Revenue Roadmap
Revenue Strategies for Family Law Firms
Learn from the experts behind the growth of sterlinglawyers.com Anthony Karls, President of Rocket Clicks/co-founder of Sterling Lawyers, and Tyler Dolph, CEO of Rocket Clicks, interview the experts in all the areas that will drive revenue and increase profits for family law firms
Get technical knowledge and learn from the experience of those who paid the price to learn what it takes to grow from an idea to an exclusively family law firm with 30+ attorneys.
Revenue Roadmap
6 Components of Law Firm Job Descriptions That Work
Your law firm job descriptions attract everyone and fit no one. Here's the 6-component system that filters before interviews. This legal job description template shows exactly what good looks like.
Most law firm job descriptions try to please everyone, which means they attract no one worth hiring. The reality: you want to attract the right candidates AND repel the wrong ones before they waste your interview time.
This legal recruitment strategy uses a 6-component framework covering mission statement, success metrics, key responsibilities, competencies, ideal candidate profile, and attorney career path. Sterling uses this exact law firm hiring strategy to filter culture mismatch before operational interviews even start.
You'll learn why "candor is kindness" in job postings, how to define what success looks like so A-players get excited, and why including a 90-day roadmap signals you know what you're doing.
The goal isn't maximum applicants. It's law firm culture fit from day one.
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📄 CHAPTERS
0:00 - Law Firm Job Descriptions: Why Generic Posts Fail
1:59 - The 6 Components That Filter Before Interviews
5:01 - Why "Work-Life Balance" Is a Red Flag in Candidates
6:47 - Law Firm Mission Statement: Activate Internal Motivation
11:11 - Success Metrics: A-Players Want a Scoreboard to Crush
14:12 - Key Responsibilities: Drawing Clear Lines Between Roles
15:26 - Competencies: Skills They Must Bring Day One
20:12 - Ideal Candidate Profile: Define the Positive AND Negative
23:31 - Attorney Career Path: The 90-Day Roadmap That Signals Competence
28:41 - Final Framework: Candor Is Kindness in Hiring
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Struggling to attract the right talent for your law firm. It might not be a hiring process. It could be your job descriptions. In this episode, we're reviewing how to write compelling strategic job descriptions that pull the right people in and push the wrong people out. And spoiler alert it gets a little spicy. I am your host, Tyler Dolph, CEO of our digital marketing agency, Rocket Clicks. We also own and operate a 30 attorney family law firm here in Milwaukee called Sterling Lawyers. And with me today, I have Tony Karls and JP VanderLinden. And as you may know, Tony Karls is the co-founder of our law firm, Sterling Lawyers, as well as the president of the agency Rocket Clicks. JP is our head of operations and, client service here at Rocket Clicks and heads up our, entire hiring process. So he is perfect for this episode. Today, we are breaking down the six essential components of a smart, tribe inspired job description and how family law firms can use this framework to attract top talent and build high performance cultures. I hope you enjoy it. All right. Today we have a very spicy. May I say episode? Talking about the six must have elements and a job description. And spoiler alert, we don't agree with all of them. So, JP, I'd love for you to get us started. Let's walk through what these components are. And then, Tony, I'm hoping you have some, opinions on the matter. Yeah. So if you have a, if you have a good job description, it's going to start with, who your organization is going to talk about the mission of the organization and then what the roles, purposes. You're going to talk about what the outcomes are, that the role will create, what the roles responsible for, what skills or behaviors, the person who's the right fit will have, and kind of what that personal look like and then how they're going to be successful and grow in your firm. So there's kind of the six areas we can drill into those. But, yeah. And then there's some, there's some science behind what, how do we pick those six? We didn't just, like, make them up. There's a reason we picked those six. Yeah. So, the basis is like, if you've got a job seeker, who's who's out looking, they're ultimately focused on a handful of key factors. And so, Inc did a big study a few years ago, and they kind of narrowed down, like there's five big important factors, that candidates look for when they're considering, your job versus all the other ones out there. So number one, surprise, surprise is salary and compensation because we work for money. Some of us are working in nonprofits, but hopefully we still get paid like it's it's salary. And compensation is number one. Number two is growth opportunities for their career. Number three is work life balance. Four is the location and or the commute. Are you remote? Are you an hour away? What's that going to do to their lives? And number five is the culture of the company and the values and the alignment. And so if you think about that's what they care about, that's what they're looking for. And your job is an advertisement to them. You want your job post to address those five areas that they care a lot about, which is kind of where the six come from. And so I guess my only thought there is, the reminder is we're not trying to hire everyone. Right? No, I would think that's that's I think the danger of this is to say, how can I write this to be attractive for every potential candidate? And the reality is, you don't want to be attractive to all potential candidates. You want to attract the right ones and repel the wrong ones. If you're a pro-life organization, do you think you want pro-choice people working there? Probably not. If you're a second, if you're a Second Amendment organization, do you want people to that to work for your organization that are against people having the right to have guns? Probably not. It doesn't make a lot of sense. Similarly, here it rocket clicks. You know, I, I abhorred the the number. Number three that JP mentioned work life balance I think that's fallacy. I don't think it's true. I think it's an indicator when people really push on that, that they really just don't want to be a full a full human. They're looking for an ounce. They're looking for one. Can I just binge watch Netflix all the time? When can I just bury myself in video games and disconnect from the world? I think it's nonsense. What we look for is how do you live a full life? You know, we we're very intentional with our team. Everybody here has personal, professional, financial goals. And you're held accountable to all three. Not just your personal not just your professional goals, but also your personal. Because we know that if you're not being a great husband or being a great father, or being a great wife, or being a great son or daughter or brother or sister, if you're not doing all of those things, you're going to end up being an employee that isn't going to be able to fulfill a role because something in your life is always going to break. And if you're not being intentional with all the areas of your life and investing in those areas, not looking for balance, looking for how can I aggressively invest, in all the things that are important to me? And I need to identify what's important to me. You're at we believe you're going to be a way more successful person in our organization. It's not just about, will you work 90 hours a week? That's not sustainable. Because all of those roles that I just mentioned, you're going to fail at, and then you're not going to be a good team member. It's about how do you invest in all the areas that are important? It's not work life balance. It's full life investment. Love it. Yeah. I think what's interesting about this perspective is for a lot of organizations who are struggling to hire may may want to just bring in as many candidates as possible. But ultimately, the long term outcome of that is, is not having a culture that's true to to the organization or to the leader, to the owner. And so, JP, maybe you can talk us through, you know, one by one, starting with, with mission and purpose. What what do we do or what have we seen. That's that's been really successful. Yeah. So, you know, as I mentioned, like the number one thing people care about is salary and compensation. However, there have been a number of studies which show that if you you pay somebody progressively more over time, to just do the same tasks that obviously has no value. I think the most famous example was like digging a ditch and then filling it back in, and like they would, they would had this tell you, they brought a bunch of people out, dig a ditch, fill it back in, and then the next day they paid them like twice as much. But only like half as many people showed up. And every day, like they raised the pay. But people stop showing up because like, this has no this has no meaning. Like this is not doing anything beneficial for the planet. And like, I'm not going to waste my heartbeats on this. And so if you're going to ask somebody to give up 40 plus hours of their week that they could be spending and all those other roles that Tony talked about, you better have something compelling to offer from a standpoint of creation, for the good of, you know, society or the personal growth and advancement. So mission and purpose, the reason you lead with that is you're trying to activate people's internal motivations to say, like, is this what you want to do? Do you want to make a difference in the world? You want to make a positive impact? If so, you can do it here because we do want to get paid, but we don't want to get paid to waste our lives. That's not a good trade we're looking for. How can I get paid and also make a significant impact? So you have to lead with that mission and purpose right off the bat. They want your candidates want meaning at the end of the day. Yeah. So I would just I would say it's it's extraordinarily important in family lore to really describe what it looks like to be a family law attorney, because you're dealing with good people at their worst, like literally at their worst because their whole life is being torn apart. And if you don't want to deal with the erratic phone calls and the the, receiving the call where everything is an emergency all of the time and you don't want to, you know, be as much therapist as you are lawyer. You probably shouldn't practice family law because it's it's going to stress you out. It's not going to be fun. You're not going to enjoy it. And I'm not going to read a job description telling you something different because the truth is like, you're not yeah, you're you're not going to serve your clients well. You're not going to be happy. And it doesn't matter how much I pay you, you're basically going to be digging in and filling a ditch all day, every day, and you're going to hate it. So it's really important to do this well, especially in family law, because it's it's emotionally taxing. Any family law attorney listening to this, you know exactly what I'm talking about. We have lots of attorneys at our firm. They all know what I'm talking about. This is so important. And we didn't we didn't really appreciate this when we started. We hired people that were interesting and, had, you know, great resumes. And we didn't press super hard on. Are you really passionate about family law? Why? Tell me more. Tell me why. That's important to you. All of those things and, as we did that, things got a lot better. Yeah I think what's, what's really cool about this approach, Tony is it it actually acts as a filter, right. Like it's it's saying the uncomfortable thing up front or showing the reality of the situation so that the right people get excited and the wrong people immediately know, okay, this isn't for me, which is totally fine. Yeah. I heard a quote one time. I don't know who it's from. Might have been just someone from our team. They said candor is kindness. And like, this is one of the best places to do that. Like, if you're not going to tell someone the truth and you're kind of going to, like, hide, hide the dirty laundry and then they're going to have to encounter it anyway. Like, that's, I think, a lot worse than being nice in the moment. And making them feel good about a potential opportunity. Like, just tell them the truth. Like, tell them all of the things that are going to be. Here's the good parts. Here's the things that are going to not be so great. Like they're not going to be as fun as you might think, or, you know, they're not going to be like our best attorneys. They know people are going through the hardest parts of their life. Like, this is one of the most traumatic seasons they're going to go through. They know that and they want to support them through that. That's what they're passionate about, and that's why they're successful. And they have great client service cause. 100%. Any thoughts should move on to number two. Oh, I think I think that feeds right into, what success looks like in the role, which is that you need to be able to tell somebody in tangible terms what's what's the impact they're going to make. What is it look like for them to do this job? Well, so Tony talked about like having higher customer satisfaction scores, you know, NPS, CSat, something like that. Like, you know, some hey, if you're successful in this role, you will consistently achieve an NPS score, north of 50, right? If you're successful in this role, you will bill $750,000 or more a year. Like, you need to be able to know what it looks like when the job is done. Well, that does two things. Number one, it signals to your candidates that you know what the impact is that they're going to have, and they can tie themselves to that. And number two is you're going to track it. There's not going to be skating by there's not going to be like, gee, I work really hard and I show up and I bring donuts and everybody likes me and I'm the life of the party. We're here to make something amazing and we're going to measure success. And you gotta be able to tell them. If you can't tell them what good looks like, there's no way they're going to hit it. You're putting a blindfold on them, spin them around the dark and hoping they throw a dart and hit the right thing and they're not going to. And so your ability communicate this is the KPI of the roll. This is the success. Go hit it. It's going to be your ability to drive in eight players because eight players want to know what the market so they can exceed it be players want to know the market so they can hit it. See, players hope there is no mark that you'll get if you don't tell them the KPIs. Yeah, I'm reading a book right now that said the exact same things. I said, hey, players want a scoreboard because they want to go crush it like they want to know, hey, what's the course record? I'm going to go beat it. Hey, family law firm leaders. My partner, Tony Karl's just released his book where he lays bare our precise blueprint for growing sterling lawyers from 0 to 17 million. This is the blueprint that we still use daily. And Tony explains it in very simple terms. The truth is, this is not simple to do. Success requires and demands hard work. But if you have the patience and the work ethic to do it, your family, law firm will succeed. Yeah. JP, you mentioned, you know, two of the three that we, talk about at Sterling. Third one is how do you how well, the executing consultation room, it's like those are those are your three metrics. What's your what's your close rate. How do you how well you collecting and how well are you serving your clients ultimately after the matter is closed or how are they scoring. So and those strings are very clear. We set standards, I don't know, seven, eight years ago now. Our team now crushes them, especially all the eight players on average. We're way above our original targets, which is awesome to see this because we track with the right people and we put in the right programs and support of the team in the right way. So, it's awesome to see the results come in. It's super fun to be working with all the all the people that are passionate about it and want to achieve it at the same time. Yeah, I think this is really important. Right. Like high performers want to know where we're going, right? They want to like, what's our North Star? They want to know what their scoreboard is like. How am I going to be measured on success? But they don't necessarily want to be micromanaged. They don't want to be told how to get there. They want to figure that out right. And so by providing a framework of this is where we're going, this is how you're going to be measured. And then allowing them to find success in that role is got to be paramount. Okay. So as it relates to then moving forward here and we're going to talk through key responsibilities. Right. So that's a little more in the weeds a little more. This is what your day to day looks like. Yeah. So this is basically like saying, hey, you know what we expect you to be doing is X. These are some of the responsibilities of the role. This is more important if you're in a situation where maybe it's not it's obvious where the lines are. And so from one firm to another or the expectations are the same of, you know, what the paralegal is going to hand and they'll versus what the legal system is going to handle. And so like how where you draw your lines and being clear on that. So again, just sets the expectation for a new team member coming in for a can't say like, hey, is this actually the role that I want. And you know, again, it shows your ability to be organized, prepared and know what good looks like in the seat. I would tie this in this, key responsibilities, what you expect them to do with competencies, which is the next item, which is what skills you expect them to bring to the table. So a good way to think about this is what you'll do and what you've done in the past. And so in order for you to handle these key areas of responsibility for you to, to manage, to execute, to support, to collaborate in these areas, we expect you to bring these skills to the table. We expect you to bring strong communication, organization, attention to detail, 3 to 5 years experience with, you know, this type of work. And so you can say, because we need you to do this, we need you to be good at this. On day one. We're not going to teach you this, grow you in this. You have to show up. Batteries have to come included for you to run this process with us. So, I would kind of put those two things together. They are separate, two separate sections. But sometimes you'll see in job descriptions these kind of get blended together if like we want you to run this also, have you done this in the past. And it's like you need to you need to pull those apart. They're related. But you need to talk about both with potential candidates. I was, I was going to say on, I would get as specific as you can on these two because especially on the competency side, if you want to see, like, do they have technical skills like this is going to help with your interview process. Because you really want to know like have they, have they done have they done and executed a trial before or have they deposed someone before? Like what have they delegated legal work in the past? Like what have they actually done? I mean, create questions on all of these things because anybody in an interview can say yes, but if you like, ask them the steps. Like what steps do you take to do this? And then they do the big, move? I don't know, you now know that maybe you're not hiring a senior associate. You're hiring maybe a junior associate who's just very good at talking. Because we've we've encountered that a ton at Sterling. And the more time we spent in, like, really laddering our attorney conferences, the better we got at actually interviewing our team. Tony, as we're thinking about, you know, the fact that you've hired a lot of attorneys in your day. What are what do you see, what can what advice can you give our you know, attorney owners here, as they're thinking about expanding their firm and having to do recruiting like what is what is a great associate or a great, you know, attorney look like on paper. I guess what I would what I would say for the answer for Sterling might be different than, an hourly firm. So we're all fixed fee. So we have to hire a little differently. Just really, really hard to train an hourly attorney to be a fixed fee attorney. So it's probably a different answer. Generally, the things that we've done to be successful at interviewing is it's not just one person doing the interview. We typically, we typically take our time. It doesn't go fast. We don't meet them once and hire them. You're going to they're going to do multiple rounds of interview. The last one should be in person. You should spend some time with them before you make them an offer. You want to know if this is going to be a good investment because they're going to be directly associated with your your license and your reputation in the marketplace, especially if your name is on the door. So take your time. That's what we as we did that better and stopped hiring. Fast hire slow. Fire fast. That was we saw much different results because we got different perspectives from our team. And they all us different types of questions. Like I said, we really work on our competencies to ask very specific questions about their, experience in different legal circumstances, with, through procedure or through the associations or whatever that might look like. So there are, you know, leveraging your team, I think is important to taking your time, I think is important. Because it's the thing that I found hiring anybody is it's really hard for someone to keep a mask on for a long time. They will break at some point, and then you'll see them. And that's that's what you're looking for. Or you'll just see them the whole time because they're not trying to wear a mask. And like, those are the people that you're looking for. Yeah. Great point. I mean, being able to to set the right expectations on the front end so that there's no like gotchas or, you know, they think that they're going to get something that isn't real life. And then being able to to have them have a clear understanding of, of what it's going to look like to work with you together is going to create a nice long term relationship. Anything we're missing there, JP? And kind of like what the ideal candidate looks like. No, but I think the more clear you are on understanding that that's actually, one of the things where if you go back to kind of to the early part of the call or call it out, like culturally this thing that like, you know, we've identified in the market that we need to describe from a value standpoint, we need to describe upfront who is going to be successful here. And if we don't do that, we get people in who we quite frankly, we set them up for failure because we don't tell them upfront that the bar is here. And if we had told them, they might have opted out, but instead they sign up, they waste their time. They could have been pursuing positions that were better fits for them. And we waste our time with somebody who, you know, 60, 90 days in. We have to go. Hey, this isn't working. Whereas if we just been upfront at the beginning and said, this is the standard, this is the bar, this is what you need to be, it would have been better for everybody. So again, back to Tony's candor, his kindness comment. It's like you will lose two applicants. You will push some people away. And that means that you've done it right. If you've described your ideal candidate, you should have better throughput, better match, and just lower volume on the front end. So if you feel like, hey, man, I feel like I took your advice, I updated everything and now I'm getting less applicants that means it's working. Yeah. The I mean, in this ideal candidates section like this, this should be a like literally a section that you write and like you should describe what you're looking for, but also very much describe like what this candidate doesn't look like as well. Don't just do the positive. Also do the negative because you can just juxtapose those things and it like becomes really clear, like, oh, I'm I'm not someone that's super responsive and wants to ensure my clients, you know, have a, response within 24 hours like that. That's going to annoy me. I don't want I don't want to do that. Or, you know, I just think the more you can be both give the positive and the negative, side of that, the better it'll be. I think, Christy. Karma for. I think this comes from her and her book, Smart Tribes that, we, we did a study on at one point, and she literally went through an, a workshop exactly how she writes this section. And it's it's really important to do it. And as we've implemented that, we've seen very positive results as a result. Yeah, I think having the this is what a good and you know, employee or a good hire or good fit looks like. And then this is if this is you, you may not be the right fit. And defining that so that everyone who reads it can find themselves in one of those two buckets and then self-select in or out. Yeah. Like, you know, you you mentioned JP outcomes, NPS being one of them. If in this section what I would write, if that was something that you were considering doing, I would literally write, we are going to measure your outcome based on your client satisfaction, not based on your legal arguments. That's how we're going to see you as an attorney here, because we because we know that we get paid by our clients, not by the court system. So like, that's going to rub some attorneys the wrong way. And it's going to excite other, other attorneys. And like that's the point. You're trying to create that like, oh that's not me. Oh that's me I love that. Oh yeah, I love that. This is all I should be. So that's really what you're trying to do. I think it's super important to do this. Oh. Well said. And, you normally don't hire someone that stays in their role for their entire life, right? People need to understand their growth path. Talk to us about that, JP. Yeah. I think there's kind of two manifestations of this that I've seen that both work really well. And one is very short term, and one is long term. So the first one in the short term is saying like, what will the first 30, 60, 90 days look like, what with the first six months with like literally tell them, hey, if you come on and you do well within 30 days you're doing this and 60 days you're doing this, within 90 days you're doing this, it does a couple of things. Number one, again, goes back to we're going to measure. We're going to be clear on what we expect. We're going to inspect what we expect. We're going to be watching you. You're not going to get skate by. This is not an organization where we have, you know, 10 million people and you can just slide under the radar and punch, clock, punch and punch out like we're going to be watching you. So it sends a clear message that you know what you're looking for. Number two, one of the worst experiences a new hire can have is that they come in and no one seems to know what they're supposed to do, because immediately creates panic in them of like, oh, no, I, I don't know where to go next. And so by telling them, I literally have a 90 day roadmap for you, it gives you a sense of peace and calm with this organization knows what they're doing. This firm is on top of their game, and I'm going to be able to hit the ground running and be as successful as I want to be. And so that's like kind of the micro version of like your, you know, your your growth path, your success trajectory is saying, hey, this is exactly what it's going to look like for you to immediately ramp up and make an impact for us. The second version of this is saying, beyond this role, here's what people go on to do within our firm. And you can add additional like if you got stories to tell here, proof because everyone says, oh yeah, there's tons of opportunity here. And then you get in, you're like, oh, there's there was no opportunity. There's a ceiling right above me. I'm going to hit it in 20 minutes. Like, this is not a good plan. And so if you want to give people like who are driven a path, tell them, hey, 30% of our folks move on to this position within two years, right? We promote from within. And here's like, you know, 60% of our, you know, attorneys, joined us and stayed with us for five plus years. And it's like, whatever it is, whatever your your story is, you can tell show them that there is a path for them to build their career inside of your firm while growing your firm, and you get to mutually benefit each other. If you can't do that, giving the like, here's what we would hope to see over the next five years is is fine, but the more proof you can put behind it, the better. Because there's lots of people who make promises. You know, unfortunately, we're used to being disappointed a lot. And so you get to be a stand out in the market just by being able to say, like, look, we can back up what we say. And so, like, you should come join us because you're going to win and there's a path for you here. Yeah. Tell me, do you find that that's difficult for attorneys because sometimes, you know, they're not like junior attorney attorneys, senior attorney, director, attorney. But you know, there's not the normal kind of ladder that you see in business. I would say there is. You have to be intentional about it. It's somewhat less obvious. Or less. It exists less in the family law space because there's the family law space is a lot more fragmented and smaller. But at larger firms, you're going to you're going to see that, and to become a larger firm, you're going to need to invest in that. And what I was going to follow up with, JP's comments is like, what really becomes fun is as you can clearly articulate, articulate, and gamifying those things. And that's something we've been able to do over at Sterling under, Robin Ashe and kind of the managing partners, they have competencies for all levels junior associate, associate, senior associate, partner, senior partner and and and then up to managing partner. So there are things that need to be accomplished. And like when you, can actually scorecard these things and identify exactly. Here are all the 20 things that we need to see you do with proficiency. And that will then enable you to get to this next place. And then do it again. You get a lot of intentionality from the team, specially your your eight players that want to run because they're looking for like, what are all the checkboxes that I need to check. And they're looking for feedback and they're constantly getting it. And what you're going to see is a significantly enhanced production of, development in your organization, because the team is now becoming intentional about it because they know exactly what good looks like. Okay, here's the 20 things I need to show that I can do. Perfect. I need some files so that I can show I can do these things. You know? Manager, partner, come watch me do this. I want to make sure that you know that I know how to do this thing. And it, like itself perpetuates itself. And it's it's really powerful. Once you can get there. Well said. So as we kind of as we wrap this up, we want to put it all together. I think what we've established is that you have to be very intentional when putting together a job description. You have to use it as a filter to get the right people in who believe in your mission and vision and purpose and and push the wrong people out who don't align with what you're trying to achieve. Is there any any final, you know, advice that we want to give, our audience as we sign off for this episode? I would say that the biggest thing is, most people, when they're applying, don't read job postings because they're written in a way that is not approachable. And so I would make every effort to be as clear and use common language as much as possible in your job posting to where, like somebody reads it and feels like, oh, this, this feels like a story. It feels like they're talking to me. This feels like a conversation because you want them to read every part of this. There's nothing like getting a candidate who applies, who gets into your interview process, who's gone through your posting, only that when you talk to them, it's like you clearly did not read the four requirements we put in there. And so we cannot like, move forward because this is not a it's not a fit. We're just wasting each other's time. And so like making the post, easily accessible, like not trying to prove how smart you are, how clever you are, put all your stuff in about you making it all about them and what they need to be, and making it to Tony's point again, like that attract, repel thing. Really helps with all the later stages of, the interview process, the onboarding, all the pieces that come after this. And so the time and investment spent here pays off, in, in multiplicative ways down the line. So take the time, make it approachable, make it readable because you really want people to engage with it. And for it to work for Yeah. I would just add to that. Don't don't try to please everybody. Don't be a people pleaser with how you write job description like you're doing it. Well, some people are going to be upset and some people are going to be really excited. That's how you know you've hit a home run. It's not like you're intentionally trying to poke people in the eye, but you're not trying to attract everybody. You're you're intentionally trying to repel some people, and you're trying to very much attract those that fit. When you do that well, you get you get the results you're looking for instead of a lot of mediocre average, which is basically what you get if you're trying to be everything to everybody, you're nothing to everyone. Well said. I love it, gents. I appreciate your time. Looking forward to the next one. If you found this episode insightful, you will love our next episode. On overview of the basic hiring process. We're going to take it from top to bottom. We're going to give you the 10,000ft view on how we do our hiring, not only at our law firm, but at our agency. I really think you're going to enjoy it.
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