On this episode of The Lawyer Millionaire Podcast, I had the pleasure of diving deep into the world of law firm scaling with Jon Groth, owner of Groth Law Firm. This episode offers invaluable insights into leveraging the Entrepreneurial Operating System (EOS) to streamline operations, delegate effectively, and drive growth in your legal practice.

Jon Groth’s Approach to Law Practice:

• Emphasizes ongoing learning and development.
• Conducts regular meetings to discuss case strategies.
• Encourages proactive actions over reactive solutions.

The Power of EOS in Law Firm Management

Jon Groth shared his transformative experience of implementing EOS to structure and scale his law firm, which now boasts a 30-person team. The key takeaway? Transitioning from setting dollar-targets to focusing on actionable steps—like client communication and case handling—can significantly improve your bottom line.

Weekly Meetings and Scorecards

Central to Jon’s success with EOS are the weekly meetings where scorecards play a pivotal role. These scorecards track key performance indicators, focusing on actions rather than direct financial outputs. By doing so, Jon ensures his team remains accountable and aligned with the firm’s goals.

Key Elements of Weekly EOS Meetings:

1. Scorecard Reviews: Keeping track of actions that drive revenue.
2. Task Management: Evaluating completed tasks and assigning new ones.
3. Customer/Employee Updates: Discussing important updates to maintain a cohesive team environment.
4. IDS (Identify, Discuss, Solve): Resolving any issues that could hinder progress.

Why Actions Beat Financial Metrics

Jon Groth emphasizes that while financial targets are important, they shouldn’t be the sole focus. By prioritizing actions such as proactive client communication and efficient case handling, your firm can organically increase its revenue. This shift in focus fosters a more motivated team and leads to better client outcomes.

Managing Cash Flow in Personal Injury Law

Another crucial topic covered was managing cash flow in a personal injury law practice. Jon recommends maintaining a consistent approach to dealing with multiple insurance aspects and collaborating with medical professionals early in the case handling process. This proactive strategy, influenced by other states with shorter legal timeframes, helps expedite client case outcomes and ensures a steady cash flow.

Harnessing Insights from Different Jurisdictions

Working across different legal systems has given Jon a unique perspective. He leverages insights from various jurisdictions to optimize his case handling processes. By collaborating with doctors and other professionals early, Jon’s team improves case efficiency and client satisfaction.

Delegation: A Balancing Act

Transitioning from a solo trial lawyer to a CEO and manager has its challenges. Jon shares his journey of learning to trust and empower his team through effective delegation. Utilizing dashboards and scorecards, he maintains oversight without micromanaging, ensuring his team members are both accountable and motivated.

Scaling and Growth Advice

Jon’s advice for law firm owners looking to scale? Take action early. Delaying strategic moves can stall growth. Despite the inherent challenges of entrepreneurship, Jon believes in the long-term benefits of early, decisive action.

Resources:

• Book a Call with Darren
• Wurz Financial Services
• The Lawyer Millionaire: The Complete Guide for Attorneys on Maximizing Wealth, Minimizing Taxes, and Retiring with Confidence by Darren Wurz
• LinkedIn: Darren P. Wurz

Connect with Jon Groth:

• Linkedin: Jon Groth
• Facebook: Groth Law
• Podcast: Groth Gets It podcast
• Website: Groth Law

Transcript:

Darren Wurz [00:00:00]:
Delegating trial work may sound risky, but it could be the key to scaling your law firm. Welcome to the Lawyer Millionaire where we help ambitious law firm owners expand their businesses, maximize their profits and grow their wealth. Are you still handling everything yourself? From managing the business to leading in the courtroom? It’s tough to scale without letting go of control. Today we’ll dive into how you can delegate without sacrificing quality and grow your firm efficiently. Today’s guest is John Groth, owner of Groth Law firm. With a team of 30, John has used EOS to successfully delegate trial skills and scale his law firm. And he’s here to share with you how you can do the same. We are on a mission to help lawyers and law firm owners maximize wealth and achieve financial independence.

Darren Wurz [00:00:58]:
Welcome to the Lawyer Millionaire with Darren Wurz from Wurz Financial Services. All right, John, so you’ve grown Groth law Firm from a solo practice to a 30 person operation, including a unique vaccine division, which I think is really cool. What was the single biggest challenge that you were facing? I know there are probably lots of challenges you were facing, but if you had to pick one, one big challenge as you scaled, and how did EOS help you address that challenge?

Jon Groth [00:01:32]:
That is a great question. The single biggest. There’s so many challenges. I don’t know if I can say the single biggest, but certainly I think as it relates to eos, it’s the rocks. It’s making sure you’re making progress and that’s eos that you can have your meeting. Well, we have a meeting, rain or shine, if I’m not in the office or not. You know, every Monday we have a meeting. It’s an hour and a half meeting and we can track what the progress is to climb that next rock.

Jon Groth [00:02:07]:
You know, I was telling the, telling our team yesterday, we’re trying to implement EOS for every single team in the office. So for our intake, our vaccine, our attorneys and case managers, paralegals, marketing, all that. And I was saying you have to imagine that you’re climbing this rock mountain, really like a rock climbing adventure. And if you don’t have your rocks, well, then you’re just stuck. You have your rocks and then you can find the next rock and next rock and make that progress. And that’s really. It is. Spinning your wheels is a problem.

Jon Groth [00:02:43]:
Saying that I too much is. Uncertainty leads to inactivity.

Darren Wurz [00:02:48]:
Oh, I love that. Yes. Uncertainty leads to inactivity. That’s great.

Jon Groth [00:02:55]:
I don’t know if it was Gary Vee. Or somebody else that I was listening about or listening to, was talking about. It’s okay to mess up. If you at least make that progress. You might only succeed 80% of the time. But great. At least made something, you know, you. You’ve advanced that much further.

Jon Groth [00:03:18]:
And that’s something that it took me a while to understand. But thankfully we’re at that point where we are able to make progress and hopefully we’ll look back at this and say that this was the tipping point and it’s consistent change and the consistency is what helps us to scale and grow.

Darren Wurz [00:03:39]:
Yeah, I would, I would have said the same exact thing. I think you really nailed it. The rocks, getting stuff done. Because there’s so many things on our to do list, so many things we know we need to do to move the organization forward. But EOS just gives you that discipline of execution. Relentless. And we’ve talked about that on this show. Relentless execution, getting it actually accomplished.

Jon Groth [00:04:07]:
Yeah, well, and in the past, I. And this is a real. Maybe it’s a physiological deal with me. Sundays, I just didn’t like Sundays because Sundays meant Mondays were coming. And we’re gonna have, you know, what’s that movie? Office Space. You know, somebody’s got a case of the Mondays. And that’s what I had, a case in the Mondays. But it was happening early, early on Sundays because I didn’t like the chaos that I was gonna open the door to on Monday morning.

Jon Groth [00:04:42]:
And now it’s the exact opposite. Now I really can’t wait for those EOS meetings on Mondays. And I wish we could just jump right in. We have them at 10, so people can have their other huddles and such. But man, I look forward to that. We can then plan the week and then really get an understanding of how last week was and what’s going to happen this week. I really do enjoy it.

Darren Wurz [00:05:08]:
That’s awesome. For those who aren’t familiar, can you just tell us a little bit about what EOS is? The entrepreneurial operating system?

Jon Groth [00:05:17]:
Yeah, it’s really simply, I guess that is where you’re tracking what you have done, what you should do, and prioritizing which person or the best butts should be in which seats, you know, which person should be in which seat and what responsibilities does that person have. But then ultimately tracking those responsibilities and keeping everyone honest as to what they should be doing that given day, that given week, that given month. And then, you know, 30, 60, 90 day kind of day cycles. We work on a weekly, monthly and quarterly kind of cycle so we can track and understand are we making progress. And it’s a. To boil it down to a manner in which you can track your progress and keep everybody honest.

Darren Wurz [00:06:19]:
Yeah, yeah, absolutely. We’ve heard a lot of law firm owners say similar things, you know, about the chaos and trying to get things organized. And it can be so easy when you’re trying to grow, losing track of direction, getting buried in the day to day. When you started. Can you, can you tell us a little bit about how EOS impacted growth for you? Were you able to like actually see a change in your trajectory once you started implementing this?

Jon Groth [00:06:53]:
Yeah, I think what, what we’re seeing is the boy, you know, can we see a trajectory directly related to eos? I think what I’m seeing is the results behind our growth. That I can see, okay, we didn’t meet that goal. Why? What’s on our to do list? How are we changing that? And then, okay, we made the change, now we see the results from that. I don’t know if there’s a direct correlation between, well, boy, now that you say that, is there a direct correlation? Because we’re tracking our numbers and we certainly are analyzing, analyzing how we’re getting cases in. For example, we know where the pain points are on an organization wide scale. So I understand that better now because of eos, we know where cases are coming in and what our cost per assigned case is better because we’re tracking it more frequently and consistently. We certainly understand the marketing aspect of how we’re acquiring cases, how people are finding us. That’s better.

Jon Groth [00:08:24]:
And it also is too honest as it relates to things that we’re not good at. You know, there are certain things that, you know, expectations that we have of team members in the office. And not being able to help people achieve their goals is a concern just simply, you know, for example, if people want to get or if team members want five reviews per week and we see it’s consistently only one review per week or two reviews per week, we can see, okay, what’s going on? You know, how is that, how are we bad at providing that help to our team so they can succeed? And that’s something that I still haven’t found some answers to, how we’re failing our team members, but at least we’re trying to help them succeed. And yeah, and that I think directly relates to eos because, you know, in the past years ago we would look at, okay, we didn’t meet our goals, why. And then you are trying to figure out, okay, in the past six months, well, what do we do right what do we do wrong? But you’re not, you really don’t have that day to day understanding, week to week understanding of where the slip up may have been. If you’re looking back, hindsight is not always 2020.

Darren Wurz [00:09:47]:
All right, John, so let’s get into maybe some specifics about the EOS process and how you use some of those things. So we have like the Vision Traction Organizer, the scorecards, the accountability charts. Let’s start with one of them. Like the Vision Traction Organizer. How do you use that in your day to day operations and how does it help you?

Jon Groth [00:10:11]:
Boy, so that’s a better question, and I’ll be honest, that’s a better question for our director of operations.

Darren Wurz [00:10:16]:
Okay.

Jon Groth [00:10:17]:
She uses that to, well, to look at what our vision is and what we’re going to be doing for the next six months to a year and such. I wish I had a better answer than I would defer to my director of operations for that.

Darren Wurz [00:10:36]:
And you’re doing it right because you’ve got someone who’s managing the process for you. So that’s awesome. Maybe you can just give us, you mentioned the weekly meetings that you do. Tell us a little bit more about the process of how you implement the EOS system. What are some other things that you’re doing in bringing that to life?

Jon Groth [00:10:59]:
Yeah, well, and I can talk about the scorecards and such.

Darren Wurz [00:11:03]:
Yeah, let’s talk about that. Yeah.

Jon Groth [00:11:05]:
So as relates to scorecards, we keep our key performance indicators. They could be key results indicators, tracking system for each person in the office. So each team member we look at not only not really what they will do for the bottom line, but what actions they can do that will ultimately result in our bottom line being better. Right. So in the past we used to look at our team and say, okay, attorneys you should bring X number of dollars in per month, or paralegals you should bring in Y number of dollar of fees in per month. But that didn’t help because we could settle one case. That would mean they brought in all that money, you know, from one simple case. But there are, and people may have taken advantage of that, saying I’m just going to work on the big case and they forget about the other cases.

Jon Groth [00:12:09]:
So then it’s with eos we’re looking at how do we look at actions and things that action steps that our team can take that will result in money coming in the door for our clients and then at the same time for us. So is it calls to clients, is it calls to doctors, is it getting medical records in within a certain period of time that ultimately demands out calling on insurance companies. Did you receive a demand? Just those steps that we know if those are accomplished, then the obvious thing will happen is that the insurance company will offer us compensation for our client and then that’s when we get paid. So it was more of an action matter as opposed to a dollar amount concern. So that’s really what helps us on a week to week and month to month basis to keep track of those scorecards of are you calling your clients, being in contact with clients every 21 days? Are you being proactive in the contact with clients? Are you being proactive with trying to get medical records, for example, and on the vaccine practice after a result is accomplished, then we have a certain number of days, like months to request our fees. Well, are we waiting till six months goes by to request our fees or are we doing that in a more timely fashion? So are we being more proactive in what steps can we take to make sure that we’re doing things that will result in money in the bank for us? So that’s really what the scorecards at EOS has helped us to understand is the difference really between, I guess, concentrating on money in the bank versus steps that get money in the bank.

Darren Wurz [00:14:09]:
Yeah, I love that. Not just the end result, but then what are the things that get us that end result? So when we go through the business planning process with clients, it’s like reverse engineering. It’s like, okay, we want X, so what are the steps that lead there? Okay, then let’s make those our KPIs, the things we’re tracking. And you’re tracking these things then on a weekly basis, correct?

Jon Groth [00:14:34]:
Correct. Yeah, yeah. So then that goes back to our, to our EOS weekly meeting where we have, and I’m just looking at our last agenda here, where we have our weekly scorecard, we have our ROC reviews and then we have headlines to a customer employee headlines and then to do list from the previous week. Did everybody get their TO dos done? And then the majority of our meeting is the, the ids, the what issue, discuss, solve. We’re trying to figure out what can we do to look at any problems that we identified earlier in the meeting and resolve those. And that we, you know, we spend an hour potentially every week just going over that information so we can hopefully create another to do list that will help us the next week to move on. So again, creating those rocks so we can climb that, climb that mountain and make some progress.

Darren Wurz [00:15:33]:
Yeah, absolutely. You know, one of the challenges of Personal injury firms all over. And because I want, you mentioned cash flow. Money in the bank is cash flow. Right. Because of the ups and downs, the ebbs and flows. How have you been able to manage that cash flow cycle better? Has EOS helped you with that or what strategies have helped you?

Jon Groth [00:15:59]:
Yeah, I think certainly eos and there may be other strategies out there that relate to consistent action. The problem is, the problem with personal injury law is you may have big case that’s in suit that you’re spending all your time because you got to get this stuff done. And then you forget that. Well, if I do three other things on these other cases that might move those carts down the line. So in two weeks you’ll be able to get compensation for your clients on those cases. You know, if you get stuck on one thing, you may forget about other things that are not going to help you today, but they’re going to help you in a couple or two, three, four weeks or months. So it’s a matter of really being organized in how you’re handling your pipeline of cases. To put it more, I guess a business kind of fashion, a pipeline of cases so you understand the maturity of cases and you understand the efficiency of getting cases from the beginning to the end.

Jon Groth [00:17:17]:
You know, I, a long time ago when I was the first personal injury attorney, you know, I thought, well, it’s whatever, whatever it’ll take to get the most money in the client’s pocket. If that’s going to mean three years from now and we’ll wait for them to get done treating or maybe the doctor, you know, wants to do more for them next year, two years or whatever. I had that mindset that I’m not going to get involved in that whatsoever. That’s up to them and their doctor. I’m taking a different stance now and I have these past number of years because I had kind of an eye opening experience. I talked to lawyers in different states that have a one year statute of limitations. This is important because in Wisconsin we have a three year statute of limitations. So we have three years to work a case up and then you put it into suit.

Jon Groth [00:18:14]:
So a client, you know, you can, a client can be going to a doctor and getting lots of different care. In three years you put it into suit and then you may have a resolution, but you have enough time to kind of wait and see what happens. Other states you don’t have that time. You only have one year. So they have to get their doctors on board, get permanency reports, get reports, have doctors work with lawyers to have this legalese created to say to a reasonable degree of medical probability, this client’s going to need X, Y and Z in the future. And they get a good result for their client in a lot faster time span. So once I saw that, it’s like, oh well this can happen, right? Why can’t we do that here? You’re probably going to get a better result for your client because your client’s going to get money in their pocket faster, they’re going to be happier. And there’s other strategies you can use so you avoid the additional costs of putting the case into suit because those costs come from the client’s pocket.

Jon Groth [00:19:22]:
So there’s different things that I really understood that if you change your mindset and look at how other attorneys are doing in other states, have their system set up, we can use those things for us. And that goes back to eos and making sure that you have your ducks in a row. That if you work from day one to get the best resolution for your client in the fastest time possible, that’s the best for the client. And that might be working with doctors to get reports as soon as they feel comfortable. It might be working with clients to get diagnostic imaging sooner rather than later. And working against health insurance because health insurance wants to try to spend as little money on getting clients better. They want to rather have you go and see your primary care doctor once or twice over the next six months as opposed to getting acute treatment because acute treatment is expensive and health insurance does not like expenses. So you’re working with, know, are working against all these different insurance companies which I think is a different mindset for me.

Jon Groth [00:20:32]:
It’s us versus the world versus us aligned with certain parties. It’s you know, really my client, me versus their health insurance, the car insurance, the at fault insurance, their med pay insurance, you know, all that stuff.

Darren Wurz [00:20:47]:
Great, great. I mean, sorry.

Jon Groth [00:20:48]:
Yeah, that was a. I went down the rabbit hole for a second there.

Darren Wurz [00:20:51]:
But no, some, some good things to think about for other personal injury practices. I want you to give you an opportunity to tell a little bit about your personal story and how you tell us, tell us about the initial days of starting your practice to where you, you gotten out. You know, I know you know this is going to be the reader’s digest version, but for our audience, tell us a little bit about your journey.

Jon Groth [00:21:18]:
I started this March 1, 2010. So we’re 14 years old. I guess we’re a teenager. And my first day, I believe I was in my basement, my dog was Running overhead at a big lab, who was big and was certainly. You could hear her running overhead. And two kids who were young. I had at that point a five year old and a two year old who were running overhead. And I was trying to stay professional and make it sound like I was really a law firm.

Jon Groth [00:22:00]:
And my business plan at that point was to be a trial lawyer for any lawyer in the state. So my goal was to handle a very small number of cases. And I would be called upon at any given time. I would walk in and give me the file. I’ll handle the case as if I’m, you know, your of counsel, trial lawyer so you don’t lose the relationship with that client. I would just be the person that would come in and try the case in front of a jury so you wouldn’t have to dedicate all that time being the trial lawyer. And that didn’t work out because I was too successful, I guess. And I didn’t just have 30 cases then I had 60 and then I had 100.

Jon Groth [00:22:48]:
And then it’s like, oh gosh, I can’t do this by myself. So I had to hire staff. And then my overhead was more. And then, well, now I need a real office. I can’t go in the basement, you know, So I had to figure that out. And then it went from 100 to 200 to more and more and more cases that I was helping people with. And I guess the rest is history. And we moved from locations to locations and bought some buildings and now that’s where we are 14 years from now.

Jon Groth [00:23:19]:
We’re in a location here in Brookfield, Wisconsin and we had a meeting this morning about whether we’re bursting at the seams here. So what do we have to do? Do we move to a different building? Do we go undergo construction? You know, those things? That’s the, that’s just the, you know, the next stage of life, I guess. Ricky Bobby, if you’re not first, you’re last. So if you’re not growing, you’re dying or whatever the saying would be. But that’s kind of our thought process is what do we do next? Because there’s a lot that we need to plan for in the future and we got to start today because hiring two new people in the next couple. Well, sorry, three new people in the next couple weeks, so. And they’re going to be in persons. So that’s computers, you know, space, chairs, all that kind of stuff, which is something that I didn’t expect 14 years ago that I would be capable of saying we’re going to hire three people in a matter of a few weeks.

Darren Wurz [00:24:27]:
That’s awesome. I really love that. And I can relate. Starting out as a one man show for sure, and in a 14 year span, I mean, that’s, that’s a pretty short timeframe. You’ve had some really incredible growth along that way. So I’m curious, you know, today, are you still involved in the courtroom side of things, trying cases or how has your role evolved over time?

Jon Groth [00:24:54]:
Yeah, boy. I have not tried a case for a few years and I can tell you, the last case that one of my attorneys tried, I had to excuse myself from the courtroom because I was physically antsy. I was, you know, thinking of questions that should have been asked and mannerisms of how you should present yourself. And I, I was finding myself wanting to get up there and push them aside and do the opening and closing because I really do enjoy it. So I found myself being more of a, more of a CEO, a manager than anything else. And that’s fine. Two weeks ago. Sorry, last week and then two weeks ago.

Jon Groth [00:25:48]:
So I’ve taken two depositions in the past, literally 14 days. And I love depositions. I mean, I really do love that kind of work where I’m across the seat from an adversary asking questions and planning that strategy. I really love it as a kid. I love chess, I love risk, you know, those games. I like a deposition. I really do enjoy trial, but there’s not enough time in the day to do all that kind of stuff. So that’s my next step.

Jon Groth [00:26:20]:
You know, what do I do? Do I hire a manager to manage the law firm? I don’t have any partners. Is that an option too, where you have, you add a partner who is the managing partner and then I go and do more of the trial work? That’s the constant thought process of what’s the next version of growth law firm.

Darren Wurz [00:26:43]:
Absolutely. I just want to pause here and hone in on this because this is one area that law firm owners struggle with hugely is the delegation, trusting other people to handle the cases. And you’ve been able to do that, which is incredible. Can you just talk a little bit about what you did that was, that was successful there? I mean, there’s a lot of fear, you know, that people have in handing work off to other people. What made it successful for you?

Jon Groth [00:27:18]:
Yeah, yeah, I, I remember this is 22 years ago when I worked for a different firm and I remember this story. There was a very well known attorney in Wisconsin who, before anything went out the door of his firm. And it was a bigger firm, it was personal injury firm, but a bigger firm. He had to see everything. So every piece of paper had to look a certain way. Every demand, every settlement had to be a certain way. And that was just the extreme of micromanagement. And I never wanted to do that.

Jon Groth [00:28:01]:
And I learned from my employer, my boss at the time, how to look past the extreme micromanagement and look towards your scorecard to kind of look at process. What’s the process? So are there certain things you can look at to then trust but verify? So I’m going to trust that my attorneys and the team are making the requests. Are they doing these things? And we can look at our dashboard to see, okay, if they’ve performed these tasks. I have to trust that file, that that client’s well taken care of. And that’s how we have it set up with our scorecards and our, I guess I’ll call them KPIs, that if you’re tracking the right things for the right team members, everything will be okay. And they have to step back and then trust the process and understand that from time to time we’ll do a review of just random files to make sure that the process is working. And maybe somebody wasn’t trained properly or they’re putting the information in the wrong file. But that’s why our scorecard review should really reveal whether there’s a lack of training or a lack of ability by that team member.

Darren Wurz [00:29:21]:
Okay. And we’re going over time, but this is really critical stuff. I want to ask one more question on this. How were you, because you were really skilled as a trial lawyer, that was your initial success. How did you take that skill and knowledge and translate that to others, you know, and teach others? How were you able to do that part of it?

Jon Groth [00:29:46]:
So I, years ago I was a college professor, just like a part time kind of thing. And I think as being a trial lawyer, you really are like a teacher. You’re teaching, you’re enabling the jury in as concise a fashion as possible to understand this person’s life, what they went through and what they should be awarded, what they should be given as compensation to get them back to where they should have been if the negligence never happened. So I think good trial lawyers are really good teachers because we’re able to empower somebody else and teach them, give them the tools. So that’s, I think one of my strong suits, hopefully it is, is that I’m able to sit down with people and help them understand what they need to know and how they can get from this point to that point. You know, I always say with our attorneys and team is that you need to be a lifelong learner. So if you need to go to a conference that’s in Atlanta or Texas or California or wherever to hone your skill, do it. And I’m going to encourage that, that you need to learn however you learn best.

Jon Groth [00:31:12]:
Maybe it’s from watching jury trials and going down, spending a day and watching somebody else try a case where it’s from a conversation with me, but it’s allowing others to learn on their own time and being available for people so they can understand what I’m going through. You know, we, or what I’ve gone through to get here. We have meetings every week on different files and hopefully people can learn from how I analyze cases and they’ll learn, okay, maybe this is how I should analyze a case and I can strategize and make sure we’re getting enough compensation for our clients. So having those meetings on a regular basis I think is really important so people understand it’s a every day, every week, every month process of practicing law. It’s not the perfection of law, it’s the practice of law.

Darren Wurz [00:32:08]:
I love it. So right now someone is listening to this who’s been struggling with this. I know there’s so many law firm owners who are in this boat, right? You have high value cases or high value clients and you feel like, well, when I hand them off, they don’t get done properly. John has figured it out. He’s taught his people, he’s encouraged them to be lifelong learners and you can do it too. And my last question, John, is I think that’s it, but maybe there’s more is simply for people who are listening, is there one last piece of advice or something you would give our law firm owners listening about scaling and growing? 1. One more piece of advice that you have on that that you want to leave our listeners with. Do it now.

Darren Wurz [00:33:00]:
Okay.

Jon Groth [00:33:00]:
I love it. Now you don’t wait. I mean, when my wife and I had long conversation, we walk our dogs every night. We had a conversation the other day about this, that what would our life be like if we didn’t make the jump to growth law from 14 years ago? We’d be comfortable, we’d be fine, but it would be vastly different. You know, and if we would have done it earlier, how much more different would it be? Would it have been better? Probably. I have to think that the earlier we were to trust it in our own abilities and made the jump, the better we would have been. And it’s, gosh, you know, when you’re comfortable working for somebody and it’s a full time job and you have no, no risk, that’s great and that’s fine. And that’s not, you know, being an entrepreneur is not for everyone.

Jon Groth [00:34:03]:
But making that, you know, that leap. And in my case, there, there’s a backstory that I had other people help me make that leap, you know, just kind of catalysts. And when I made that leap, it was tough, very, very tough for a number of years. But you know, now looking back, I wish I would have done earlier. So just do it like Nike.

Darren Wurz [00:34:24]:
Just do it. Take the leap. Time waits for no one. Well, John, thank you so much for coming on today. It’s been a real pleasure talking with you and you’ve had some great stuff to share with our audience. If people want to get in touch with you or learn more about you, where should they go?

Jon Groth [00:34:40]:
Boy, the easiest thing is grothlawfirm.com, we’re on TikTok Instagram. All that, you know, Groth Gets It is our podcast. Just reach, reach out. I’d be happy to help out in any way I can.

Darren Wurz [00:34:56]:
Fantastic. All right, thanks, John. Okay, thank you, John. Thank you so much for joining us today and sharing how you’ve used EOS to grow your firm and delegate trial skills to your team. For more information, check the show notes for John’s contact details. The key takeaway here is that delegation combined with a structured system like EOS are the secret ingredients to scaling your law practice. You don’t have to do it all yourself. Build the right framework and your team can help drive growth.

Darren Wurz [00:35:29]:
I’ve seen it firsthand. If you’re a law firm owner looking for support and new strategies for growing your business, join our community of like minded law firm owners from across the country. Law firm owners who are on the fast track. It’s a space where you can share ideas, learn from others and get the guidance you need to take your practice to the next level. For just $97 a month, you can join the Lawyer Millionaire community and gain access to our monthly events, exclusive members only content and access our budgeting and financial planning tools. This has been the Lawyer Millionaire podcast. I’m your host, Darren Wurz, here to help you expand your business, maximize your profits and grow your wealth. Thanks for listening and see you next time.

Darren Wurz [00:36:24]:
Thank you for listening to the Lawyer Millionaire. Click the follow button below. To be notified when new episodes become available. This content has been made available for informational and educational purposes only. This content is not intended to represent investing or tax advice. Always seek the advice of a qualified investment or tax advisor with any questions you may have regarding your own financial circumstances.