Attorney Journals, San Diego, Volume 237

• $22,659,551 settlement for clients defrauded in a local Ponzi scheme in Levin v. Chicago Title, et al. (2021)(Michael Kirby & Jason Kirby).

• Complete defense jury verdict in real estate dispute and more than $400,000 collected for attorneys’ fees and costs in Batter v. McElhinney, et al. (2019)(Jason Kirby).

• $2.1 million jury verdict for firm client in Doe v. San Diego Unified School District, et al. (2018)(Jason Kirby & Michael Kirby).

• $1.1 million arbitration award for firm clients on cross-complaint after zeroing plaintiff on $6 million damage claim in Step Strategy Advisors v. Solid Gold Health Products for Pets, Inc., et al. (2018)(Jason Kirby lead counsel).

Monty A. McIntyre

16 Thomas Jefferson School of Law, San Diego Committed to Diversity and Inclusion by Dan

Baldwin

24 Six Ways to Stay Ahead of Competitors’ Content Marketing Efforts by Wayne

Pollock

To thrive in your business, you must TRULY know your audience. To do that, you must put yourself in the shoes of your target client or customer. And the best way to do it is to build buyer personas for the legal services you provide.

As the name suggests, a buyer persona is an identity or character that lets you know who the buyer is. It tells you what your customers truly need and want, what their values and beliefs are. More importantly, a buyer persona helps you to address the demands of your target market. It aids in building a more efficient marketing engagement and sales approach. These increase your ROI and lessen unnecessary work.

What Is a Buyer Persona

A buyer persona is a fictional representation of a law firm’s ideal client. Buyer personas are built out based on your ideal client’s characteristics such as occupation, age, pain points, lifestyle, etc.

How to Build a Buyer Persona

To create a credible buyer persona for your target audience, you can use the following focus areas and questions as a framework for your checklist. Depending on the area(s) of law that you or your firm deal with, some points may become more important than others. Use your best judgment to decide which will be most relevant for your specific situation.

Personal Demographics

What is your gender? How old are you? Where do you live? Are you still single? Are you married? Do you have children? If yes, how many? What is the annual average income of your household?

Key Point: Demographic stats are easy to get. They also paint a more distinct and personal picture of your target market.

Educational Background

What education level did you complete? Did you go to college? What university did you attend? What degree did you get?

How to Create Buyer Personas for Legal Services

by Noreen Fishman

Key Point: In this category, you need to be specific. For example, “NYU Tisch School of Arts” is better than just “film acting conservatory.”

Career Path

What job(s) did you have before? How did you wind up where you are right now? Did you choose your profession based on your major in school? Have you ever been promoted?

Key Point: Like with the educational background, you need specific details here.

Company

Which industry is your company in? What is the size of the business? How many employees are there?

Key Point: Learning the specifics of your persona’s company will help you create better forms for landing pages on your firm’s website.

Role

What is your job title? What do you specifically do? Who is your immediate boss? What is his/her position? Who reports to you?

Key Point: If your firm handles business clients, these pieces of information are crucial. Case in point: if your buyer persona is well-versed in the ins and outs of the industry, no unnecessary intro is needed. They don’t need help from others to make a buying decision. If your firm is more consumer focused, look at the details as extra information to better understand the subtleties of your persona’s lifestyle.

Skills and Tools

What are the skills you must handle as part of your job responsibilities? Where did you learn these skills? Which programs and tools do you use every day? Every week?

Key Point: Being aware of the resources and tools they use (and don’t) helps you determine parallels in your service. As such, you can make the necessary adjustments, if needed.

Challenges

What are your biggest struggles right now? How do you plan to solve them?

Key Point: Your firm solves a specific problem your target clients have. Make sure to learn how these challenges affect their daily lives. Go into detail. Pay attention to the nuances that underscore how their problem makes them feel.

Lifestyle (Both Work and Off-Time)

How does your typical day go? What does a “busy work schedule” look like? What do you specifically do when you’re most productive? Outside of work, what do you do?

What hobbies occupy your time? What do you do for fun? What TV shows do you watch? What books do you read? How often do you use the internet? Do you have a social media account? Do you read blogs?

Key Point:  This set should incorporate the activities and tasks your target audience does both in and out of work. To piece together how their typical day goes, it’s important to know how they stay informed. Once you learn how they get the news, you can create (or solidify) your presence in those places. You can also put more emphasis on building credibility on those platforms.

Buying Habits

How do you prefer to shop? Do you do a lot of online shopping? Do you prefer going to physical stores? Do you like talking to a salesperson? How do you search for product information online? What is your most recent purchase?

Key Point:  The experience of engaging your legal services should line up with your persona’s expectations. When you can predict their questions or objections, you can prepare for them from the get-go. You may even educate them through your marketing endeavors.

Takeaway

Once you’ve created buyer personas, make sure to review and update them every quarter. Updating will ensure each buyer persona you’ve created is the best possible representation of your target client. And once you’ve got the initial work done, keeping everything updated is a breeze. n

Noreen Fishman is the director of client services at Good2bSocial. Her primary responsibility is to help clients achieve their digital marketing goals. This includes managing the Good2bSocial team, ensuring constant communication with clients and updating them on their progress. Connect with Noreen on LinkedIn or www.good2bsocial.com.

For decades, women have made strides in the professional world from smashing glass ceilings to shattering stereotypes. Every March, during women’s history month, despite the inspiring stories and shared experiences of women, we are reminded there is more progress to be made.

Women of World Law Group—or as we like to call them, WOW—hosted its first-ever WOW Talk in March. An impressive group of female leaders shared personal best practices in paving the way for women to have important roles in the workplace. Listening to a group of women discuss their experiences demonstrates it’s not just about creating a nurturing work environment, but also about cultivating one that supports the growth, ideas, perspectives, and contributions of women.

Here are my top takeaways from this conversation for women who want to cultivate leadership skills and advance in their careers, based on insights from the WOW Talk “She for She Leaders Building Leaders.”

Be involved in cultural change. Understand the roles that you can play in driving change within your firm and take an active part in it—don’t wait for the invitation. Identify opportunities for improvement and raise your hand to lead addressing change. Involving younger women in cultural change benefits everyone, not just one group.

Identify your leadership style. Identity your tendencies, preferences, and strengths to develop your unique leadership style and hone those skills. Leadership appears natural when an individual can connect with their abilities and strengths. Look for opportunities to contribute in non-billable ways that make you feel charged up.

See yourself as a leader. Recognize your potential to influence, inspire, and guide others, demonstrating integrity, empathy, adaptability, and a willingness to learn and grow. Seeing yourself as a leader involves not only leading by example but also empowering and supporting others to achieve their goals.

Find mentorship, but also sponsorship. Mentors will guide and support individuals in navigating the path to leadership, and they don’t have to be in your firm. Sponsors will actively brag about you and advocate for your career advancement. Seek out and embrace both mentorship and sponsorship from colleagues who recognize your potential and give you opportunities to lead—and do the same for others.

She for She: Leaders Building Leaders—

Key Takeaways

by Ashley LeCroy

Collaborate. Collaboration is a powerful tool for achieving complex goals and driving positive change. It requires a commitment to communication, respect, and shared purpose. Avoid seeing peers as a threat by embracing shared ideas, resources, and expertise to foster an environment that promotes creativity, innovation, and continuous learning.

Overcome challenges. Learn from the challenges faced by previous generations of women leaders and take proactive steps to overcome the challenges the current generation faces. Building networks and increasing visibility of women ultimately leads to greater representation and inclusivity of women in leadership positions.

Define balance and boundaries. Achieving balance and boundaries requires a commitment to self-awareness, prioritization, and effective time management. Identify what is important to you, where you are needed, and your goals and limits, and establish guidelines for yourself to guide how you balance work and personal life.

Build connections with senior leaders. Develop relationships with senior leaders to gain exposure to their leadership styles and learn from their experiences. Emulating qualities that you admire in others will reinforce your development as a leader.

Embrace a growth mindset. Adopt a mindset to be open to learning, self-reflection, and constructive feedback. Be willing to take on challenges, persist through obstacles, and view failures and mistakes as opportunities for learning and growth. Practice believing in and demonstrating your abilities, intelligence, and talents.

Be authentic. Embrace your authentic self as a leader and be open to seeking input from others while maintaining your decisionmaking authority. Diversity in perspectives and leadership styles will contribute to a more diverse and inclusive workplace.

You get to choose your own narrative on your path to being a great leader. Take control, be open to feedback, and be supportive of others on their journeys, too. n

Ashley LeCroy has been World Law Group’s Events & Member Program Manager since 2018. Learn more at: www.theworldlawgroup.com.

Content marketing has become an essential arrow in a legal marketer’s quiver. Content marketing is the modern way to get new leads, drive traffic to your digital presence, and nurture client relationships. However, creating high-quality content isn’t easy. Doing so requires significant effort, time, subject matter expertise, and knowledge of content marketing best practices. That’s why many firms hire a consultant to help. Here’s what you need to know about hiring a content marketing company for law firms.

What Is Content Marketing?

According to the Content Marketing Institute, content marketing is “a strategy designed to create a strong long-term relationship with your consumer base by providing them highquality content that they can associate within their everyday lives.” Content marketing is focused on your clients’ (and future clients’) needs and wants. Effective content is available when people are researching and provides valuable insights that make them more likely to choose your firm or stay loyal to your brand. In a landscape full of marketing noise, content that provides clear and valuable information will set your firm apart.

Why Hire a Content Marketing Company?

If you aren’t dedicated to content marketing, then learning the process and making sure your bases are covered is certain to take a toll on your time—time that could be spent on other business activities. Many firms bring on a consultant to help with both strategy and implementation. An effective content marketing company for law firms can do the following:

• Draw from previous experience to provide advice and warn you of pitfalls that can arise during the content creation process

A Comprehensive Guide to Hiring a Content Marketing Company for Law Firms

by Kevin Vermeulen

• Research to discover the unique needs of your audience

• Create a thorough plan for executing content creation that takes research into account

• Set goals and share metrics for measuring success

There are many compelling reasons to hire a content marketing consultant. In addition to staff not having the specific expertise or bandwidth, firms also tend to hire a consultant when:

• They don’t know how to differentiate their brand. It can be difficult to view your firm and services objectively. An outside resource can help you evaluate what makes your firm unique and craft a story that resonates. Consultants know how to perform market research that will inform your strategy.

• There is not enough time to create high-quality content. When it comes to content marketing, quality is key. Material should be relatable, engaging, and worth the time of your audience. Consultants can help you decide which factors to focus on and which channels are most appropriate.

• More innovative ideas are needed. Getting outside help can allow you to generate more leads and conversions. A consultant can bring new ideas and implement resultsdriven changes that your staff may not think of.

• Audience personas have never been identified.  Defining client personas is a crucial part of creating effective content. If you haven’t properly mapped out your target audience, then it will be difficult to create content that is actually valuable. A buyer persona is highly detailed and is based on demographic, psychographic, and behavioral information. A content marketing consultant can help you to do this and then develop content to reach various personas.

• They aren’t sure where to post or promote content. There are so many platforms available for digital marketers. It can be overwhelming and challenging to know where to begin. A content marketing consultant can help you to customize content and make sure it gets the most attention from your audience.

Find a Content Marketing Company that Meets Your Goals

Once you determine that a content marketing company can help you create or execute a content strategy, it’s time to begin your search. To get the results you want, you’ll need to choose a consultant that is a good fit for your firm. Here are some tips to make the process smoother:

1. Understand Your Goals

Before hiring a company, you must first understand your business development goals, your content marketing goals and how they interrelate. Map out your goals and what you imagine content marketing success looks like for you. Make sure to ask the company how they could help you reach these goals.

2. Get Very Clear About Your Requirements

Before you search for a resource, you need clarity on what your firm needs from this person. What types of content are you looking for? What aspects of content marketing do you want them to cover versus what will you handle in house? Defining requirements upfront helps you to find someone who specializes in that area, and also lets the consultant know if they might be a good fit.

3. Decide Which Companies You Want to Interview

You can use Google, or you can find reliable agencies through online directories. Pay attention to reviews, case studies, and past work to determine if they’re a good fit for your firm. It’s helpful if these content marketing companies have worked with law firms in the past.

4. Conduct an Interview and Hire

Ask questions that will help you to evaluate if individuals are a natural match for your firm. Focus on their attitude as well as past projects that are similar to your needs. Be aware of red flags and trust your gut. Once you’ve found someone that you’re excited about, hire them formally through the platform where you found them. Try asking some of these questions:

• What results can we expect?

• Do you report on results?

• Do you handle SEO?

• How will you help us reach our business development goals?

• What will be expected of our team?

• Have you worked with law firms in the past?

• Can you share past results?

• What types of content do you create?

• What content tools do you typically use?

• What is the cost?

5. Start the Content Process

We suggest beginning with a short meeting to clarify requirements, how you will communicate moving forward, and the company’s availability. If you’re not ready to jump into large-scale strategy, start with a small project and work your way up. Make sure they know what kind of work and deliverables you’re expecting. Set up future times to talk so that you can stay on the same page. You want to be able to discuss current work, give feedback, share ideas, etc. It’s also helpful to ask for materials such as project roadmaps or milestones and how they will track and report results.

Takeaway

Content marketing can become very complex and is a discipline all its own. Effective content requires a combination of time, energy, and knowledge. That’s why many firms get the most ROI from hiring a content marketing company. If you choose to go this route, follow the four steps we shared to find the best fit for your firm. n

Kevin Vermeulen is Partner and Chief Operating Officer for Good2bSocial. He has over 30 years of marketing and advertising experience, including 22 years working in various senior management roles, including Chief Revenue Officer and Chief Marketing Officer for ALM Media, a leading legal publisher, helping lawyers, law firms, consultants and companies grow their business. During Kevin’s tenure at ALM, he worked with professional services companies in the financial, digital, real estate and legal industries. Learn more at: www. good2bsocial.com.

California Case Summaries New California Civil Cases

by Monty A. McIntyre, Esq.

Monty A. McIntyre, Esq. is the publisher of California Case Summaries™, which provides monthly, quarterly and annual summaries, organized by legal topic, of every new published CA civil case—helping lawyers save time, win more, and make more money. Monty has been a California civil trial lawyer since 1980, a member of ABOTA since 1995, and is a mediator, arbitrator and referee at ADR Services, Inc., conducting Zoom hearings throughout California. To schedule a matter, contact Monty’s case manager Haward Cho, haward@adrservices.com or hawardSDteam@adrservices.com, (213) 683-1600. California Case Summaries™ (https://cacasesummaries.com).

CALIFORNIA COURTS OF APPEAL

Arbitration

Castelo v. Xceed Financial Credit Union (2023) _ Cal.App.5th _ , 2023 WL 3515225: The Court of Appeal affirmed the trial court’s order denying a motion to vacate the arbitration award and it’s judgment confirming the arbitration award. Plaintiff sued her former employer for wrongful termination and age discrimination in violation of the Fair Employment and Housing Act (FEHA; Gov. Code, § 12900 et seq.) The case was submitted to binding arbitration pursuant to the stipulation of the parties. The arbitrator granted defendant’s motion for summary judgment on the basis that plaintiff’s claims were barred by a release in her separation agreement. The Court of Appeal concluded that the arbitrator correctly ruled the release did not violate Civil Code section 1668. Plaintiff signed the separation agreement after she was informed of the decision to terminate her but before her last day on the job. At the time she signed, she already believed that the decision to terminate her was based on age discrimination and that she had a valid claim for wrongful termination. The alleged violation of FEHA had already occurred, even though the claim had not yet fully accrued. Accordingly, the release did not violate section 1668 because it was not a release of liability for future unknown claims. (C.A. 2nd, May 18, 2023.)

Attorney Fees

The Kennedy Com. v. City of Huntington Beach (2023) _ Cal. App.5th _ , 2023 WL 3372378: The Court of Appeal affirmed the trial court’s award attorney fees of $3,531,201.10 in favor of

petitioner/plaintiff for litigation it filed and pursued pertaining to defendant’s housing element plan under California’s Housing Element Law (Gov. Code, § 65580 et seq.). Plaintiff’s writ petition alleged that changes that respondent made to its housing element violated respondent’s Regional Housing Needs Allocation (RHNA) of lower-income housing mandated by California. The parties engaged in protracted litigation and appeals. Petitioner ultimately filed a first amended writ petition and complaint for declaratory relief, and respondent then adopted amendments to its housing element to meet its RHNA. The parties then stipulated to dismissal of the action but agreed that petitioner could pursue attorney fees. The trial court properly awarded attorney fees under Code of Civil Procedure section 1021.5, awarding $2,522,286.50 in fees and included a 1.4 multiplier, for a total award of $3,531,201.10. (C.A. 4th, May 11, 2023.)

Civil Code

Shetty v. HSBC Bank USA, N.A. (2023) _ Cal.App.5th _ , 2023 WL 3521861: The Court of Appeal affirmed in part, and reversed in part, the trial court’s order sustaining defendants’ demurrer, without leave to amend, to plaintiff’s action alleging wrongful foreclosure. Plaintiff purchased a home that had been foreclosed upon by a homeowners association, but it was also still subject to a defaulted mortgage and deed of trust between the bank and the original borrower. Defendants, the bank and mortgage servicer, recorded a notice of default and scheduled a foreclosure sale. Plaintiff sought to cure the default and resume regular payments on the loan but defendants refused, insisting that, as a stranger to the loan, plaintiff was not entitled to reinstate it. The trial court sustained the demurrer on the basis that plaintiff did not have standing under Civil Code section 2924c. The Court of Appeal

disagreed, concluding that plaintiff did have standing under section 2924c. However, because plaintiff agreed on appeal that defendant Mortgage Electronic Registration Services, Inc. (MERS) did not have any liability, the Court of Appeal affirmed the judgment as to MERS. (C.A. 4th, May 18, 2023.)

Civil Procedure

Madrigal v. Hyundai Motor America (2023) _ Cal.App.5th _ , 2023 WL 2883009: The Court of Appeal reversed the trial court’s order denying defendant’s motion to strike or tax plaintiff’s costs, denying defendant’s opposition to plaintiff’s motion for attorney fees, and awarding plaintiff $81,142.50 in attorney fees and $17,681.05 in costs and expenses. Defendant served two Code of Civil Procedure section 998 offers to plaintiff, and both were rejected by plaintiff. Early in the trial, the parties’ attorneys agreed to recite the terms of the stipulated settlement on the record pursuant to section 664.6, explaining that these recitals would be the entirety of the settlement release in terms of the agreement, and the trial court confirmed the settlement. When plaintiff requested fees and costs, defendant opposed this request on the basis that the stipulated settlement was for less than defendant’s second 998 offer to plaintiff. Ruling on an issue of first impression, the Court of Appeal concluded that the terms of the stipulated settlement under section 664.6 constituted a judgment within the meaning of Code of Civil Procedure section 998(c) and that the trial court should have examined the parties’

FIRM FOCUS ON EMPLOYEE BENEFITS LAW

entitlement to costs and attorney fees through the lens of that statute. (C.A. 3rd, April 11, 2023.)

Torts

Bidari v. Kelk (2023) _ Cal.App.5th _ , 2023 WL 3113583: The Court of Appeal affirmed the trial court’s order granting defendant’s motion for judgment on the pleadings as to plaintiffs’ complaint for malicious prosecution. The operative complaint alleged that defendant falsely reported to law enforcement that plaintiffs had attacked her, that police arrested plaintiff Yousseff Mikhail (Mikhail) on this basis, and that Mikhail had to post bail to be released. It further alleged that defendant’s false reports led to a law enforcement investigation, at the conclusion of which the district attorney declined to press charges. The trial court properly concluded that the operative complaint did not sufficiently allege a malicious prosecution claim because such a claim requires an adjudicative proceeding. The Court of Appeal concluded that plaintiffs were not entitled to amend their complaint to add causes of action they had voluntarily dismissed earlier in the litigation because they offered no explanation for their years-long delay in seeking to do so, nor were plaintiffs entitled to add an abuse of process claim they had not previously alleged, because that claim was time-barred and did not relate back to the sole cause of action in the operative complaint. (C.A. 2nd, April 27, 2023.) n

Paul D. Woodard PARTNER

Corey F. Schechter PARTNER

Butterfield Schechter LLP is San Diego County’s largest firm focusing its law practice primarily on employee benefit legal services. Our experience in employee benefits law and business law provides creative solutions for the most pressing business concerns. We are also dedicated to employee ownership and know all things ESOP (Employee Stock Ownership Plans). Learn more at www.bsllp.com.

Thomas Jefferson School of Law

Serving the Community Through Inclusion and Diversity in Legal Education

by Dan Baldwin

Some of the student-facing staff at TJSL: Marc Berman (Director of Financial Aid), Michelle Allison-Slaughter (Assistant Dean of Enrollment Management); Ben Chamberlain (Director of Student Affairs); Carrie Kazyaka (Registrar); Karin Sherr (President & General Counsel); Linda Keller (Dean & Professor of Law); Tashaurie Rogers (Director of Academic Administration); Taylor Israel (Director of Academic Success & Bar Preparation); Gil Susana (Director of IT); Robert Wickman (Library Director).

© Bauman Photographers

President and General Counsel Karin Sherr adds, “I joined Thomas Jefferson School of Law (TJSL) after a successful time in private practice because I believe strongly in the mission of the school and in its commitment to providing access to justice and access to a legal education for traditional and non-traditional students. Studies show that the diversity of California attorneys lags far behind the diversity of the population. We are committed to helping create a more diverse legal community to serve an increasingly diverse population.”

Graduates agree. “Thomas Jefferson School of Law provides an excellent legal education from nationally recognized faculty members that really care about the students. The classrooms are state of the art in a top-notch building, in the heart of the legal community in downtown San Diego. With more than 7,000 alumni, graduates range from judges, District Attorneys and Public Defenders, to General Counsel, partners in big firms and solo practitioners.” Randy Grossman (1994), Law Offices of Randy M. Grossman.

The faculty and staff are proven, world-class professionals, a powerful blend of full-time faculty and part-time faculty who are successful practitioners in the community. Many highly successful and notable alumni return to teach as adjunct faculty. The faculty includes expert teachers and scholars who bring their deep knowledge of the law into the classroom and who support students in countless ways inside and outside the classroom. Many of the staff have been with the school for more than a decade and provide advice to students throughout their law school career and beyond.

The Law School’s approach to teaching attracts talented professionals from not only academia, but from the legal community. Keller is an example.

“I was attracted to join the faculty in 2003 after a teaching fellowship at University of Miami School of Law because TJSL truly emphasizes teaching quality. At a lot of law schools, full-time faculty are focused on their own scholarship and getting published. While our tenured faculty have a strong record of scholarship, we really focus on students and providing high-quality teaching. I continue to teach as Dean, which is unusual, because that’s my first love. It’s also a great way to stay connected and get to know students.”

A Commitment to Diversity and Inclusion

Thomas Jefferson School of Law began in San Diego in 1969 as a California-accredited law school aimed primarily at working professionals seeking to obtain a law degree at night, opening as a branch campus of Western State College of Law. It became a stand-alone, non-profit institution in 2001. The school is also accredited by WSCUC (WASC Senior Colleges and Universities Commission), a national institutional accreditor recognized by the Department of Education.

TJSL is unique in its commitment to diversity and providing the opportunity to earn a JD degree. Students may enroll in a traditional full-time residential program or part-time or online programs. Sherr says, “Our strength comes from our diversity. Seventy percent of our students today identify as students of color. We are committed to creating a sense of belonging for students from a variety of backgrounds and life experiences.” That commitment resonates with the students and graduates. “I chose to attend TJSL because of their focus on bringing in people from diverse backgrounds. Attending

Our goals are lofty, but straight-forward: building the best, most far-reaching California-accredited law school. We are building on the 50-year tradition of educating successful practitioners, judges, and public servants—graduates who serve as leaders in the community.”

—LINDA M. KELLER, DEAN AND PROFESSOR OF LAW

TJSL as a part-time evening student for the first two years allowed me to continue to work to support myself and my legal education.” Brenda Lopez (2011), Founding Partner, Patterson, Lopez, Banuelos, Khiterman, LLP.

Students range in age from their early twenties to their sixties. They are drawn to the school because of its location, flexible programs, inclusive community, excellent faculty and alumni network. The Law School is known for being a pathway for nontraditional students as well as a welcoming place for all students who want personal attention from faculty, mentorship, and a strong community to support them. The school attracts many students interested in criminal law as well as IP, sports and entertainment law. Fellowships in these areas offer special opportunities for students to learn about the law and practice of these areas via classes, networking, or real-world experience from externships and clinics.

Alumni are prominent, well-respected practitioners who often practice in underserved parts of the community. Alumni stay connected to the school, regularly serving as adjuncts, guest speakers, panelists, and externship supervisors. They often hire graduates to work in their successful practices throughout the state.

The strong sense of community and commitment to success continues well after graduation. Sherr says, “What makes TJSL special is its community feel and inclusiveness. Students regularly choose TJSL because they appreciate the tight-knit community, strong relationships between faculty and students, and opportunities for practical experience.” This sentiment is shared by others. “TJSL gave me the most

valuable gift—a community. That community is comprised of invaluable mentors and lifelong friends. I would not have been able to achieve success in the legal profession, or in my personal life, without the support of that community. TJSL creates the environment to form such strong bonds, and I am grateful for the opportunity.”

Anna M. Romanskaya (2007), Stark & D’Ambrosio, LLP.

Students are drawn by the Law School’s academic credentials, but also by an environment that stresses the value of the individual person in relation to a greater community. Graduates often note that TJSL’s emphasis on the individual person is carried on and put into practice in the challenging environment of the law. “At TJSL, the concept that the law was a profession of relationships was ingrained in me. In my practice, I have found time and again that a critical part of being a great advisor and advocate is the innate understanding that people are not just a part of the equation of each issue we address, but they are at the center of it. The incredible faculty and team members at Thomas Jefferson modeled that concept every day I was there, and I will forever be grateful for them.” David Majchrzak (2002), Shareholder and Deputy General Counsel, Klinedinst San Diego.

A Standout Among Law Schools

The Law School’s successful alumni are a testament to the fulfillment of the school’s mission of opportunity and excellence. “Thomas Jefferson School of Law gave me the opportunity to study law at night and maintain my career during the day. The professors not only taught me what I needed to pass the bar on the first attempt, but also demonstrated that they cared about my success even well after law school. I have opened my own firm and become a leader in the legal community. But for TJSL, none of it would have been possible.” Renée N.G. Stackhouse (2008), Trial Lawyer/Owner, Stackhouse, APC.

The Law School continues to innovate to foster greater opportunity for students. This fall, Thomas Jefferson School of Law becomes the first fully residential law school in California to offer a fully asynchronous online JD program. This effort will make the Law School’s academic program available to students from well beyond its present geographic region, and ensure that students with work, family, or other responsibilities will be able to pursue a legal career via a flexible, rigorous distance education program. The program will contribute to diversifying the legal profession and providing access to justice, particularly in rural areas, small towns, and other underserved communities that do not have sufficient legal resources.

© Bauman Photographers

Dean Linda Keller

The Law School also stands out among the Californiaaccredited law schools because it offers students the opportunity to learn from a full-time, tenured faculty as well as experienced legal professionals who provide realworld experience and knowhow combined with personal attention to each student. Its cumulative bar pass rate, above average among California-accredited law schools, reflects the focus on bar preparation from the first day of law school through graduation. Graduates find the school a valuable resource through free post-graduation support. Elective courses include opportunities to experience law as it is practiced in the office, the boardroom, the negotiating table or the courtroom through clinics and externships. The Law School also offers the opportunity to study abroad in Nice, France, where students take several classes related to international law while learning another culture.

This well-rounded education is part of a flexible course allowing students to seek a legal degree starting in the fall or the spring, attending full-time or part-time, and during the day or evening. The classroom education is coupled with opportunities to participate in co-curricular activities such as law review and competition teams such as Moot Court, Mock Trial, and ADR. Students can also supplement their learning by joining one of many active student organizations that often connect with local affinity bar organizations.

“The beauty of TJSL is that every student gets out of their experience, exactly what they put in. I learned from brilliant professors that helped prepare me for the Bar Exam and the actual practice of law. TJSL is committed to every student’s success, and the alumni base is full of mentors looking to help current students reach their goals!”

Christopher Reilly (2019), Ogletree Deakins Nash Smoak & Stewart, P.C.

The Law School also provides outreach programs that not only train students in the field, but also provide services to people in need within the community. The Law School has several live-client clinics, aimed at providing representation by students, under the supervision of attorneys, for the underserved. These include clinics for veterans and for lower-income inventors and businesses seeking non-profit or business advice as well as patent or trademark protection. For example, recognizing the obstacles veterans face due to past mistakes, the Veterans Legal Assistance Clinic navigates the intricate legal process to clear criminal records, providing individuals with a fresh start and improved job prospects. Another area of expertise of the veterans clinic lies in upgrading the discharge status for veterans with less than honorable discharges. By assisting them in improving their military discharge status, the clinic opens doors to enhanced benefits and expanded opportunities for veterans seeking to rebuild their lives.

The Law School also sponsors self-help clinics, providing limited assistance and information for low to moderate income businesses and individuals. Students provide public service through externships and the Pro Bono Honors program.

Graduates note that the Law School’s inclusive environment is great preparation for the challenges facing young JDs entering a demanding profession. “When I attended Thomas Jefferson School of Law, I was met with an environment that challenged me to be my best. The professors were leaders in their field, whose teaching nurtured my love of the law and made me excited to practice law as an attorney. The career services counselors were invaluable in helping me prepare for the legal career I wanted. As I look back, I smile because I know that Thomas Jefferson School of Law prepared me not only to pass the bar the first time, but also gave me the confidence to be the best lawyer that I can be.” Yahairah Aristy (2004), Deputy Public Defender, Office of the Primary Public Defender.

The Road Ahead

Thomas Jefferson School of Law is not a static institution by any stretch of the imagination and continuing expansion of programs and services is already occurring or is on the drawing board. The Law School is adding another avenue for legal education to their long-standing JD program. The new online JD program expands access to the Law School’s core JD program to those who cannot move to San

© Bauman Photographers

Prof. Taylor Israel, Director of Academic Success & Bar Preparation

Diego for the residential program. With the asynchronous online JD program, the Law School will better serve those in communities across California, including those whose mobility is limited by socioeconomic constraints and by family and employment commitments.

The online JD program will have the same rigorous curriculum, extra-curricular opportunities, and degree requirements as the residential degree program. Graduates of the online JD program will benefit from the school’s network of thousands of alumni in California. Alumni are active and often in leadership positions at all levels of the California legal profession, including graduates serving as state and local bar organizations leaders, state and federal judges, entrepreneurs, or successful practitioners in a variety of areas.

The quality of the school, its faculty and staff, and the opportunities provided are best expressed by its graduates. “I was the first person in my family to go to law school and Thomas Jefferson School of Law gave me an opportunity. I absolutely loved everything at this school! The professors were incredibly educated and talented and I am forever grateful to the school for the opportunity and education it provided me.” Omid Rejali (2012), Rejali Law Firm, APC.

The Law School fosters its own community that continues to be a big part of its future. “Law School was my second career. The dedicated faculty at TJSL created a supportive learning environment that allowed me to succeed during law school even though I worked throughout my entire three years. The emphasis on practical legal training and externships allowed me to gain hands-on experience such that I was able to have a job waiting for me even before graduation. TJSL’s impact on my career continues to this day, which is why I will forever strive to stay active with the school and its next generations of law students and alumni.”

Sabrina L. Green (2002), Stratton & Green, ALC.

“We have reinvigorated the school by returning to our roots as a smaller, community-oriented law school with personalized attention from faculty and support from staff. Our many successful graduates inspire us, and we see similar potential

in our current students to contribute as lawyers and leaders in the San Diego community and beyond. After serving the legal community and the community at large for more than half a century, we look forward to seeing the achievements of another 50 years of TJSL graduates,” Keller says. n

Contact

Thomas Jefferson School of Law

701 B Street, Suite 110

San Diego, CA 92101

(619) 297-9700

www.tjsl.edu

President Karin Sherr & Dean Linda Keller

© Bauman Photographers

To schedule, contact Haward Cho: (213) 683-1600 and (619) 233-1323 or haward@adrservices.com

Short summaries (one-paragraph), organized by legal topic, of every new published CA civil case, helping CA attorneys save time, win more, and make more money. Monthly, quarterly, annual, and annual practice area publications are available. Subscribe at www.cacasesummaries.com

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6 Ways Law Firms Can Stay out Ahead of Competitors’ Content Marketing Efforts

by Wayne Pollock

The content arms race among lawyers and law firms isn’t going anywhere anytime soon. Here’s how to stay ahead of the pack.

Today, there is a fair amount of would-be buyers of legal services and would-be referral sources who are contentdriven. When deciding where to purchase legal services from and where to refer potential purchasers of legal services to, they are putting an increasingly higher value on the content lawyers and law firms produce.

The amount of buyers and referrals doing so is only going to increase as younger generations purchase legal services more often. Younger generations, having been raised on online and social media content, as a first step in the vetting process will check out a firm’s content to determine whether that firm and its lawyers have the knowledge and wisdom to help that potential buyer or potential referral source with their legal or business issue, or their client’s legal or business issue.

As more and more purchasers of legal services and people who can refer those purchasers rely on content, especially thought leadership content, as a primary driver of their purchasing decisions or their referring decisions, law firms need to shift more resources toward the content they create, whether that is doubling down on current content efforts that are successful, or testing new content efforts.

Here are six ways law firms can stay ahead of their competitors’ content marketing and thought leadership marketing efforts as those firms ramp up their content creation efforts.

See What’s Working at Your Firm

When legal services purchasers and referrers are content-driven, lawyers and their firms can’t afford to dilly-dally with ineffective, mediocre content. They have to double down on content campaigns that are working and cut loose or reduce the campaigns that aren’t working.

Some content efforts might produce a direct ROI by bringing in prospects and clients, such as a popular blog post or recurring research report.

It will be easy for a firm to determine whether these efforts should continue as is or receive more resources.

But of course, sometimes content can produce an indirect ROI, like when an article attracts the attention of a conference organizer who asks the article’s author to speak at a conference. Then, after

presenting at the conference, the author is greeted by an audience member who would like to discuss retaining that author and their firm as counsel.

To find content creation efforts that have provided an indirect ROI, a firm and its lawyers should analyze how new-ish clients have been introduced to the firm and if those introductions can be traced all the way back to particular content marketing or thought leadership marketing efforts.

Talk to Your Current and Prospective Clients and Referral Sources About the Content They Want to See

You’ll always have one leg up on your competitors when you are giving your target audience exactly the kind of content they want.

How do you increase the chances that you do this? Talk to current and prospective clients about what kind of content they want to see and how often they want to see it.

Do they want to see written content, like blogs and articles? If so, do they want quick hits or longer form content?

Do they want podcasts?

Do they want videos?

Do they want a mix of all three?

When you have a sense of your audience’s content preferences, albeit from probably a relatively small sample size, you can build your content efforts around those preferences.

Obviously, different people will have different preferences, but that’s okay. Obtaining some visibility into your audience’s preferences is a heck of a lot better than operating blindly.

Keep an Eye on What Your Competitors Are Doing With Their Content Marketing and Thought Leadership Marketing Efforts

If you want to stay ahead of your competitors in the content marketing arms race, you’ve got to know how fast they’re moving. Thus, you should be tracking their content marketing and thought leadership marketing efforts.

Are they regularly publishing content? If so, in what forms?

Is the content timely or is it evergreen?

Are they producing content on a consistent schedule?

Are there many authors/creators, or only a few?

Does there appear to be a strategy behind the content, or is it a hodgepodge of topics, authors/creators, and mediums?

Perhaps most importantly, is there an opportunity for your firm to swoop in and execute some aspect of a competitor’s content strategy better than they have themselves?

Look Beyond Your Competitors for Inspiration From Within the Legal Industry

With that being said, there’s a good chance you won’t find much inspiration in your competitors’ content marketing and thought leadership marketing efforts. Too few lawyers and law firms create content that’s worthy of being emulated. The ones that do are unlikely to be your competitors.

That’s why you should keep your eyes and ears out for interesting content marketing and thought leadership marketing programs across the legal industry that are outside of your substantive practice and geography.

You might be surprised by the inspiration you find from the content marketing programs executed by firms that differ from yours in size, practice groups, and/or geography.

If you’re at a small direct-to-consumer firm like a plaintiffs’ firm or a family law firm, you should check out firms with similar practices that are across the country from you. Likewise, you should also check out what criminal law firms and family law firms are doing. You should even look at what larger corporate defense firms are doing.

Same thing goes if you are at one of those larger corporate defense firms. What are local direct-to-consumer firms doing? What are boutiques doing? Are they doing anything that you can adopt and modify for your practice and audience?

The point here isn’t to find a copy-and-paste-able tactic that you can implement seamlessly. If you stumble upon one, good for you. But more realistically, you’re simply looking for inspiration from lawyers and law firms who aren’t your competitors.

Look for Inspiration and Trends From Outside the Legal Industry

There are many companies and organizations outside the legal industry that are running best-in-class content marketing and thought leadership marketing campaigns.

Find them and study them.

Travel companies, food and beverage companies, health and beauty companies, and non-profits are the kinds of companies that are in cut-throat industries, which means they need to have content programs that are memorable because they are either executed flawlessly, outside of the box, or off the wall.

Of course, many of these companies will have different target audiences than your firm will (but not always—you don’t think general counsel at large companies purchase makeup or alcohol?). Or, they will be able to get away with more creative or envelope-pushing content based on the kinds of products or

services they sell. And, none of these companies are subject to attorney rules of professional conduct.

But, again, you’re not looking for a campaign to rip off blindly and start implementing at your firm. You’re looking at what’s working for these companies, both in form (like short-form videos or interview-style podcasts) and substance (like lighthearted content).

If you prefer to stay firmly in the professional services realm, many consulting and accounting firms have stellar thought leadership programs that could inspire you and your colleagues to aim higher with your firm’s thought leadership programs.

Stay Abreast of the Latest Technology

Want to employ content marketing and thought leadership marketing programs that run circles around your competitors? Make sure you and your firm are using, or are at least aware of, the latest and greatest in content-creation technology so you and your firm can create high-quality content cheaper and faster than before.

Whether it’s equipment like microphones and lights, or software like video and podcast editing software, the right technology can make a law firms’ content look like it was produced by a massive and expert content team from a Fortune 500 or media company— in a fraction of the time and at a fraction of the price the firm would have had to spend just a year or two ago to create it.

When your content looks polished and professional thanks to the equipment and software you’re using to produce it, clients and referral sources will give it more credibility (at the expense of your competitors).

In a Content-Driven Legal World, Your Firm Should Aspire to Be the Pace Car

Today, the purchasers of legal services and the people who can refer those purchasers to you are increasingly making their decisions about who to buy from or who to refer to based on law firms’ content, especially their thought leadership content.

The content arms race has been going on for some time, and it’s only going to intensify. As artificial intelligence plays a larger role in content creation, and non-lawyer owners of firms begin pouring money into their portfolio law firms’ content creation efforts, the legal content marketing landscape is sure to get more crowded.

If your firm wants to continue to grow and be seen as the go-to firm for its practices, it needs to make sure it’s proactively taking steps—like the ones I suggested above—to get out ahead of, and stay out ahead of, its competitors in the content marketing and thought leadership marketing game. n

Wayne Pollock is the founder of the Law Firm Editorial Service. The Law Firm Editorial Service sets free the knowledge and wisdom trapped inside Big Law and boutique law firm partners by collaborating with them to strategize and ethically ghostwrite book-of-business-building marketing and business development content. Learn more at: www. lawfirmeditorialservice.com.

In today’s data-driven decision-making environment, many businesses rely heavily on the accuracy, completeness, and reliability of their data.

Poor data quality can quickly undermine these efforts, leading to costly errors, missed opportunities and compromised business performance.

In this blog post, Chris Fritsch explores common data quality issues faced by organizations and provides actionable strategies to help you avoid them, ensuring your data remains a valuable asset for driving success.

1. Inconsistent Data Entry

One of the most prevalent data quality nightmares is inconsistent data entry. When multiple individuals enter data using different formats, standards, or abbreviations, it becomes challenging to maintain data consistency and accuracy. To mitigate this issue, establish clear data entry guidelines, provide training to employees, and implement data validation rules to enforce standardization. Regular data quality audits and ongoing data stewardship efforts will help maintain data integrity over time.

2. Duplicate Records

Duplicate records can wreak havoc on your data quality, leading to incorrect analysis, wasted resources and poor customer experiences. Implementing de-duplication processes and utilizing algorithms or tools to identify and merge duplicate records can significantly improve data accuracy. Regularly conducting data cleansing activities and establishing procedures to prevent duplicates during data entry can save you from the nightmare of duplicate data.

6 Common Data Quality Management Issues and How to

Solve Them

by Chris Fritsch

3. Incomplete or Missing Data

Incomplete or missing data can hinder your ability to gain valuable insights and make informed decisions. It is crucial to establish data capture protocols that ensure all required fields are consistently populated. Automated data validation checks can help identify missing data during entry, while periodic data audits can address incomplete records. Additionally, incentivizing employees to maintain data completeness and conducting regular data hygiene practices will contribute to better data quality.

4. Lack of Data Governance

Without proper data governance, organizations may face data quality nightmares due to inconsistent standards, lack of accountability and poor data management practices. Establishing a data governance framework that includes clear ownership, defined roles and responsibilities and standardized data policies is crucial. Regular data governance reviews, data quality assessments and ongoing training and communication about data governance practices will ensure a strong foundation for data quality management.

5. Data Integration Challenges

When data is scattered across multiple systems or departments, data integration becomes a significant challenge. Disparate data sources, incompatible formats, and inadequate integration processes can lead to data inconsistencies and inaccuracies. Implementing

a robust data integration strategy, utilizing appropriate integration tools, and establishing data transformation rules can help streamline data integration processes. Regular data reconciliation and validation checks will ensure data integrity is maintained throughout the integration process.

6. Lack of Data Quality Monitoring

Data quality is not a one-time task but an ongoing process. Without regular monitoring and measurement, it is difficult to identify and rectify data quality issues. Implement data quality monitoring mechanisms, such as automated alerts, reports, and dashboards, to proactively identify anomalies or deviations from established quality standards. Conduct periodic data quality assessments and establish data quality metrics to measure and track progress over time.

Effective data management is the key to avoiding data quality issues that can hinder your business success.

By implementing the strategies outlined in this article— addressing inconsistent data entry, managing duplicate records, ensuring data completeness, establishing data governance, tackling data integration challenges, and implementing data quality monitoring—you can maintain high-quality data that drives accurate analysis, informed decision-making, and operational excellence.

Keep in mind, prioritizing data quality is an investment that pays off in improved efficiency, better client experiences and a competitive edge in today’s data-centric business landscape. n

As a CRM Success and Business Development Technology Consultant, Chris Fritsch works together with leading professional services firms across the country to help them select and implement the right Client Relationship Management and eMarketing solutions to support their marketing and business development efforts and maximize value and return on investment. Chris frequently writes and speaks on legal marketing, technology and business development topics including CRM, email marketing, data quality and competitive intelligence. She is also the author of a leading CRM blog at CRMSuccess.net.

When it comes to court reporting, video and litigation services, Peterson delivers real reporters, real experience, and real service. Day by day, year by year, case by case, we’ve been setting the high bar for integrity, technology and reach for over 35 years.

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There are countless articles about why the practice of law is stressful and why lawyers stop practicing law. The top reasons lawyers burn out include stress and work-life balance. The root causes of stress and work-life balance issues are things that can be managed, but that often get ignored or overlooked by members of a high-stakes profession where most participants are highperforming perfectionists focused on winning and the satisfaction of other people, including clients, judges, and even peers.

This article is a summary of potential solutions. This list is not exhaustive and likely contains many strategies that lawyers are intellectually aware of but lack the resources or will to engage with. As part of this summary, I will share, anecdotally, how my law firm has implemented some of these solutions in the partly altruistic hope that it can help other lawyers achieve the happiness and joy in the practice of law that many of my law partners and associate attorneys have found at Dunlap, Bennett & Ludwig.

Here are several strategies that lawyers should consider using to help themselves alleviate some of the issues related to burnout and stress:

1. Establish boundaries. You hear the work-life balance bandied about by almost every law firm’s recruiting team, but what policies support this? Merely saying a thing does not make it so. While it is crucial for individual lawyers to set limits for working hours and to avoid obscuring the lines between work and personal life, law firms need to step up to support this.

An excellent way to start this is to create unplugged time daily where you don’t answer the phone, check email, or do anything related to work. Explicitly communicating specific expectations with bosses, clients, and peers is vital but something many lawyers shy away from without a rational basis. Setting an out-of-office (OOO) notice every day from noon to 1 pm might be enough. Establishing boundaries at work is critical in managing stress, maintaining a healthy work-life balance, and preventing burnout.

DBL’s internal mentorship program offers an outlet for more junior attorneys to meet with partners outside their regular working group for advice on communicating. We have found that with a policy of unlimited vacation and telecommuting for our attorneys, the boundary conversation is a two-way street, and a combination of clearly communicated

How to Love the Practice of Law: Strategies for Being Happy as a Lawyer

by Tom Dunlap

expectations and dialogue has created a successful structure for establishing boundaries. Here are some specific strategies you might employ individually:

• Set Working Hours: Establish a clear start and end time for your workday. There will always be times when lawyers have to work extra hours; however, having set “office hours” will help maintain a boundary between work and personal life. Research by the Journal of Vocational Behavior found people who set boundaries are more likely to experience work-life balance.

• Communicate: Most lawyers have dealt with nervous clients who want everything done immediately. Discuss your capacity and availability with bosses, clients, and peers. Often a client has set an artificially short turnaround time on a project. If you have too much on your metaphorical work plate, it’s essential to communicate this effectively and learn to “push back.”

2. Take breaks. Something as simple as taking a break, even for five or ten minutes, can make a massive difference in effectiveness. A study in the journal Cognition found that even brief diversions can dramatically improve focus. According to the Journal of Legal Education, deep breathing, meditation, and yoga can reduce stress and anxiety. Simple techniques like deep breathing can be done sitting at your desk in a very short time. The Mayo Clinic provides easyto-follow directions for simple techniques like autogenic relaxation and progressive muscle relaxation.

3. Prioritize tasks. Not every task needs to be done immediately. Prioritizing important work based on deadlines and focusing on the most crucial tasks one at a time can help manage workload and reduce stress while simultaneously allowing lawyers to create a better end work product. The Eisenhower Decision Matrix is a simple way to do this. Draw a two-by-two box matrix. The X-axis represents relative “importance,” and the Y-axis represents the “urgency” of a task. For more details, see this great article on the Forbes website. DBL offers internal time management training for attorneys and staff alike. Our CEO is a time management expert certified project manager and advocate.

4. Exercise and eat right. Regular physical activity and a healthy diet can do wonders for stress and anxiety, contributing to a general sense of well-being that will combat stress’s physical toll on the body. According to the Mayo Clinic, exercise increases endorphin production. It can provide a distraction from worries, simultaneously improving sleep and boosting self-confidence. Eating right also plays a serious role in managing stress. The body and brain need fuel to function optimally. When you are stressed, your body needs more energy. Skip the chips! DBL instituted a program of making sure all our offices offer healthy snacks (bananas, vegetable chips, etc., and access to mineral water).

• Complex carbs like fruits, whole grains, and vegetables release serotonin, a hormone that promotes feelings of well-being and relaxation.

• Healthy Omega-3 fatty acids found in fish and flaxseed can help reduce stress hormone levels and protect against depression, see, e.g., University of Manchester study.

• Drinking more water can prevent dehydration, which will otherwise cause fatigue and exacerbate stress.

5. Seek professional help. Lawyers often think because they are high-performing brilliant individuals that they don’t need help. However, confidential therapy and counseling can provide strategies for managing stress and help address any deeper issues contributing to burnout. DBL offers an “on-call” psychiatrist who focuses on the confidential counseling of firm lawyers.

6. Make a change. Some work environments and law firms are toxic. It may be time to seek a more collegial environment that suits your lifestyle better. A considerable number of professionals in the law industry have made this change, seeking out firms that not only talk the talk of work-life balance but walk the walk. Whether you are a partner or associate, often changing how the job is structured can help alleviate stress. DBL does not have specific billable minimums for partners, nor does the firm mandate how lawyers work. For associate attorneys, DBL offers two works paths, a lifestyle track and a partner track, with differing billable requirements. The firm measures success not on “face time” but on production. Not every law firm or lawyer can practically employ every technique immediately. Change takes time and willpower. Making any of the changes above, even once a week or once a month, will ultimately contribute to happier and healthier lawyers who do a better job for their clients, leading to a successful and happy way to practice law. n

Tom Dunlap works with clients to manage, protect, and enforce their intellectual property rights in private business and government contracts. For over twenty years, his unique background has allowed him to apply legal and practical knowledge to benefit clients in business, intellectual property, and government contracts transactions and disputes. Learn more than www.dbllawyers.com.

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