Bill Jawitz

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Bill Jawitz

Bill Jawitz Quick Facts

Bill Jawitz began helping professional service providers to improve their business outcomes in 2001. With its dual emphasis on marketing and time management, Bill began attracting more and more atto eys throughout 2002-2003. Based on the success enjoyed by what had become his atto ey-only client base, Bill developed a comprehensive program to coach law firm owners, managing partners, and department heads on how to run their operations as effective businesses – and how to enjoy themselves in the process.

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In order to get improved results in any endeavor, you need to change what you’re doing. All the best strategies and tools will yield nothing if they’re not applied. And application happens in the realm of action – that is, in the realm of behavior – not in rumination or wishful thinking Yet, as we all know, changing behavior is often extremely difficult. We’ve lived within life-long patterns, and we’re predisposed to avoid the dissonance that comes with letting go of the familiar and embracing the unfamiliar (even if we know the shift would be good for us).

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What percentage of the time that we’re late for a meeting or a phone call is it truly, fully, outside of our control? Certainly it’s very rarely. The vast majority of the time when we’re late, it’s because we don’t plan well enough. We didn’t leave early enough for our destination. We didn’t enforce time boundaries earlier in the day. Or we didn’t set expectations properly. (Or some other reason over which we could have exercised control but didn’t.) Here two important questions to ask of yourself: 1. What do I have to do differently to be on time? 2.

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Like so many technologies, voicemail is both a blessing and a curse. We rely on it, but we’re often frustrated by it. So how can you use it more effectively? How can you minimize the amount of time you spend playing phone tag? First, become more aware of when you can use voicemail to move a conversation forward. If you’re reaching out to someone new or you’re contacting someone about a new topic, there’s no conversation to sustain, that’s true. But at the very least, you can let the person know when you’d like them to try to get back to you.

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Each of us has a core work style (governed by our core personality style) which, when consciously understood, can provide powerful insight into how we go about managing our time. By way of example, here are two very different atto ey profiles as depicted by a widely-used style inventory call the DISC. (These are the actual graphs of two of my clients.) The atto ey on the left tackles challenges aggressively, gets bored easily, and cares less about process than outcome.

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When audiences around the world are asked to complete the following sentence, one word is overwhelmingly provided. Your response? It was probably “happy.” No other answer – successful, wealthy, healthy, well-adjusted, etc – comes remotely close. Why is that? What does it tell us about what we value? The good news is that it affirms our good judgment.

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