An Open Letter to a Former Associate
Dear Former Associate,
A few weeks ago, you gave us notice that you were leaving our law firm. You agreed to stay on a few weeks to close out some of your open cases. We are very grateful that you provided notice and that you were willing to continue to work for a few weeks. Your actions were very professional; the same level of professionalism you brought to work every day for the past two years. Thank you.
Likewise, it was very professional to inform us that you planned to start your own law firm. Regrettably, we had a conflict of interest. We terminated your employment contract early but believe that we gave you fair pay and severance. To be clear, anyone that practices or plans to practice immigration law is a business competitor. This was not personal; it is the nature of business.
In lieu of using your name, I have addressed this letter towards a friend because we do still consider you our friend. We wish you success with your law firm. We hope that you learned a lot about business while working with us and that you will develop your own unique business strategy and company procedures. This is a large market, and we have no doubt that there are many potential new clients that need your services. You are a great attorney!
Since you are our friend, I want to share some of our experiences in hopes that you will avoid the pain that we lived through. My wife, Zaira Solano, started this business with a laptop, a cell phone, and two months’ rent in her bank account—with exactly $100 to spare. I met her when she was two years into her business. For the past five years, I have been privileged to watch the business grow through its phases. I frequently help with the business on the nights and weekends after I work my normal day job.
When Zaira started Solano Law Firm, she decided that she would be a business owner. Countless attorneys practice law, and many start their own company, but few make the conscious decision to be a business owner. Being an entrepreneur requires a different mindset than being a lawyer. I’m sure you already know that running a new business is extremely difficult. The first few years were challenging for us because Zaira had to do everything, from being the sales team to the marketing specialist, receptionist, accountant, bookkeeper, human resource manager, technology officer, and networking every day, on top of her duties as an attorney. When you joined the team, we had already hired specialists for each of these activities or outsourced them. Our monthly payroll expenses are now approximately $62,000, and we spend an additional $10,000-$20,000 per month outsourcing marketing, bookkeeping, information technology, accounting, and other management tasks. Even the smallest business is a machine with many moving parts.
My recommendation to you is to hire help or outsource business management tasks as soon as possible. We should have hired and outsourced more, and sooner. I can’t begin to count how many hours I spent learning web design, pay-per-click, email marketing, IRS regulations, etc. Or how many hours I spent combing over resumes and interviewing poor job applicants. There are invariably other experts that are better at these skills than we will ever be. Because of the overwhelming workload and variety of tasks, the first few years of our business crushed our souls. It strained our relationship. We had more than one nervous breakdown and a breakup. Now we find happiness when we can focus on the few passion areas that we love—helping clients and developing our team.
I’m sure you already know that running a new business is extremely difficult. The first few years were challenging for us because Zaira had to do everything, from being the sales team to the marketing specialist, receptionist, accountant, bookkeeper, human resource manager, technology officer, and networking every day, on top of her duties as an attorney. When you joined the team, we had already hired specialists for each of these activities or outsourced them. Our monthly payroll expenses are now approximately $62,000, and we spend an additional $10,000-$20,000 per month outsourcing marketing, bookkeeping, information technology, accounting, and other management tasks. Even the smallest business is a machine with many moving parts.
My recommendation to you is to hire help or outsource business management tasks as soon as possible. We should have hired and outsourced more, and sooner. I can’t begin to count how many hours I spent learning web design, pay-per-click, email marketing, IRS regulations, etc. Or how many hours I spent combing over resumes and interviewing poor job applicants. There are invariably other experts that are better at these skills than we will ever be. Because of the overwhelming workload and variety of tasks, the first few years of our business crushed our souls. It strained our relationship. We had more than one nervous breakdown and a breakup. Now we find happiness when we can focus on the few passion areas that we love—helping clients and developing our team.
Entrepreneurship also changed our relationship. Years ago, I believed in work-life balance and enjoyed the idea of being able to leave work in the office to come home and focus on the family. For an entrepreneur and small business owner, there is no such thing as work-life balance. We are always “on.” We cannot have a conversation without talking about the business in some fashion. The business is not the only focus in our lives, but it manages to weave into every aspect of our existence. Most of our vacations are business vacations, most of our friends are business colleagues, most of our books are business books, network events are date nights, and many of our friends raise their children in their businesses. Zaira regularly works 80 hours a week and spends much more time than that talking and thinking about the business. I enjoy working hard, but Zaira is beautifully relentless.
Zaira and I had one particular date night a few years ago. We were trying to figure out how to remotely manage an office in Atlanta while living in Florida. This was a topic that we argued about multiple times. On this date night, Zaira prepared a PowerPoint presentation for me on how we could make the new business model work. Imagine! Friday night in downtown Orlando, sitting at a beautiful cafe next to Lake Eola, most couples were out getting a nice dinner while the babysitter watched their children. Lovebirds walked by, dressed up on their way to go dancing or see a play at the theater, and here Zaira and I are having a glass of wine and reviewing our business plan on an iPad. That’s romantic!
At first, I fought against this. I tried to maintain work-life balance and separate the two worlds. This put a lot of strain on our relationship. My recommendation is that you forget the myth of work-life balance. We were a lot happier when we stopped fighting our natural entrepreneurial spirits.
For entrepreneurs, there is no such thing as work-life balance. There is only life, and life includes the business, our relationships, our family, and friends. They all support each other. Now, we schedule date nights and reading time at the beach the same way we schedule conference calls and performance reviews (quarterly calendar meetings). We regularly talk about business at home at all hours of the day, night, and weekends. The business is an extension of our relationship. We love each other. We love the world. We want to develop a deep and meaningful relationship, and we want to have a meaningful impact on the world. The business is an extension of our love.
Finally, I want to share with you a valuable lesson that we learned about growth. Last year, your salary as an associate was greater than Zaira’s, the CEO. On paper, you may have seen large revenue numbers, but as I already discussed, we have huge overhead costs. Our salary costs are high, the cost of service providers is much higher than you probably expected, rent and other facilities are expensive, and there are numerous other costs associated with operating the business. Year after year, we have grown between 33% to 125% annually. We grow because we continue to invest in the business. Last year, we hired our office administrator. This was an expensive hire. It cost us over $10,000 just to find and recruit her. It cost us almost another $10,000 to train her. These costs and her entire salary came out of Zaira’s pay. For four months, Zaira did not pay herself anything to cover the initial investment in the office administrator. For four months, the work didn’t stop, but the pay sure did.
We reinvest a lot into the firm. Hiring our office administrator is one example. Other examples include the firm retreats, family days, coaching services, and marketing campaigns, to name a few. These investments are required for growth, and growth allows us to help as many clients as possible.
This year, we are in a better position. If Zaira decided to level her growth, she could pay herself over $100,000 this year. But small changes to the business could dramatically impact her salary and benefits. For example, if she decided to hire two new paralegals or if there was a 30% dip in new clients, Zaira’s salary would reduce to near minimum wage. Imagine working 80+ hours a week as an attorney and CEO to make minimum wage!
The truth that few people talk about is that small business growth is cyclic. You will have hard times and good times. You will have some months where you will make more money than you ever dreamed possible, and other months when you will question your life choices as you cry yourself to sleep.
My recommendation is to expect it, prepare for it, and don’t be surprised when the world appears to be crashing down on you. We fall so that we can learn to pick ourselves back up. This is a hard lesson, but one of the most important. It is why most solo-practitioners give up after six months and either apply to work for a larger law firm or try to teach at a university instead.
In conclusion, we really do wish you the best of luck as you start your own business. We have no ill-will towards you as long as you have no ill-will towards us. We have an abundance mindset and welcome anyone that is compassionate, professional, and eager to serve the immigrant community. They are severely underserviced and need our help.
My wife is the CEO, not me, but I am sure that she will agree that being an entrepreneur is the most difficult thing she has ever done in her life, but also the most rewarding—cliché, I know. Although Zaira and I are not parents, I believe that some mothers will even tell you that being an entrepreneur is more difficult than raising a child.
We wish you the best of luck and look forward to seeing your business grow and develop.
Saludos,
Robert Solano
Chief Advisor
Solano Immigration Law Firm
Trusting Your Intuition: The Silent Power of Our Subconscious Mind
Throughout my career and more recently as I’ve begun my journey as an executive leadership coach, I’ve had the privilege of helping countless individuals navigate the complexities of their professional lives. Time and time again, I find myself returning to the same fundamental truth: we are all creative, resourceful, and whole spiritual beings. Our intuition, that mysterious, ever-present inner voice, can serve as a powerful ally in our decision-making process. It’s time we stop sidelining our gut feelings and embrace the wisdom they have to offer.
In school and large organizations, we are often taught complex analytical decision-making processes designed to help us navigate challenging situations. For instance, we learn about frameworks like the Risk Issues and Opportunities (RIO) model, SWOT analysis, and in the military, the Military Decision Making Process (MDMP). These methods provide structured approaches to problem-solving and are invaluable tools in many circumstances.
However, we can sometimes fall into the trap of believing that every decision we face can be resolved using these analytical processes. The reality is that there are situations where these frameworks may require more time than we have to make a decision or could lead to decision paralysis. In these cases, overthinking and overanalyzing can stifle our ability to act swiftly and decisively.
Overthinking and overanalyzing can stifle our ability to act swiftly and decisively, sometimes leading to decision paralysis.
In the worst-case scenarios, relying solely on analytical decision-making processes can even result in poor choices, especially if they fail to account for subtle cues or the true complexity of a situation. By exclusively focusing on data and structured methods, we might inadvertently overlook essential information that our intuition could pick up on.
That’s why it’s crucial to strike a balance between analytical and intuitive decision-making. While structured processes have their place, we must also recognize when it’s time to listen to our gut feelings and trust our instincts. In doing so, we can make more well-rounded, effective decisions in various aspects of our lives.
At first glance, intuition may seem like an unreliable, unscientific approach to decision-making. After all, we live in a world that reveres logic, facts, and analysis. But in reality, our intuition is a powerful tool that allows us to tap into the wealth of knowledge stored in our subconscious minds, making rapid-fire judgments in situations where we lack the time or information to engage in a more methodical thought process.
Our intuition, that mysterious, ever-present inner voice, can serve as a powerful ally in our decision-making process.
In some professions, intuition is critically important and can even be a matter of life and death. For instance, a firefighter entering a burning blaze may rely on their intuition or gut feeling to sense that a floor is about to give way or a roof is about to cave in. Similarly, a soldier patrolling a dangerous street in a combat zone may depend on their intuition to detect when an attack is imminent. This intuition isn’t a magical gift; it’s developed over years of training and experience, during which individuals internalize subtle cues and patterns that help them make split-second decisions in high-pressure situations. By honing their intuitive skills, these professionals can respond more effectively to unforeseen challenges and, ultimately, save lives.
Although most managers are not faced with life-or-death situations, they can similarly benefit from honing their intuition. Take, for example, the hiring process. As a leader, I’ve interviewed countless candidates, meticulously reviewing their resumes and listening to their answers during interviews. On the surface, everything may look promising, but sometimes a nagging feeling creeps in, warning me that something isn’t quite right.
I’ll be the first to admit that I haven’t always heeded these subtle red flags. In my earlier years as a leader, I often brushed aside my intuition in favor of a candidate’s polished resume and impressive interview performance. More often than not, I found myself regretting those decisions when the new hire didn’t live up to expectations.
It took some time, but eventually, I learned to trust my gut instincts when interviewing candidates. Instead of dismissing my intuition as baseless or irrelevant, I began to see it as a valuable piece of the puzzle, one that could help me make more informed decisions.
In some professions, like the military, intuition can be a matter of life and death. Although most managers are not faced with life-or-death situations, they can similarly benefit from honing their intuition.
As another example, during my time managing recruitment for my wife’s law firm, Solano Immigration Law Firm, I experienced firsthand the importance of incorporating intuition into the decision-making process. Initially, when screening resumes, I would spend five minutes or more meticulously examining each resume before deciding whether to interview a candidate. However, over time, when faced with hundreds of resumes for each position, I realized the need to adjust my approach and embrace my intuition.
Nowadays, I spend about 15 seconds scanning a resume, quickly identifying key words and experiences that stand out to me. With the help of my intuition, I can make a swift decision on whether to proceed with the applicant. And instead of diving straight into a full interview, I schedule a brief, five-minute phone call with the candidate. During these short conversations, I trust my intuition to guide me in screening out candidates who wouldn’t be a good fit for the team.
By incorporating intuition into the recruitment process, I’ve not only streamlined my workflow but also improved the quality of the candidates who progress to the interview stage. In doing so, I’ve discovered the power of intuition as a valuable tool in making efficient and effective decisions.
In “Black & Gold” I also share how intuition plays a role in financial decisions.
The same principle applies beyond the realm of the professional world. Whether you’re navigating personal relationships, making financial decisions, or simply trying to decide what to have for dinner, your intuition can be a powerful ally in helping you make choices that align with your core values and desires. For example, in my book Black & Gold: An Officer’s Journey from West Point to Millionaire, I discuss how I used intuition to decide whether or not to buy investment properties.
There’s a particular example from my personal life that illustrates the importance of trusting our intuition. Looking back, I realize that my intuition may have been trying to warn me about a major decision I made years ago – marrying my first wife. At the time, I was blinded by love and eager to embark on a new chapter in my life, but frequently wonder if there were subtle signs that my gut was trying to communicate with me.
As we dated, I occasionally felt like there may have been signs that we were rushing into marriage before we were ready. But I dismissed those feelings, attributing them to nerves or cold feet. After all, it’s normal to feel anxious before making such a significant commitment, right? I convinced myself that everything would work out, and we tied the knot.
As it turned out, our marriage wasn’t meant to be. While I don’t regret the experience – it taught me valuable lessons and shaped me into the person I am today – I can’t help but wonder how things might have been different if I had paid more attention to my gut feelings.
I believe that everything happens for a reason though, and I know that my first marriage and divorce had to happen for me to meet my current wife, Zaira. My divorce is also a strong motivator for me to be a better husband and was one of the reasons why I wrote Alpha Couples: Build a Powerful Marriage Like a Boss.
This experience was a powerful reminder that our intuition is not something to be brushed aside or ignored. Rather, it’s a gift, a silent partner that can guide us through the twists and turns of life.
In our fast-paced, information-driven society, it’s easy to feel overwhelmed by the pressure to make the “right” decision based on cold, hard facts. But it’s important to remember that we are more than just our analytical minds; we are complex, intuitive, and spiritual beings with access to universal intelligence and a wealth of subconscious knowledge. By embracing our intuition and allowing it to coexist with our conscious decision-making processes, we open ourselves up to a world of possibilities and a deeper understanding of ourselves and those around us.
So the next time you find yourself faced with a difficult decision, I invite you to pause and listen to that quiet voice within. It might just have something valuable to say.
-The End-