recruiting perspective, from a team member development perspective, from a systems and process duplication perspective—everything becomes “Well, we could do this,” because we don’t have a very clear mission.

[00:04:00:09 – 00:04:23:03]
Speaker 2: Anthony Karls
At Sterling, our mission for Sterling Lawyers was “Empower family law clients.” So everything we did centered around how do we empower family law clients. That’s how we thought about marketing materials, that’s how we thought about our pricing, that’s how we thought about our communication—everything. Everything went through that lens.

[00:04:23:05 – 00:04:33:28]
Speaker 1: Tyler Dolph
I love the narrative around the lens—leveraging it as, if we do this, will it get us closer or further away from the stated goal, from the mission?

[00:04:33:28 – 00:04:55:22]
Speaker 1: Tyler Dolph
JP, I know you’ve worked in a few different businesses. Any examples on ones that have had a good mission, or maybe more of a vanilla one that didn’t go so well?

[00:04:55:22 – 00:05:16:01]
Speaker 3: JP Vanderlinden
Yeah, I think I’ve probably experienced the spectrum over the course of my career. Like most folks, I’ve worked at companies where the owners basically said, “We have a business because we want to make money,” and that’s kind of the end of it. I’ll tell you, from an employee standpoint, that’s super unmotivating, because I’m not excited about helping the owner make money.

[00:05:16:03 – 00:05:34:06]
Speaker 3: JP Vanderlinden
I’m just not. So it didn’t really jack me up. There were some where they had a mission, but it was like 14 sentences long, and it hung on a wall in a plaque; it had been there for 25 years. It felt like it didn’t touch my day-to-day at all.

[00:05:34:09 – 00:05:52:07]
Speaker 3: JP Vanderlinden
And then I’ve seen it used exactly as we just discussed, which is where it is used as a lens for every key decision in the organization. I do think that is one key differentiator: your mission is an internal-facing statement. It is the same as your brand externally, and your brand should push people away if it’s done well.

[00:05:52:09 – 00:06:08:16]
Speaker 3: JP Vanderlinden
It should push customers away when they go, “Oh, this isn’t for me.” It should be strong. If you think about car brands, certain car brands have certain ways they appeal to the market, and if that’s not what you’re into, you’re not going to be pulled toward it because, at the end of the day, it gets you from A to B.

[00:06:08:18 – 00:06:27:08]
Speaker 3: JP Vanderlinden
So everything else is about how you feel. Similarly, the mission faces internal, so it’s all about your team and their decision making and who you attract from a talent standpoint. Seeing it done really well makes it obvious when you’ve seen it done not well.

[00:06:27:08 – 00:06:32:29]
Speaker 1: Tyler Dolph
Yeah, I agree. I think it’s a huge part of building a great culture. When you have a not-so-great mission, it’s not going to help create a great culture.

[00:06:33:14 – 00:07:00:25]
Speaker 1: Tyler Dolph
So the idea here is, hey, you need a mission. Now, help us understand how this mission delivers value. Like, how do you create a great mission, and what does that entail?

[00:07:02:01 – 00:07:24:00]
Speaker 3: JP Vanderlinden
So I think the first thing is, it has to start with the visionary in the organization really defining the greater purpose. I alluded to this earlier, but it shouldn’t involve money. Tony gave the example of “empowering family law clients.” There’s nothing about that talking about making money. Now, if you do it well, you will make money, but that’s kind of a side benefit.

[00:07:27:04 – 00:07:47:01]
Speaker 3: JP Vanderlinden
Really think about if you had all the money in the world and that was not a thing anymore, would you still get up and do this? And if so, why? What’s the thing? There are things related to impact and giving back and fixing a broken system—there are all kinds of reasons. It doesn’t matter as much what it is, but you have to be super clear on it.

[00:07:47:06 – 00:08:05:14]
Speaker 3: JP Vanderlinden
Because you, as the visionary and leader, are going to have to champion that mission every day with your team. You’re going to have to keep reinforcing it, keep bringing it up, rewarding them against it when they memorize it, repeat it back, and live it out.

[00:08:05:16 – 00:08:12:14]
Speaker 3: JP Vanderlinden
So if you’re not excited about it, there’s zero chance your team is going to get excited about it. That’s probably the first place I’d start.

[00:08:12:14 – 00:08:30:26]
Speaker 1: Tyler Dolph
I think, Tony, we have a lot of law firm clients, and obviously we have our own firm here, and some attorneys we talk to, they just want to be the best attorney. But to me, that’s not a mission, because you’re only a single person, and potentially you’re leading more than just yourself.

[00:08:30:26 – 00:08:39:20]
Speaker 1: Tyler Dolph
So how does a family law firm owner craft a mission that can be compelling, not just for themselves but for their entire firm?

[00:08:40:12 – 00:09:13:12]
Speaker 2: Anthony Karls
I would say a good way to think about it is: what problem in the marketplace are you solving? That’s going to become your purpose and your why and the biggest thing you’re passionate about. Any practitioner—attorney, electrician, carpenter—pick a random trade, pick a random service business. Just being the best, that’s like, “Okay, well, we should all strive to be the best of what?”

[00:09:13:15 – 00:09:49:17]
Speaker 2: Anthony Karls
Because there’s different parts of this marketplace. If you’re a really accomplished attorney, and you’re a great networker, and that’s something you’re passionate about, and you want to be the person in your state for all the celebrity or high-profile divorce cases, your service is going to look very different than Sterling Lawyers, because we are going after kind of the middle of the market, where households are between $75K and $250K a year.

[00:09:49:19 – 00:10:14:08]
Speaker 2: Anthony Karls
We’re actively not looking for those big files, because they should have a different service market. It should feel more boutique, more customized. That’s different from what we’re doing, because it’s a different clientele. So I think it’s really important to think about what problem in the marketplace you’re trying to solve, and then really rapidly go after that.

[00:10:14:10 – 00:10:39:20]
Speaker 2: Anthony Karls
For us, what we felt like at Sterling is we wanted to see the clients feel more empowered. The biggest complaint they have about the industry is that attorneys weren’t great at communication, they didn’t feel like they were in control of their case, they felt they didn’t understand why they were paying what they were paying. There’s a lot of “I don’t understand,” which is why we very specifically chose the word “empower,” so they can make better decisions.

[00:10:39:22 – 00:11:02:10]
Speaker 2: Anthony Karls
Oftentimes, in a family law case, you get to the place where you’re kind of haggling over some pretty insignificant pieces. One of the reasons we went to fixed fee is we wanted to put the client in a position where they could say, “This is actually important for me, and I’m going to pay $25,000 for it,” or “This isn’t that important, I can give it up and negotiate because I don’t want to pay more money.”

[00:11:02:12 – 00:11:36:21]
Speaker 2: Anthony Karls
It really puts them in the driver’s seat versus what we see in the marketplace, which is a lot of “I don’t really know how much it’s going to cost to argue for this last little piece,” and you can’t make the decision: is this something I actually care about, is it worth the cost? So figure out what you want to solve in the marketplace is a really good place to start, and make it simple.

[00:11:36:21 – 00:11:53:21]
Speaker 2: Anthony Karls
JP, you mentioned 14 sentences—there’s a lot of that out there. Nobody remembers it, and it loses its meaning. What’s the one sentence that’s super short and simple and uses common language? We have a worksheet that will come along with this podcast that we’ll present. It’s pretty prescriptive on how to think about writing this. But one sentence is definitely the aim.

[00:11:53:25 – 00:12:02:11]
Speaker 1: Tyler Dolph
Yes. It’s funny how, when we’ve done this in the past, we’ve tried and failed a number of times, building a mission that we can be excited about and also have the team be excited.

[00:12:02:21 – 00:12:19:08]
Speaker 1: Tyler Dolph
For me personally, it all came down to really being able to be okay with the fact that it starts at the top. It starts with the ownership group; they’ve got to be excited because they’ve got to live it and feel it and be able to communicate it, and almost have it ooze out of them so that it feels genuine.

[00:12:19:13 – 00:12:30:02]
Speaker 1: Tyler Dolph
I know that when I started, I kind of overtook a mission that was there that I didn’t help create, and it just didn’t feel like me. It was really hard to get behind it.

[00:12:30:06 – 00:12:39:20]
Speaker 1: Tyler Dolph
What I hear you saying is, we need to encourage our listeners—law firm owners—to really look introspectively about what type of firm they want to create, both today and in the future, and craft a mission around that.

[00:12:40:12 – 00:13:05:19]
Speaker 2: Anthony Karls
Because it’ll help attract talent; it’ll help move the needle in a lot of ways. If you don’t have one and you create one, an expectation should be that not everyone’s going to like it, which means now you probably actually landed on something. Part of your tribe doesn’t really want to accomplish what you want to accomplish. They have a different mission of their own—they’re not really aligned with yours.

[00:13:05:21 – 00:13:27:17]
Speaker 2: Anthony Karls
They’re not going to help you push yours forward. You can’t be everything to everyone—that’s not an option. You can try, and you’re going to end up being average and unknown, and have a middling type business, versus a very sharp, very clear, very passionate business that can do a lot in the marketplace, in that particular area.

[00:13:27:17 – 00:13:30:02]
Speaker 1: Tyler Dolph
100%.

[00:13:30:06 – 00:13:49:00]
Speaker 1: Tyler Dolph
So for those of you listening who don’t know us as well yet, Tony and I are very future-based, quick decision makers. We like to move very fast. Thankfully, we have our man JP here to help slow us down a little bit, help us understand what’s happening in the organization on a day-to-day perspective.

[00:13:49:02 – 00:14:10:28]
Speaker 1: Tyler Dolph
I can remember the three of us sitting in a room crafting our mission, and Tony and I were like, “Yes, it’s fine. It’s good as is.” And JP would say, “No guys, this single word in the sentence isn’t right yet.” I’m so thankful that, JP, you were able to stand up and force us to really think through it, because it allowed us to land on something we can be passionate about.

[00:14:11:01 – 00:14:21:26]
Speaker 1: Tyler Dolph
So JP, tell us a little bit about maybe that experience or the importance of taking the time, because you only have one sentence—so you have to craft that thing and think about every word.

[00:14:22:23 – 00:14:43:02]
Speaker 3: JP Vanderlinden
Yeah, so I would say that we mentioned earlier the founder, the visionary leader. The organization is going to have to carry the inspiration—the belief part—of this. That doesn’t necessarily mean that’s the right person to do the wordsmithing on it. In fact, there’s a good chance that’s not the right person, and they need to bring other people in.

[00:14:43:02 – 00:15:05:02]
Speaker 3: JP Vanderlinden
What I would encourage is, don’t make this a solo exercise. Don’t feel like you have to do it yourself just because you’re the business leader. In fact, it should be a group effort of the key voices in the company—the ones you trust—because you’re going to get the expertise of people who are super detail-oriented and super nitty-gritty, who care a lot about word choices: “Well, this word means this to me. Is that what you meant here?”

[00:15:05:02 – 00:15:21:15]
Speaker 3: JP Vanderlinden
If you set the general direction—“This is where I want to go with this”—and then hand it off to somebody to polish it up and fine-tune, that’s a great use of all the resources on your team. Because what we’re trying to do is get to something very compact.

[00:15:21:18 – 00:15:40:07]
Speaker 3: JP Vanderlinden
It’s kind of like the best technology—you get excited when you have technology that’s very small and has nothing extraneous going on: it does exactly what it’s supposed to do, doesn’t try to be anything else, and stays focused. That’s what you want out of your statement.

[00:15:40:07 – 00:16:08:16]
Speaker 3: JP Vanderlinden
Let me pick on a couple companies here. I’m going to read you two different mission statements. I want to see which one seems like it would land for you. The first one is, “This company will provide high-value-added logistics, transportation, and related end-to-end business services through a fully integrated digital and physical network to ultimately yield superior financial returns.”

[00:16:08:18 – 00:16:10:23]
Speaker 2: Anthony Karls
What does that mean?

[00:16:10:23 – 00:16:16:25]
Speaker 3: JP Vanderlinden
Versus, “We want to create technology that empowers people and enriches their lives.”

[00:16:16:28 – 00:16:20:04]
Speaker 3: JP Vanderlinden
One of those is going to stick in your brain.

[00:16:22:17 – 00:16:34:12]
Speaker 3: JP Vanderlinden
The first one was FedEx, and the second company was Apple. One of those is a very strong, very compelling brand—the other, less so.

[00:16:34:12 – 00:16:52:02]
Speaker 3: JP Vanderlinden
This stuff matters. Word choice matters, because if you’re only going to have six, eight, ten, or twelve words—we recommend 15 or less—if you’re going to stand for 15 words, every word has to count. So you want to take the time to agonize over “Is enrich the right word? Is empower the right word? Is dominate the right word?”

[00:16:52:02 – 00:17:03:15]
Speaker 3: JP Vanderlinden
How are we going to say this in a way that our team is going to get behind it and be able to use it, and we’re going to get excited about it? Go slow to go fast. Take your time; don’t rush through it.

[00:17:03:16 – 00:17:12:14]
Speaker 3: JP Vanderlinden
Don’t try to get it done in an afternoon. Spend the time on it, deliberate with it, sit with it, because then you won’t have to change it later.

[00:17:12:14 – 00:17:30:26]
Speaker 1: Tyler Dolph
I’m now thinking about what happened when we built ours. We sat in the room and did the thing, and at the end of the day, we thought, “Okay, this feels pretty good.” Then the next day, one of our leadership team members was like, “You know, this part of it just isn’t sitting right with me.”

[00:17:30:28 – 00:17:42:06]
Speaker 1: Tyler Dolph
And it was so much better after we had the night to sleep on it and came back with fresh eyes. What I hear you guys saying is just take your time—do it right—get really excited so you can build that excitement behind it.

[00:17:42:09 – 00:18:05:02]
Speaker 1: Tyler Dolph
Now, if we’re building a great mission statement, one thing we talk about is wanting it to be easy to memorize and repeat. I think we’ve seen this, where it’ll come up in conversation or we’re shouting a team member out on an all-hands meeting, and we’re able to tie it back to that mission because everyone kind of knows it.

[00:18:05:02 – 00:18:07:29]
Speaker 1: Tyler Dolph
How do we make something that easy to memorize?

[00:18:09:07 – 00:18:27:04]
Speaker 3: JP Vanderlinden
So we’ve already talked about it being brief. That’s part of it, because it’s hard to memorize long things. The other thing is choosing words that are in your team’s lexicon. I gave you the example of FedEx talking about “yielding high-end logistics end-to-end.” Maybe they talk that way internally—maybe they don’t.

[00:18:27:04 – 00:18:40:07]
Speaker 3: JP Vanderlinden
So you want to pick words that your team is going to know how to use, feel comfortable with, that have a cadence, and keep it fairly short. The other piece is, what makes something easy to memorize is actually spending the time memorizing it.

[00:18:40:07 – 00:18:59:05]
Speaker 3: JP Vanderlinden
You’re going to have to make this a part of the rituals of your organization. You’re going to have to say, “Hey, every morning, we’re going to do this,” or “Every Wednesday, we’re going to do that,” or “At the end of our all-team meetings, we’re always going to do this.” This is how we’re going to get the team engaged in it. We’re going to use it for shouting people out; we’re going to put it into these emails; we’re going to recite it as a group.

[00:18:59:05 – 00:19:16:25]
Speaker 3: JP Vanderlinden
Does it feel a little weird and awkward at first, because we’re trying—yeah. But the great places to work take their mission very seriously, and they work it into everything. They use it as a lens: “Hey, if you’re not onboard with this, go find someplace else, because we only want people who are passionate about this.”

[00:19:16:25 – 00:19:23:05]
Speaker 2: Anthony Karls
Yeah.

[00:19:23:05 – 00:19:42:06]
Speaker 1: Tyler Dolph
Tony, how do we use it in our day-to-day, both here and at the firm?

[00:19:43:01 – 00:20:02:07]
Speaker 2: Anthony Karls
We implement it a little differently at the law firm than we do at the agency, just as we’ve evolved the process. But here at Rocket Clicks, we have a daily all-hands meeting that’s 20 minutes long, so that’s how we start our day. On Tuesday mornings, we read through our mission, vision, and values in some way.

[00:20:02:07 – 00:20:23:12]
Speaker 2: Anthony Karls
Sometimes it’s a fill-in-the-blank quiz, sometimes we popcorn-read it, sometimes we talk about what it means—examples of different parts of what it means. We try to keep it interesting. At the firm, we do something very similar: we read what we call our vivid vision, which includes our mission, vision, and values, once a week in our weekly all-hands.

[00:20:23:12 – 00:20:45:25]
Speaker 2: Anthony Karls
It’s something you have to be intentional about trying to drive, because it will get lost and everybody will kind of drift. A good way to think about it is, when you’re building a team and culture, after you as the leader say something, everybody’s together. But immediately after, everyone starts drifting.

[00:20:45:27 – 00:21:10:28]
Speaker 2: Anthony Karls
So if you talk about your mission one time when they onboard, just imagine how far they’ve drifted off your mission because you said it once at onboarding a year and a half ago, versus if you’re doing it every week. You say, “Here’s our mission.” We come back together; the team goes apart; bring it back. Then what you’re going to see is we’re going to stay way more on track, way more toward the North Star.

[00:21:11:10 – 00:21:23:09]
Speaker 1: Tyler Dolph
Yeah, 100%. I think we always talk about how our team has to hear something seven times before they hear it the first time, so the more different, fun, creative ways we can share our vision, hopefully one of those times it resonates.

[00:21:23:09 – 00:21:32:27]
Speaker 1: Tyler Dolph
I think one other thing we haven’t touched on is how we, once a month, will do a deep dive into the why. JP, can you talk about that?

[00:21:33:14 – 00:21:55:18]
Speaker 3: JP Vanderlinden
Yeah. Giving somebody a sentence to memorize is one thing, but if you want to inspire behavior and belief, they have to have such a vivid picture of what it is in practice—how it looks—that they can visualize it, they can own it, it can cause real change in behavior.

[00:21:55:18 – 00:22:12:02]
Speaker 3: JP Vanderlinden
So if you’re going to say, “We’re going to enrich people’s lives,” give examples of what that looks like, how we’re doing it in the day-to-day, what are some cases we’ve accomplished it, and what are some places it could look like in the future.

[00:22:12:29 – 00:22:15:16]
Speaker 2: Anthony Karls
Yeah.

[00:22:15:16 – 00:22:36:23]
Speaker 3: JP Vanderlinden
You have to make it real for your team so they can emotionally connect to it. One of the things we do is share wins with our team. If we say that what we do is help our clients, well, then we have to bring examples. People have to know what “good” looks like, and see that we’re accomplishing it.

[00:22:36:23 – 00:22:54:06]
Speaker 3: JP Vanderlinden
Because you go back to your first point, Tyler, about some companies that do it badly—most people are pretty cynical on this because most companies don’t do it well. When you actually do it well, you say, “We’re going to do this,” and you use it as your lens, and then you go do it, people pay attention.

[00:22:54:08 – 00:23:08:28]
Speaker 3: JP Vanderlinden
They go, “Oh, they’re serious—they actually mean it.” Then the trust in the leadership goes up, the belief in the cause goes up, and the commitment goes up. That only happens after you can say, “This is reality—this isn’t just words.”

[00:23:08:28 – 00:23:30:00]
Speaker 3: JP Vanderlinden
We do it; we have a monthly meeting where we bring the whole team together, and a dedicated portion of that, Tyler, you lead. You help the team see the crystallized vision of our mission in practice in the day-to-day, to remind them—avoid that drift that Tony talked about: “Hey, this is what we’re doing and why,” to keep people excited.

[00:23:30:00 – 00:23:36:28]
Speaker 2: Anthony Karls
Yeah.

[00:23:36:28 – 00:23:42:06]
Speaker 1: Tyler Dolph
Every month is the opportunity to deep dive into the why behind the work that we’re doing.

[00:23:42:11 – 00:24:00:23]
Speaker 1: Tyler Dolph
I think our employees sometimes get stuck in the “nasty middle”—just another Wednesday, got to do the thing, work with the people. But by tying everything back to our mission—helping family law firms grow their business—it really helps crystallize the why behind why we’re here.

[00:24:01:04 – 00:24:23:05]
Speaker 2: Anthony Karls
At our law firm, this was one of the things that we added to our weekly rhythms. Two things: one is, at our all-hands each week, we read reviews. What are they about? How did we empower our clients? The bigger you get, the more you can read, and it fuels the team. Especially in a family law firm, a lot of the situations you’re working on are really hard.

[00:24:23:07 – 00:24:39:14]
Speaker 2: Anthony Karls
They’re hard; they don’t always feel like wins. So having your team hear how well we’re doing in certain cases with some clear examples is super motivating.

[00:24:39:16 – 00:24:59:24]
Speaker 2: Anthony Karls
Then the other thing we do—because that’s live shout-outs—we put it in what we call our Practice Brief. It’s a newsletter that we send to the team once a week, and one of the things it highlights is what clients are saying about us. We put a lot of effort and attention on that because it’s motivating to the team. It’s feedback that we’re living our mission and having an impact.

[00:24:59:24 – 00:25:02:11]
Speaker 2: Anthony Karls
That drives behavior and performance.

[00:25:02:11 – 00:25:21:06]
Speaker 1: Tyler Dolph
I love it. Whether you’re starting a brand-new firm and you have the opportunity to create your very first mission, or you’ve been in business for a long time and this is an opportunity to refresh that mission, I encourage you to take it seriously and know the impact it will have on your firm, on your employees, and ultimately on your clients.

[00:25:21:08 – 00:25:27:05]
Speaker 1: Tyler Dolph
Gentlemen, really appreciate your time today, and looking forward to seeing you next time on the Revenue Roadmap.

[00:25:27:11 – 00:25:33:16]
Speaker 1: Tyler Dolph
As we mentioned, if you enjoyed this episode and want to get the free download, it will be available in our show notes and on our website.

[00:25:33:16 – 00:28:33:16]
Speaker 1: Tyler Dolph
If you found this episode on the importance of a mission statement, you will love our next episode on the importance of the mission, vision, and values, where we continue to dive deeper. So make sure to check it out here as well as in the show notes below. Thanks!