『Profit First for Lawyers』のカバーアート

Profit First for Lawyers

Profit First for Lawyers

著者： Team RJon | RJon Robins
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The Profit First for Lawyers podcast is the companion show to the book, Profit First for Lawyers by RJon Robins. The goal of the book and podcast are to empower lawyers with practical and actionable information to help them improve their lives by putting their family, their firm, and their Profits First.©2023-2025, Profit First For Lawyers - RJon Robins, All Rights Reserved マネジメント マネジメント・リーダーシップ リーダーシップ 経済学
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  • How Profit First Actually Works

    How Profit First Actually Works
    2026/06/25

    “When you’ve taken your profit off the top, like we talk about in Profit First for Lawyers, and you’ve only got what you’ve only got to cover expenses, it forces you to be more honest with yourself. It forces you to grow up as a business owner and make better decisions.” – RJon Robins, author of Profit First for Lawyers

    What if the way you’ve been taught to think about profit is actually keeping your law firm stuck? This eye-opening episode will answer that question clearly. In part five of our seven-part financial literacy series, RJon breaks down the fundamental difference between traditional accounting and the Profit First approach. This is a small but powerful shift that forces your business to grow up.

    Why Discipline Forces Creativity

    In the 2019 workshop, RJon walks How To Manage a Small Law Firm members through the real numbers showing what happens when expenses outgrow income. The traditional approach leaves room to tolerate unmeasured marketing, underperforming staff, and bad processes. Implementing Profit First removes that cushion and forces honest conversations and decisive action about what’s really working in your business.

    As RJon writes in Chapter 8: “When you put profits first, you force creativity, ingenuity, and innovation into your business.” This means, instead of accepting low standards because there’s money to cover them, you’re forced to find smarter ways to get the same results more efficiently.

    Take Action

    Look at your own law firm and ask yourself, “If I protected my profit first, what would I have to stop tolerating in my business that is currently taking my profit?”

    And that’s it. Just sit with that question. The reality is you already know the answer. So what actions will you take now that you’ve taken the time to recognize that honest truth?

    Next Time: Join us for Part 6 where RJon walks through the practical application of stepping away from some of the various roles you currently hold in your law firm without tanking your income.

    Mentioned:
    • Financial Literacy Series:
      • Part 1: You’re Not Bad With Numbers
      • Part 2: Understanding the Stages of a Law Firm’s Growth
      • Part 3: Calculating Your Total Owner Benefits
      • Part 4: What Is Your Normalized Salary?
    • Chapter 8: Why Generally Accepted Accounting Principles (GAAP) Are Not Meant for You (pages 70-71 in the Profit First for Lawyers book)
    • Email podcast@profitfirstforlawyers.com with subject: “Debt Ladder” for a future episode
    Connect
    • Subscribe to the Profit First for Lawyers podcast
    • Watch episodes on YouTube
    • And most importantly, order your copy of Profit First for Lawyers today!
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    16 分
  • A Sale Is Not a Sale Until You Collect the Money

    A Sale Is Not a Sale Until You Collect the Money
    2026/06/23

    “Someone in your office is stealing from you. They may not be stealing money and putting it into their own pocket, but they’re stealing time. They’re giving away work for free.” – RJon Robins, author of Profit First for Lawyers

    Many law firm owners focus on generating new business, increasing billable hours, and growing revenue. But bringing business into the firm is only part of what makes a law firm profitable.

    Have the Hard Conversations

    In this episode, Jose Luis Perdomo, Fractional CFO at How To Manage a Small Law Firm, discusses one of the most common threats to profitability: unpaid invoices and growing accounts receivable balances. Drawing from a Chapter 14 clip by RJon Robins from Profit First for Lawyers, Jose Luis explores why outstanding balances create more than a cash flow problem. They impact:

    • Attorney and staff accountability
    • Client expectations
    • The long-term financial health of the firm

    And because collections conversations can feel uncomfortable, overdue balances are often allowed to linger while additional work continues to be performed. But every unpaid invoice that lingers as an accounts receivable balance represents labor, overhead, and resources that have already been invested. A best practice is to develop healthy collections practices long before an invoice becomes overdue. When collections become an afterthought, profitability suffers.

    Creating a Healthy Sustainable Business

    Every unpaid invoice tells a story. Often, that story begins long before work begins. Clear communication, well-defined expectations, replenishment policies, and accountability systems all play a role in the final outcome.

    The goal is not simply to collect money that is already owed. The goal is to build systems that make timely payment the natural outcome. That prevents “free work” from becoming a common practice in your firm and collection problems before they occur. This leads to stronger cash flow, healthier profit margins, and a more sustainable business that can help even more people.

    Mentioned
    • Law Firm Diagnostic by How To Manage a Small Law Firm
    • Business Plan worksheet
    • G.A.S. Calls resource
    • Chapter 14: For When You Really Take Profits Seriously
    Connect
    • Subscribe to the Profit First for Lawyers podcast
    • Watch episodes on YouTube
    • And most importantly, order your copy of Profit First for Lawyers today!
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    35 分
  • What Is Your Normalized Salary?

    What Is Your Normalized Salary?
    2026/06/18
    “One of the big problems that we see in your profit and loss statement is when your business is not paying you an appropriate normalized salary.” – RJon Robins, author of Profit First for Lawyers Many law firm owners know what they pay themselves, but few have stopped to ask an important question: What should the business be paying them? In part four of our seven-part financial literacy series, RJon takes a deeper look at normalized salary. This is one of the key components of Total Owner Benefit discussed in the previous episode, Calculating Your Total Owner Benefits. Drawing from a 2019 Profit First for Lawyers workshop, he challenges a common assumption about an owner’s compensation: A law firm owner’s salary should be based on the work they actually perform inside the business, not their title, credentials, or ownership stake. What Is a Normalized Salary? A normalized salary is the amount a law firm would reasonably pay someone else to perform the same work you currently do inside the business. Whether you are acting as a senior associate, marketer, salesperson, tech support, or even the occasional janitor, each role has a market value. Understanding how much time you spend performing each role helps create a more accurate picture of what your labor is worth to the firm. Why It Matters Many law firm owners unintentionally blur the line between compensation for labor and compensation for ownership. When that happens, financial reports become harder to interpret and profitability becomes more difficult to measure accurately. But calculating a normalized salary creates greater clarity around both. Key Takeaways Normalized salary is based on the work you perform, not your titleEvery role inside your firm has a market valueUnderstanding how you spend your time creates greater financial clarityCompensation for labor and compensation for ownership are not the same thingFinancial literacy requires objective thinking, not emotional thinking Normalized salary is not about assigning a value to yourself as a person. It is about creating a more objective understanding of the work you perform inside your business. Action Steps Make a list of every role you currently perform inside your firm.Estimate what it would cost to hire someone competent to perform each role.Determine the approximate percentage of time you spend in each role.Calculate a rough normalized salary based on those percentages.Compare your current compensation to the value of the work you are actually performing. While this exercise may feel uncomfortable at first, it can provide valuable insight into how your time is being spent and whether your firm’s resources are aligned with its highest priorities. The clearer you become about how your time is spent and what that work is worth in the marketplace, the easier it becomes to make informed decisions about compensation, profitability, and growth. Mentioned Part 1: You’re Not Bad With NumbersPart 2: Understanding the Stages of a Law Firm’s GrowthPart 3: Calculating Your Total Owner BenefitsChapter 9 of Profit First for Lawyers Connect Subscribe to the Profit First for Lawyers podcastWatch episodes on YouTubeAnd most importantly, order your copy of Profit First for Lawyers today!
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    19 分
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