Your complete guide to law firm vision statements as revealed in this Revenue Roadmap episode

Your Guide to Law Firm Vision Statements (+ Examples)

Many law firms struggle with a lack of clear direction.

Without a well-defined law firm vision, teams can lose momentum, engagement, and ultimately, profitability.

This isn’t just about having a mission statement; it’s about crafting a comprehensive roadmap that aligns your entire team, drives your purpose, and ensures your firm’s long-term success.

Tyler Dolph, Anthony Karls, and JP VanderLinden, leaders at Rocket Clicks, emphasize that a truly impactful law firm vision extends beyond simple financial goals, encompassing the profound impact you have on clients and the invaluable support you provide to your team.

The Power of a 3-Part Law Firm Vision

A singular vision statement often falls short because different team members are motivated by different factors.

To truly inspire and align your entire organization, your law firm vision needs to be expansive enough to accommodate the individual aspirations of everyone involved.

This means developing a multi-faceted approach, focusing on three distinct yet interconnected areas: Impact, People, and Finance.

Making a Difference With Your Impact Vision

Your impact vision defines the broader positive change your law firm brings to the world and your community.

It answers the fundamental question: “If our firm didn’t exist, how would the world be worse off?”

It all boils down to the meaningful contribution you make, appealing to the desire within most individuals to do something significant with their lives.

For family law firms, this is particularly relevant, as you guide clients through some of life’s most challenging periods.

Define Your Societal Contribution: Consider the specific societal problems your firm addresses and how your services create positive change. For example, a family law firm helps clients navigate divorce, providing essential support during stressful times.
Highlight Client Transformation: Focus on the tangible improvements in your clients’ lives as a direct result of your firm’s work. This can be about offering care and value during difficult seasons.
Inspire Purpose-Driven Work: Connect daily tasks to the greater good your firm achieves, reminding your team why their efforts matter beyond just processing cases.

Example Impact Vision Statement:

“By 2035, our firm will have empowered 10,000 families to navigate challenging legal transitions with dignity and confidence, fostering healthier community relationships.”

Nurturing Your Team With Your People Vision

The people vision turns the focus inward, defining how your firm positively impacts your employees’ lives and professional growth.

In a competitive market, this vision sets your firm apart, demonstrating genuine care and support for your team members.

When employees feel valued and supported, especially during challenging client interactions, it fosters higher morale, reduces turnover, and builds strong loyalty.

Foster a Supportive Culture: Articulate how your firm supports its employees through personal and professional challenges. This could include flexible work arrangements or comprehensive support systems.
Promote Personal and Professional Growth: Outline opportunities for development, whether through mentorship, training, or career advancement paths. Consider how you support employees in achieving their “personal, professional, and financial goals”.
Emphasize Belonging and Care: Describe how your firm cultivates a sense of community and ensures employees feel seen, heard, and cared for. This helps retain talent and encourages commitment.

Example People Vision Statement:

“By 2035, our firm will be recognized as the top legal employer in the region, known for fostering an environment where every team member achieves their full personal and professional potential.”

Defining Your Future With Your Finance Vision

While often perceived solely as the owner’s objective, the finance vision is crucial as it underpins the achievement of both your impact and people visions.

It clarifies the financial health and growth necessary to invest in your team, expand your services, and make a greater impact.

This element of your law firm vision should be framed as a collective goal, showing how financial success directly enables individual and organizational aspirations.

Connect Financials to Other Visions: Clearly link profitability to the firm’s ability to support employees and create a positive impact. Financial success enables the creation of new positions and higher earning potential.
Outline Strategic Goals for Growth: Establish measurable financial targets that indicate the firm’s expansion and stability. This could involve revenue milestones or growth percentages.
Communicate Organizational Roadmap: Explain how financial strength provides the resources for future innovation, technology adoption, and market leadership. The financial vision provides the vehicle for achieving team members’ financial goals.

Example Finance Vision Statement:

“By 2035, we will achieve $50 million in annual revenue, enabling us to invest significantly in advanced legal technology, expand our service lines, and provide unparalleled benefits for our team.”

Implementing Your Law Firm Vision

Once crafted, your three-part law firm vision shouldn’t just live on a plaque in the reception area.

It must be actively integrated into your firm’s daily operations, from hiring to performance reviews.

By consistently referencing these guiding principles, you reinforce their importance and ensure every team member understands their role in achieving the collective firm direction.

Integrating Vision into Hiring and Onboarding

Screen for Alignment: During the hiring process, assess how candidates connect with each aspect of your vision. Encourage them to articulate how they would contribute to your impact, people, and financial goals.
Communicate Expectations Clearly: From day one, new hires should understand the firm’s core values and how their work contributes to the larger vision.
Foster Early Engagement: Design onboarding activities that allow new team members to experience and embody the vision, building immediate buy-in and commitment.

Example Integration Tip for Hiring:

During final interviews, ask candidates to present how they align with your firm’s Impact, People, and Finance Vision Statements.

Embedding Vision in Daily Operations

Regularly Reference Vision Statements: Incorporate your impact, people, and finance visions into team meetings, strategic discussions, and internal communications. This keeps them top-of-mind and relevant.
Link Performance to Vision: Connect individual and team performance metrics to the achievement of your vision components. This demonstrates how everyone’s efforts contribute to the overall organizational roadmap.
Celebrate Vision-Aligned Achievements: Recognize and reward individuals and teams who exemplify the firm’s vision in their work, reinforcing desired behaviors and outcomes.

Example Integration Tip for Daily Operations:

Start every weekly team meeting by briefly reiterating one element of your firm’s vision and how recent successes contribute to it.

Using Vision for Strategic Decision-Making

Guide Strategic Goals: Use your three-part vision as a filter for all major business decisions, ensuring new initiatives align with your long-term aspirations. This helps define your strategic goals.
Assess Future Outlook: Periodically review your vision statements to ensure they remain relevant and ambitious, adjusting them as your firm evolves and market conditions change. This constant evaluation defines your future outlook.
Maintain Guiding Principles: Your vision should serve as the ultimate compass, ensuring that even during periods of rapid growth or challenge, your firm remains true to its core identity and purpose. These are your fundamental guiding principles.

Example Integration Tip for Strategic Decision-Making:

Before launching any new practice area or opening a new office, evaluate how the move aligns with all three components of your law firm’s vision.

A well-defined law firm vision, encompassing impact, people, and financial dimensions, is a vital company asset.

It provides clarity, inspires dedication, and serves as an unwavering guide for growth.

By integrating this comprehensive vision into every facet of your firm, you empower your team, attract top talent, and build a truly successful and sustainable legal practice.

Ready to significantly grow your family law firm by applying these employee engagement strategies directly into your operations?

Connect with Rocket Clicks today for a FREE personalized, no-obligation roadmap that will show you what’s working in your business—and what’s not.

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Want to read instead? Check out the transcript below!

Interview Transcript

00:00:00:00 – 00:00:07:28
If your team doesn’t know why they’re coming to work. Don’t expect them to care about how it’s going. Lack of clear vision kills momentum.

00:00:07:28 – 00:00:18:29
In this episode, we’ll show you how to fix that with three powerful vision statements that align your team, drive your purpose, and keep your family law firm profitable.

00:00:19:29 – 00:00:24:26
Welcome to the Revenue Roadmap Podcast, the show for family law professionals

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Who want to drive real revenue. Increase long term profitability, whether you’re building your first office or your 50th.

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We deliver strategies and insights to build sustainable, purpose driven firms.

00:00:38:08 – 00:00:52:01
I am your host, fired off the CEO of Rocket Clicks, our digital marketing agency focused exclusively on helping family law firms grow. Today I have, Anthony Carls and JP Vander Linden with me.

00:00:52:03 – 00:01:14:20
Anthony is the president of our agency and also the co-founder of our family law firm, Sterling Lawyers, which has grown to over 32 attorneys across 25 offices. JP leads our operations at the agency. Helps us develop our vision and build law firms across the country. So very excited to have them. Today we are going to talk about how to

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craft and apply three essential vision statements — impact, people, and financial — that will help guide your firm towards sustainable success.

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You’ll learn how to write them, how to use them, and we even have a download for you,

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to make sure that you check them against the rubric. Hope you enjoy it.

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All right, gentlemen, we are continuing on our law firm Vision Development series that we’re going to talk about the actual vision,

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the why behind why we need three different visions,

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which, you know, we brought this up to our own agency here in firm.

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I kind of was like, well, don’t you just need a single vision?

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And you both opened my eyes to the why behind the

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three different visions. So, JP, I’m hoping to start with you to talk through the why segment. Why? Why does a company need three different vision statements? And, what should they do about

00:02:08:15 – 00:02:09:25
Yeah. So the core

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thing to remember is that your vision needs

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to be big enough that all your team members’ individual visions can fit inside it. And so when you’re describing a future state, which is what a vision is, it’s the — the mission is why we exist, and the vision is what it looks like

00:02:26:04 – 00:02:51:02
we’re getting there. When you’re describing it in detail, you need to do it in such a way that your team members can attach themselves to the things that motivate them and drive them. And newsflash, your team is not all motivated by the same thing. And so by having these different buckets that you put it into, you’re able to reach different members of your team and tap into their inner motivation to get the best results for your firm.

00:02:51:02 – 00:02:56:08
I love it. Why don’t we start with: What are the three visions? And then we can dive into each one.

00:02:56:12 – 00:03:09:20
Yeah. So the three are impact, people, and finance. And so another way for impact is also maybe legacy, but impact, people, and finance is the way we talk about it internally here.

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But let’s start with the first.

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Oh, so the impact is the bigger result you’re going to have on the world, on your community, on those around you. And so one way to think about this is if you flip it around to say, if we didn’t do the things that we say

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we’re going to do, if we didn’t exist, why

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would the world be worse off?

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Like, what’s the thing we’re going to do that’s going to make it beneficial for others that we exist? Because the majority is most of us don’t get up every day just to go to work to push the buttons and to bring home the paycheck. There’s a small portion that that’s the only thing they want to do, and that’s fine.

00:03:52:18 – 00:04:07:00
But most of us are like, I want to actually do something meaningful with my life. I don’t just want to dig a ditch and fill it back in. I want to do something beyond myself. And this is the place to capture that for your team, to help them get excited for those purpose-driven

00:04:07:26 – 00:04:08:10
100%

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right and easy. If you’re curing cancer or saving lives across an ocean. But for a family law firm, what do you think? I think it’s kind of easy.

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I think it’s amazing, actually.

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I think if you’re missing this in your family law firm, you’re probably missing the thing that’s going to most connect your attorneys to why they went to law school. Most people go to law school so that they can have an impact on the world. This is exactly what we’re talking about.

00:04:42:07 – 00:05:19:16
So if you’re missing this, and we’re working in such a deeply personal space in family law — because we’re really shepherding people in a family law firm through one of the most stressful seasons of their life. Death and divorce are two of the most stressful things that people can go through. And as a family law firm, having a really good vision statement on how you want to support your clients through that season, I think, is definitely important to not an insignificant chunk of your team.

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Hundred

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percent. Yeah. I think we hear that from the interview series that we do to other law firm owners that we know — the opportunity to add value

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and care during a difficult

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season is all about legacy and impact or any type.

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I think the other thing, too, is your team, when they’re working especially in a family law firm,

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your team is, to some extent, experiencing what the clients are experiencing. On an intake team, you’re going to hear about domestic violence, you’re going to hear about people being unfaithful, doing things that are… There’s a saying in family law: family law is good

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people at their worst, and criminal law is bad people at their best. That’s what you’re dealing with internally: good people, but they’re basically in one of the worst seasons of their life. And you’re going to experience that. And if you’re not connected or you don’t have a purpose vision, it’s harder to go through those things because there’s nothing you’re relating back to.

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There’s no deeper purpose to why you’re doing what you’re doing. It just feels like another phone call. It’s like, I really don’t want to deal with this person today versus, no, this person needs me to be here today because I know I’ve had a bunch of these conversations. I know how to handle their stress.

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I know how to calm them down, I know how to get them to the next step and how to make them feel safe. That can be really rewarding, even though it’s a difficult conversation. So I think it’s really important to have a purpose-driven vision statement that talks about impact and

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that

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does. That feels like the easy one. That’s the layup here, family law firm owners. What about the people vision type?

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Yeah. So if your purpose vision is kind of how you’re going to impact your clients, how you’re going to impact the world, how you’re going to make a positive difference, the people vision is turning that lens internally to your team. And so think really heavily about the recruiting aspects of this. When someone’s considering joining your firm versus any of the other options that they have on the table,

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you want to set yourself apart, not necessarily in, hey, we pay the best, or we have the best hours, or we’re really close to where you live. You want it to be like, what is in it for me from a belonging, a support, feeling seen, feeling cared for perspective? And so how are you going to positively impact your team

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as your firm grows

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and develops and becomes all the things that you envision?

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Because if your team feels like you’re for them in those tense moments that Tony was talking about as they’re going through those stressful things with their clients, and they feel like you’ve got their back, you’re going to have way better morale, way better turnover. The loyalty is going to be there.

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People are going to be excited to show up even when things are hard, because they’re going to go, yeah,

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it’s hard, but at least it’s hard with people

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I care about doing something I care about. And I feel cared for myself. So very much it’s creating a belonging around

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Great point.

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And it’s not as easy as just saying, hey, you get to do all that life-changing legacy

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work. Isn’t that enough?

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What we do here at Rocket Clicks is we have a number of PPF goals — personal, professional, financial goals — that we would like to support our team in achieving.

00:08:58:23 – 00:09:35:16
So we believe that a highly integrated, successful person is someone that is not only an A-player at work professionally, but they’re an A-player in their personal life, whatever that looks like. They’re an A-player in their financial life, and that will help them be more of an A-player in their professional life. When you think about people vision, what are the underlying factors that are going to help your team achieve their best versions of themselves?

00:09:35:19 – 00:09:56:07
And how do you quantify that and how do you measure it? And how does that turn into action in the day to day? I think they’re important things to consider because all of these can be very interconnected pieces, from mission, vision, values to your every-other-week coaching process. How do those all interconnect? I think it’s something to be

00:09:57:04 – 00:09:58:28
Kind of. Any examples

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that you remember from Sterling?

00:10:03:16 – 00:10:34:05
I mean, over at the law firm, we really wanted to create a highly collaborative culture that was built for family lawyers that had families. One of the things — it was often so unique how unique it is, it felt unique working with the firm for so long, for so many years — we had so many what we call “sterling children,” because there were so many babies over the ten years that I was there.

00:10:34:08 – 00:10:57:16
I think it was north of 50. It was crazy how many children were part of the Sterling family that showed up after people started. That was cool. And we were able to help our team continue to be great at what they were doing while having a family and having the space to do everything in their life.

00:10:57:17 – 00:11:21:03
That integrated directly with our recruiting. Some of our top performers, they interviewed pregnant — technically you can’t look at that. But I can tell you the marketplace looks at that; they’re like, why don’t we talk after you have the baby so that I don’t have to pay for this thing, and then I don’t have to pay for your maternity leave,

00:11:21:06 – 00:11:45:02
and all of those things. It’s not good. It’s not healthy. But we used that to our advantage because we had several, probably close to five or six people apply while they were pregnant, and they got maternity leave very shortly after they started. It never bit us in the butt. And I think it’s because we created that culture. We created… so we’re very supportive of that stuff.

00:11:45:02 – 00:11:53:17
Okay. Now, one that is… The financial vision is difficult, I think,

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on a couple different levels,

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because sometimes it can be perceived as like, oh, well, that’s what the owner wants to make, or oh, that’s just the money side of things, when in reality — and I apologize if I’m stealing the thunder here — but it is more along the lines of this is what it will take in order to achieve the other two

00:12:13:13 – 00:12:14:20
vision components.

00:12:16:01 – 00:12:34:03
Things are so important. There’s a reason you start with the impact and the people, and you end at the financial. Because the financial is probably the easiest one and also probably the one that resonates the least with your team. Because very few people get excited to get up in the morning to go make somebody else

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money.

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It’s just not there,

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right? So it’s not going to be something you tap into. And so the only reason that finance is here — again, go back to the idea of people seeing their vision inside of yours — is like, hey, whatever you want to be, the way that becomes reality is if we become this. And so if you want to move up and take on new positions, we have to be creating new positions, which means we have to be growing.

00:12:59:01 – 00:13:12:26
If you want to make more money, there has to be money flowing into the firm, and there has to be profitability so that we can make that happen for you. If you want to… Tyler, one of the things we’ve talked about before is, when I was evaluating all my options of where to go with my next move, and I chose to control.

00:13:12:28 – 00:13:45:15
Part of that was because you talked about how excited you were to see the team buy new vehicles, buy new cars, take vacations, have kids, and how fulfilling it was for you as the leader to see the team growing. All that stuff only happens if there’s money. And so the finance vision has to be positioned in a way where it’s shown as a vehicle for helping your team achieve their financial goals as that synergistic thing rather than, oh, this is helping some other guy who I don’t care about or some other gal I don’t care about.

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And so it doesn’t happen to me. In fact, it may even be a turnoff for me, depending on my worldview. So how you position this in connection with the other two is extremely important.

00:13:54:08 – 00:14:20:19
I think too, having it as part of your recruiting process is important because, you know, in our final interview, somebody here at Rocket Clicks, they have to give a presentation on why they’re going to be a good fit. And they get to see our mission, vision, values, and they have to present on why they’d be a good fit for that.

00:14:20:21 – 00:14:36:04
If this is going to be a turnoff for them and they don’t want the business to be successful, great. You’re probably not going to show up very well to the interview, and I don’t care. I’m happy that you didn’t show up well for the interview, because you’re clearly not going to be a good culture fit.

00:14:36:07 – 00:14:44:03
It’s a good way to screen people — all three of these — because if you can’t find yourself in all of them,

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you’re probably going to struggle integrating into the business. So I think from an integration perspective, I think it’s important. And I mentioned three different ways for each one. For each of these, where you can pull these in, I think it’s important not just to have them but leverage them in different areas of your operation.

00:15:07:03 – 00:15:26:14
Yeah, absolutely. It’s really interesting how the finance vision has evolved over time at our firm and at the agency to tie it more to bringing everything together as the opportunity for us to help our team achieve those big goals — and truly build something that they’re proud of.

00:15:28:07 – 00:15:36:26
Well, we have a special kind of bonus section here. JP came armed with a few vision statements from some big companies

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that he’s going to allow us to beat up a little

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bit based on this ideology. So I’m excited to hear what you have.

00:15:43:29 – 00:15:59:29
Yeah. I think one of the things that we haven’t talked about is ways to do this wrong, right? And so, you know, there’s a couple of things that I think we’ll call out as we go through these. But, you know, it’s easy to talk about this in concept, right, this idea of a vision statement. But let’s pull some real ones out.

00:16:00:03 – 00:16:09:24
Let’s look at them. So I’m very interested to see how you guys think about these because I was intrigued. I’ll start with Amazon’s Kindle brand. And so their vision statement

00:16:09:24 – 00:16:14:21
at Kindle is every book ever printed in any language, all available

00:16:14:21 – 00:16:19:29
in 60s. So what do you guys think? How does that land?

00:16:21:02 – 00:16:28:02
I don’t get the impact part yet. I didn’t hear any impact. Like, if they would have said, because this will save 1 billion

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trees, that would have

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added some value for me from an impact standpoint. It was very tangible. I could run towards that, like, okay, there’s this many books

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printed every year.

00:16:39:20 – 00:16:40:13
More like a mission

00:16:41:12 – 00:16:43:08
Yeah. Good point.

00:16:43:08 – 00:16:47:09
If we went and reviewed our last podcast,

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Nice plug.

00:16:50:13 – 00:16:56:21
and you compared that Amazon Kindle brand statement to that, you’re probably like, yeah, that’s a pretty good mission

00:16:56:21 – 00:16:58:13
statement.

00:16:58:13 – 00:17:14:17
Mistakes, right? Mixing your mission and your vision, not being clear on the difference between them. One of the things about the vision is it has to be tangible, right? It has to be clear, it has to be specific. If it’s too big and amorphous, it’s going to be hard for people to be like, yeah, I can see how I’m a part of that.

00:17:14:17 – 00:17:29:25
And that’s part of, yeah, get excited. All right. So the next one, maybe a little more familiar brand for this podcast — Tesla. They want to accelerate the world’s transition to sustainable energy. How do we think about that one?

00:17:30:23 – 00:17:32:16
All impact.

00:17:33:09 – 00:17:37:02
Tangible. Maybe not so much. I get to measure it.

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Did we accelerate it? I don’t know how much.

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I only know when we’re done.

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Are we on Mars?

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That’s the

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that’s the SpaceX. What can I

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say on brand for that? Tony, what do you think?

00:18:00:26 – 00:18:12:26
Actually, I actually like it generally. I think there could be some sort of measurement there, time frame. There might be, like, so the ones that we have are all ten-year

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targets. They’re also measurable

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within that

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ten years. So that would be

00:18:17:28 – 00:18:23:02
my critique, but it doesn’t feel overly off. Plus, I like the

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I like the nomenclature, keeping it in the vehicle realm

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with “accelerate.” So

00:18:29:25 – 00:18:31:08
All right.

00:18:31:08 – 00:18:35:25
Yeah.

00:18:36:23 – 00:18:38:11
Yeah. That too.

00:18:38:11 – 00:18:40:05
Short and pithy. You’re not gonna…

00:18:41:03 – 00:18:42:13
Yeah. There’s no

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esoteric terms.

00:18:45:29 – 00:18:51:08
Okay, we’re going to flip it then, given that we’re going to go something that’s several syllables.

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So.

00:18:54:27 – 00:18:57:06
A way.

00:18:57:06 – 00:19:07:21
Believe that buying glasses should be easy and fun. It should leave you happy and good looking, with money in your pocket. We also believe that everyone has the right to see.

00:19:08:06 – 00:19:11:12
Believe a lot of things.

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I’d like to know how they’re going to gauge

00:19:15:14 – 00:19:17:02
“good looking.”

00:19:21:01 – 00:19:21:15
You should be

00:19:23:18 – 00:19:24:09
Heavy on

00:19:24:09 – 00:19:26:02
the… I feel like it’s heavy on the impact

00:19:27:01 – 00:19:28:08
Yeah.

00:19:28:08 – 00:19:40:13
It is not tangible. That is a consistent theme we’re seeing. There’s a lot of fuzziness to these. It can be like we need some specificity. So something for our listeners to keep in mind.

00:19:41:22 – 00:19:43:07
I think that the reason for that is,

00:19:43:07 – 00:20:00:13
if you think about personality assessments, like your influencer types and your relational types, if you’re looking at a DISC assessment, it’s probably going to feel okay about these general purpose-driven statements.

00:20:00:13 – 00:20:02:24
But your analytical folks are going to be like, what are we doing?

00:20:02:24 – 00:20:07:00
When are we doing it? How many times are we doing this? What are we doing? So the reason for kind of the feedback here is, you’re writing this for your whole team, not just you.

00:20:07:00 – 00:20:18:20
And a lot of business owners have super high drive and they’re going to be more charismatic and they’re going to probably write statements that look more like this.

00:20:18:20 – 00:20:20:28
But that doesn’t mean they’re for everybody. How to make them accessible.

00:20:20:28 – 00:20:30:09
Got a food brand here for you. One of the biggest brands in the world. I’m not going to tell you who it is. Let’s see if you can figure out who it is. The vision: “To be the world’s best quick-service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value

00:20:30:09 – 00:20:34:26
so we make every customer in the restaurant smile.”

00:20:34:26 – 00:20:37:12
That’s got to be McDonald’s.

00:20:37:12 – 00:20:38:12
Boy. Same owner.

00:20:38:12 – 00:20:40:23
Yeah. The measurement is off. I don’t know if that’s how I describe

00:20:41:03 – 00:20:42:13
Yeah, yeah. We’re going to hold

00:20:42:13 – 00:20:44:23
the cleanliness thing.

00:20:45:29 – 00:20:46:20
But, you know,

00:20:46:20 – 00:20:49:23
on a scale of five-star review, most McDonald’s are probably going to get a 2.5 or

00:20:49:23 – 00:20:53:17
3, like it’s fine.

00:20:53:17 – 00:21:00:12
It’s like Bill Burr’s assessment of a man. We have two feelings. It’s “mad” or “fine.”

00:21:00:12 – 00:21:03:22
If you ask me why, I’m fine,

00:21:05:07 – 00:21:09:12
Between mad and fine.

00:21:10:11 – 00:21:11:09
Tyler, do we want to invite our listeners to send their vision statements, and we’ll roast them on

00:21:11:09 – 00:21:13:02
Hundred percent.

00:21:13:02 – 00:21:14:09
Absolutely happy to have you

00:21:14:09 – 00:21:16:26
comment and take a look at these.

00:21:16:28 – 00:21:19:21
In the download, so that you can do your own assessment

00:21:19:21 – 00:21:20:26
with a ten-point assessment with a ten-point scale for each one. That way you can get on the right

00:21:20:26 – 00:21:21:23
track.

00:21:21:23 – 00:21:23:09
Give you the answer key

00:21:23:09 – 00:21:25:19
Yeah, I love it, gents. Awesome. I appreciate the time. Love going through the vision. Looking forward to continuing down our leadership and law firm growth series. And with that we will see you next time.

00:22:22:20 – 00:22:39:08
I really hope you enjoyed this episode on developing a three-part vision. If you did, you will love our next episode, which goes into the next step — developing your mission statement. Make sure to check it out here and continue on this journey with us.