Sep 4, 2026 · 14 min · 9 segments
The fastest way to destroy a good salesperson is to make them doubt whether your law firm can handle the clients they close. In this episode, Richard James reveals the costly role-assignment mistake…
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Let's quickly address what a non-attorney salesperson is supposed to do for your firm.
And consequently, you can't either get the work done or build the business so others can get the work done because you're trying to keep the machine rolling.
Two, they bring consistency to the platform because they use the same exact script every single day, every single consultation.
which means we no longer have days where we have eight out of 10 retains and days where we have one out of 10 retained simply because we're using a different script every single day, trying to retain every single person.
We build capacity so that the owner can go out and build the firm so it can go to the next level.
We increase the average case value because the non-attorney salesperson will sell whatever you tell them to sell.
And we increase the average money you receive as a down payment in a fee-based situation.
And they make sure that the people that are on a plan are on an actual plan, not just a theoretical payment plan with your firm.
So if those are the things we want the non-attorney salesperson to do, how in the world could we screw it up? The reality is that most law firms that are watching this don't have enough business to keep the non-attorney salesperson busy 100% of the time doing nothing but closing deals.
So if a non-attorney salesperson were to do nothing but close deals, their calendar is going to look something like this.
So you're going to see that their calendar is going to have nothing but initial consultations, breaks and lunch with gaps between for buffers all day long.
Sure, they're also going to have their sessions where they have to enter their data.
They're going to have training meetings or their regular team meetings every single morning.
They're going to have one retrospective meeting a week and they're going to be trained twice a week and they're going to have to turn in one of their calls to be scored at least once a week as well.
But other than that, They are selling or they are taking a break or they are eating.
So if you're going to have a fully booked out salesperson, they're going to be on 50 consults a week.
Let's quickly address what a non-attorney salesperson is supposed to do for your firm.
And consequently, you can't either get the work done or build the business so others can get the work done because you're trying to keep the machine rolling.
Two, they bring consistency to the platform because they use the same exact script every single day, every single consultation.
which means we no longer have days where we have eight out of 10 retains and days where we have one out of 10 retained simply because we're using a different script every single day, trying to retain every single person.
We build capacity so that the owner can go out and build the firm so it can go to the next level.
We increase the average case value because the non-attorney salesperson will sell whatever you tell them to sell.
And we increase the average money you receive as a down payment in a fee-based situation.
And they make sure that the people that are on a plan are on an actual plan, not just a theoretical payment plan with your firm.
So if those are the things we want the non-attorney salesperson to do, how in the world could we screw it up? The reality is that most law firms that are watching this don't have enough business to keep the non-attorney salesperson busy 100% of the time doing nothing but closing deals.
So if a non-attorney salesperson were to do nothing but close deals, their calendar is going to look something like this.
So you're going to see that their calendar is going to have nothing but initial consultations, breaks and lunch with gaps between for buffers all day long.
Sure, they're also going to have their sessions where they have to enter their data.
They're going to have training meetings or their regular team meetings every single morning.
They're going to have one retrospective meeting a week and they're going to be trained twice a week and they're going to have to turn in one of their calls to be scored at least once a week as well.
But other than that, They are selling or they are taking a break or they are eating.
So if you're going to have a fully booked out salesperson, they're going to be on 50 consults a week.
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