Navigating Legal Differences: Key Considerations for Expanding Your Law Practice to Another State 

Expanding your law practice to a new state can open up exciting opportunities for growth and diversification. However, it also presents unique challenges, particularly when it comes to understanding and navigating the legal differences between states. Each state has its own set of laws and regulations, which can significantly impact how you operate your practice. 

Before expanding, it’s crucial to conduct thorough research on the legal landscape of the new state. This includes understanding differences in state statutes, regulations, and court rules that may affect your practice areas. For instance, family law, real estate law, and business law can vary widely from state to state. 

Engaging with local legal experts and attending state-specific legal seminars can provide valuable insights. Additionally, consider joining local bar associations to stay updated on state-specific legal developments. 

Hiring a VA: What You Need to Know (and Do Right)

When your to-do list keeps growing and your hours don’t, your biggest bottleneck might be… you. When every hour is packed with client calls, deadlines, and admin tasks, it’s easy to get stuck in the weeds and lose sight of your bigger goals. That’s where a Virtual Assistant (VA) comes in – not just as an extra pair of hands, but as a strategic asset that helps you reclaim your time, sharpen your focus, and grow without burning out.

Whether you’re a lawyer, entrepreneur, or busy executive, learning how to hire and effectively utilize a VA could be the most productive move you make this year.

Here’s your complete guide to hiring and making the most of a virtual assistant.

1. Know What You Need

Before you dive into the hiring process, take stock of what you actually need help with. Are administrative tasks like calendar management or email follow-ups eating up your time? Or do you need help with more specialized functions like marketing, client outreach, or drafting documents?

Start with a simple audit:

  • What are your recurring tasks?
  • What tasks require your personal expertise?
  • What do you dread doing (but have to)?

Use frameworks like “Do, Defer, Delegate” to categorize your workload. Anything that can be delegated is a great candidate for your VA.

2. Choose the Right Hiring Channel

There are several places to find VAs, and your choice depends on your needs and budget:

Freelance platforms: Upwork, Fiverr, and Freelancer offer a vast pool, but require heavy vetting.

Agencies: Companies like Savvital, Getting Staffed Up, and We Are Working pre-vet candidates and provide additional training and oversight. They’re especially helpful for law firms and professionals who want VAs familiar with industry tools like Clio, HubSpot, or WealthCounsel.

Referrals: Ask trusted colleagues who’ve had good experiences.

3. Vetting and Interviewing

Even with agency support, it’s important to conduct a short, focused interview. You’re not just testing for skills, you’re evaluating personality and fit.

Questions to ask:
  • What kind of tasks do you enjoy doing?
  • Tell me about a time you solved a problem proactively.
  • Are you comfortable learning new tools or systems?

A 10- to 15-minute interview is often enough to determine cultural and communication fit, especially when the agency has already screened for skills.

4. Onboard Thoughtfully

Once you’ve selected your VA, take time to onboard them properly:

  • Share your goals and expectations.
  • Provide access to necessary tools (using password managers like LastPass for security).
  • Introduce your preferred communication channels (Slack, Zoom, Teams, etc.).

Documenting your processes can make onboarding smoother. Use tools like Loom to record walkthrough videos and ChatGPT to generate simple written SOPs from transcripts.

5. Delegate the Right Tasks

Start small. Assign clear, outcome-focused tasks.

Tasks you can offload to a VA include:

  • Inbox and calendar management
  • Client follow-up and appointment setting
  • Social media management
  • Video editing
  • Drafting and editing legal or business documents
  • Data entry and CRM updates
  • Research and travel booking

6. Support and Feedback

Check in regularly. Weekly 15-minute standups or bi-weekly check-ins can do wonders.

Provide feedback early and often. VAs thrive on clarity and appreciate constructive input that helps them improve.

7. Scale Strategically

Once your VA is running smoothly, think bigger. Can they train another VA? Can you bring on a marketing specialist VA or someone to manage your CRM?

Many professionals grow their virtual teams over time. Some even delegate team coordination to senior VAs.

8. Avoid Common Pitfalls

  • Don’t overload too soon. Let your VA master tasks gradually.
  • Don’t skip training. Even great VAs need orientation to your workflows.
  • Don’t expect them to read your mind. Communicate your needs clearly and patiently.

Final Thoughts

Hiring a virtual assistant isn’t just about outsourcing tasks, it’s about creating space for you to do your best work. With the right fit, clear systems, and ongoing support, a VA can become one of the most valuable members of your team.

Start small. Start smart. And watch your business grow.

Experience an EPiC Peer Group Simulation on 01.20.25– Limited to 10 Seats

If you’ve ever wondered what it’s like to be part of an estate planning peer group, now’s your chance to experience it for yourself. On January 20, 2026 (10:30 am – 4:00 pm CST, virtual), we’re opening the doors to a one-day Simulation designed to give estate planning law firm owners a taste of the collaboration, accountability, and strategy that our members rely on to grow their practices.

With only 10 seats available, this is an intimate, results-driven experience—perfect for attorneys who are ready to take a serious look at how to run their firms smarter, not harder.

What to Expect

– Join a group of driven estate planning law firm owners for candid conversations.
– Discover strategies that increase efficiency, strengthen team performance, and drive revenue growth.
– Walk away with clear, actionable steps you can implement immediately.

Register Here

Testimonials From Previous Simulation Attendees

“I rate the program an 11 on a scale of 1 to 10. There was so much great information shared, and I was very impressed with the collegiality of the group and everyone’s willingness to help and support each other in any way possible. The [financial] information reporting…gave me a tremendous amount of insight on the health of my practice and will be invaluable in projecting performance and staffing needs going forward. I am very much looking forward to continuing to be a part of [my group], and I am most appreciative of this opportunity.” – SA

“I attended the Peer Group Simulation and it honestly exceeded my expectations.  I have since joined and look forward to a positive experience; based on both the simulation and from feedback provided by other members.” – JA

“I just attended the [Peer Group Simulation] conducted by Thomas and Nate. It was very apparent that joining EPiC Peer Group is going to be a game changer for my practice. I get the sense that peer groups like this will be the equivalent of the collegiality of the WC listserv on steroids. I’m looking forward to getting involved.” – SA 

Hear it from an EPiC Peer Group Member

Derek Jensen
Jensen Estate Law

Deal Structuring and SBA Financing for Estate Planning Practice Sales: Part 4 of 6

SBA loans have become a popular tool for financing the acquisition of small and mid-sized estate planning firms. Their appeal lies in the ability to secure favorable terms—such as 10–25 year amortization schedules and down payments as low as 10%—which allow more buyers to enter the market and more sellers to achieve clean exits.

For sellers, working with a buyer who uses SBA financing requires preparation. Lenders will review at least three years of financials, client engagement contracts, firm processes, and operational risks. Estate planning firms that offer structured services and clear client onboarding procedures have a distinct advantage in this process.

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Financial Transparency and Performance Metrics for Estate Planning Firms: Part 3 of 6

For estate planning firms, financial health is more than just revenue figures. Buyers assess net profitability, recurring income from trust administration or maintenance plans, and how clearly the books reflect real operations. Clean, well-organized financials provide confidence to buyers, lenders, and brokers alike.

To prepare for a sale, owners must produce accurate P&Ls, ideally segmented by service lines (e.g., wills, trusts, probate, elder law, Medicaid planning). It’s also essential to distinguish between one-time engagements and recurring revenue streams. Buyers place high value on predictability, and firms with subscription-based services or structured annual reviews command stronger valuations.

Knowing and tracking your numbers (e.g., revenue per FTE, revenue per payroll dollar, lead-to-prospect conversion ratio, prospect-to-client conversion ratio) demonstrates the financial viability of the law firm. But developing and consistently monitoring these metrics can be daunting without outside perspective. That’s where resources like EPiC Peer Groups become invaluable. By connecting with other estate planning law firm owners across the country, members are given the opportunity to share practical strategies, compare financial benchmarks, and hold each other accountable for making progress. The result is a sounding board of experienced peers who can offer perspective and guidance on the numbers that drive firm value.

Clean records also help with SBA loan approvals, which are increasingly used in law firm transitions. To maximize credibility, law firm owners should separate personal and business expenses, ensure tax filings align with internal reports, and use practice management software to track case volume, average client value, and lead conversion rates.

Preparing financials in this way supports not only the valuation but also post-sale integration. Buyers want assurance that the firm they’re acquiring is stable, compliant, and well-documented—particularly in estate planning, where client trust is paramount.

Making Your Estate Planning Firm Independent of You: Part 2 of 6

A critical step in preparing an estate planning firm for sale is reducing its reliance on the founding attorney. Many estate planners serve as the primary rainmaker, decision-maker and client advisor. While this builds trust with clients, it presents challenges when the time comes to transition ownership.

To make a practice more attractive, owners must shift from a solo-centric model to a systems-based model. This involves training staff—especially paralegals and legal assistants—to manage intake, prepare drafts, and communicate with clients. In many estate planning firms, these team members already handle significant client contact, particularly around document execution, funding instructions, and follow-ups.

standardizing workflows and systems

Standardizing processes is essential. Document templates, intake forms, workflows for common planning packages, and CRM systems should be documented and accessible. Ideally, the firm should operate smoothly even if the founding attorney is on vacation or semi-retired.

Another key element is branding. A firm that is overly tied to the owner’s name may require rebranding or gradual messaging shifts to position the practice as a team-based firm. This also reassures clients that the level of service will continue post-transition.

By building a firm that runs independently, practice owners increase both the value of their firm and the likelihood of a smooth sale. This not only supports a better deal structure but also ensures continuity of service for clients—an especially important factor in this
sensitive area of law.

Navigating a transition like this is rarely straightforward, and it helps to have guidance from others who have faced the same challenges. EPiC Peer Groups bring together estate planning law firm owners from different markets to share strategies, hold each other accountable, and provide perspective on both the practice of law and the business of running a firm. That shared insight can be invaluable when preparing a firm for sale or building one that can thrive beyond the founder.

Understanding Buyer and Seller Motivation in Estate Planning Practices: Part 1 of 6

In the estate planning field, transitions in ownership are deeply personal and often triggered by changes in lifestyle, health or long-term vision. Many practitioners reach a point where the idea of retirement, relocation or reducing hours becomes more appealing than day-to-day operations.

But the truth is, these decisions should not be driven by momentary burnout. True readiness to sell arises when the owner has a defined plan for what’s next be it retirement, another professional chapter, or a new role within the law firm.

On the buyer’s side, acquiring an estate planning practice offers strategic advantages, including built-in recurring revenue from trust administration, client referrals from existing plans, and a book of business that matures over time. Buyers may be senior associates ready to take over an established practice or firm owners seeking growth via acquisition.

In both scenarios, clarity of motivation leads to better outcomes. Sellers who plan ahead can structure their firm to appeal to buyers with similar values, while buyers who understand their long-term objectives can assess whether a specific firm aligns with their growth plans.

This alignment is essential—particularly in estate planning, where client relationships and reputation carry significant weight.

Still, deciding if the time is right can feel daunting. Few attorneys have an advisory board ready to help them evaluate the options—but they could. EPiC Peer Groups bring together estate planning law firm owners from different markets in a mastermind-style setting. Members gain perspective, accountability, and strategic insight from peers who have already faced similar transitions, making it easier to approach one of the most important business decisions with confidence.

Note: This is Part 1 of a 6-part series. Stay tuned for Part 2!

Quarterly Rocks for Estate Planning Law Firms: How EOS, 4DX and Rockefeller Habits Can Supercharge Your Strategic Planning

Running an estate planning law firm is a juggling act. Clients need your attention, your team needs your guidance, and the day-to-day fires never seem to stop flaring up. Then, before you know it, the quarter’s over and you’re left wondering, “Wait, did we actually make progress on the big stuff?”

That’s where quarterly execution systems come in. In EOS (Entrepreneurial Operating System), these big goals are called Rocks and when used alongside frameworks like 4DX (The 4 Disciplines of Execution) and Scaling Up’s Rockefeller Habits, they can help you actually move the needle instead of just spinning your wheels.

What Exactly Are “Rocks?”

In EOS, Rocks are the 3–7 most important things your firm needs to get done in the next 90 days. Think of them as strategic milestones, not just tasks.

Gino Wickman, the creator of EOS, puts it bluntly: “If everything is important, nothing is.” Rocks are about narrowing your focus so you can make real progress where it matters most.

How They Fit with 4DX and Rockefeller Habits

Here’s the beauty— Rocks don’t have to live in a vacuum.

  • 4DX adds structure:
    • Focus on the Wildly Important → This is basically your Rock list.
    • Act on Lead Measures → Track the inputs that drive results, not just the results.
    • Keep a Compelling Scoreboard → Make progress visible.
    • Create a Cadence of Accountability → Check in weekly (just like EOS’s Level 10 meetings).
  • Rockefeller Habits (from Scaling Up by Verne Harnish) use quarterly priorities too—called Quarterly Themes—backed by:
    • Weekly meeting rhythms
    • A 1-page strategic plan
    • Clear ownership of each priority

No matter the framework, the steps are similar:

  1. Choose a handful of clear priorities.
  2. Review progress weekly.
  3. Make sure they tie into your bigger vision.

How to Set and Work Your Rocks

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From Chaos to Control: Building a GTD System That Actually Works

We all know the feeling: a cluttered inbox, sticky notes multiplying like rabbits, and tasks slipping through the cracks no matter how hard we try to stay on top of things. For many professionals, “busy” has become a badge of honor—but it often comes at the cost of clarity and control.

Enter GTD (Getting Things Done)—a productivity methodology developed by David Allen, which has transformed how millions of people manage work and life. At its core, GTD is about creating a trusted system outside your brain to capture, process, and organize your commitments so your mind can stay clear and focused.

Instead of relying on memory (which is unreliable, especially when overloaded), GTD helps you build a repeatable process to keep track of everything—from big projects to tiny reminders—so nothing slips through the cracks.

Here’s a breakdown of the five key steps of GTD:

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Prioritizing Self-Care: A Professional Imperative for Legal Practitioners


The legal field is built on precision, persistence, and putting others first. But in the midst of serving clients and managing caseloads, one important person often gets overlooked: you.

Why Self-Care Isn’t Optional


It’s common in the legal profession to prioritize deadlines, hearings, and client concerns above all else. But consistently placing your own health on the back burner comes at a cost. Physical fatigue and mental burnout can quietly accumulate—eventually affecting your performance, your focus, and even your judgment.

Prioritizing self-care isn’t a sign of weakness or indulgence. It’s a proactive step toward longevity and resilience in a demanding profession.

Go Beyond the Basics


Regular visits to a primary care physician are an excellent foundation, but as we age—and as the stressors of the profession evolve—more comprehensive care becomes increasingly important.

Programs such as the Mayo Clinic Executive Health Program offer in-depth evaluations that go beyond routine checkups. These assessments can help detect potential health issues early, giving you a clearer picture of your overall well-being and the tools to stay ahead of potential concerns.

A Thought to Take With You


Caring for your health is not a disruption to your work—it’s what allows you to continue doing it well. When you invest in your well-being, you’re not only protecting your future but enhancing your capacity to show up fully for your clients, colleagues, and loved ones.