Discover the difference between chasing success for show versus building a sustainable, profitable law firm that funds the life you actually want. Learn to distinguish between flash and fulfillment.
Her Story
About Bridgit
Bridgit Norris is the CEO and founder of Bridget Norris Consulting, a firm she launched in July of this year to deliver fractional consulting services to women in law. She specializes in operations, strategy, and execution through a holistic approach to business that she terms the boring business method. Norris draws on 26 years in the male-dominated construction industry, where she advanced from a job site role to COO of a large contracting company, along with more than 10 years in business consulting and coaching and 4 years working with lawyers. She is a member of the American Bar Association and Entrepreneurista. Norris attributes her success to not giving up and being willing to learn on the job, particularly in construction where she developed skills in communication and self-advocacy. Her values center on integrity, trust, and belief, which she applies both personally and professionally. She volunteers with Heroes Unite, providing service animals for veterans, and at animal shelters.
Her Interview
Ten minutes with Bridgit
01What do you attribute your success to?
Not giving up. Being willing to learn on the job, especially in construction where you learn as you go along how to speak to people, stand up for yourself. The industry thrust you into it and you either swim or sink. I don't have much patience for anything else so you figure it out.
02What advice would you give to young women entering your industry?
Own your skill set. Really understand that the skill set that you have is not something that someone else is good at. Don't spend time trying to figure out what other people want and learning a skill set to give them what you think they want. Even if it seems boring, don't do what I did and get 6 million certifications trying to figure out all the things when it was already there the whole time.
03What are the biggest challenges or opportunities in your field right now?
Challenges: Trust recession, having people understand what you have to offer, visibility for the right things to get referrals. Opportunities: Women in law understanding they are not alone, they have space and people willing to work with them without shame, there is support and help available.
04What values are most important to you in your work and personal life?
Integrity, trust, and belief. If you have integrity, and you believe in yourself, and you trust, that those things all translate both personally and professionally.
Her Content Hub
Articles by Bridgit
There are two kinds of people who want it all.
Why chasing "having it all" might be costing you everything that actually matters.
Let's get right to it.
The problem: "Wanting it all" is everywhere right now. Most of the time, it comes wrapped in flash: a fast, fancy car, yacht parties, and lots of photos showing it. Millions, mostly so you can say you have millions.
The lesson: There are two kinds of people who want it all... and only one of them needs anyone to see it.
The benefit: Once you know which one you are, you stop spending money to look successful and start building a firm that pays you.
I know both types. I've been the first one. Here's what I learned getting to the second, and what it means for your firm.
1. Know which "all of it" you're chasing
The first type wants it all to show. The second wants it all to feel right.
The first type uses flash as proof. The car proves they made it. The reel proves the business works. And proof has to be bought again month after month after month.
The second type wants a slower life, not a "smaller, safer" one. They may want millions; they may not. What they want is to change something in their industry and their own life, with freedom that looks like them.
Ask yourself three things:
- Who is the money for?
- Would you still want it if nobody could see it?
- Does it feel good, or does it just look good?
2. Go get the flash if you want it. Then pay attention.
I had all of it.
Louis Vuitton was my brand of choice. I sipped champagne on yachts (spending the last hour to the dock throwing up in one... an entirely other story, lol). Fifty-thousand-dollar charity tables. Yup, you read that right. We owned two boats, I changed cars every two years, my last one a Mercedes AMG.
I'd come up from a single mom working two jobs, through Hurricane Wilma and a three-year fight with one of the biggest insurance companies in Florida. I'd worked for every bit of it, and I loved every second.
Then COVID hit, and we realized—I think what we always knew but didn't want to admit—that the flash was a facade.
But I am not here to tell you to skip it. If you want the flash, by all means, go get it.
Experience it, because sometimes it's the only way to find out what you actually need.
3. Watch for the bigger-house mistake
Four years ago, we moved to Colorado for a "boring" life. I didn't know then, but what I really wanted was slow mornings, coffee with the pups, a schedule on my terms, and, oh, sweatpants—lots of sweatpants.
But after two years, we realized we had made one mistake. We went from a 2/2 beach house to a 5/4 mountain house. Three times the size, ten times the stuff, and, as I look around, we don't need a quarter of it.
Law firms do the same thing. Top-line revenue, a bigger office, another associate, a record year to announce on LinkedIn. It all photographs really well. Then the space fills up with overhead you don't need, and you're paying for it all.
I talk to firm owners who have all of that and still can't tell me when their next paycheck lands. They had a good year, and there's nothing in the bank. The associate gets paid on the 15th. The owner gets paid last, if at all.
4. Build the boring firm on purpose
The second type's firm is boring. That's the point.
- The owner's distribution lands on the same date, in the same amount, every month.
- Taxes are set aside before anyone spends a dollar.
- The owner knows the firm's realization rate and lockup days.
- Work gets invoiced. Invoices get chased.
- Someone other than the owner can run intake.
And most importantly, they have freedom. The freedom to spend time with their kids. To take them to school, leave early for gymnastics or soccer, and give back to their communities. To focus on pursuing something for themselves.
They don't need more clients to prove the firm works. They need the money they already earned to reach them.
An important note about your pay: Your paycheck is not a reward for a good year. It's an input. If the plan doesn't pay you first, it's the wrong plan.
Your next step: Decide what "all of it" means to you
Before you add another associate, another office, or another practice area, get clear on what the firm is supposed to give you. What is the vision for your firm and your life? Block one hour this week. No phone, no distractions.
Answer these three questions on paper:
- What does a normal Tuesday look like three years from now? Where are you, what time do you start, and what are you no longer doing?
- What does the firm have to pay you to fund that life? One number, on a date. Not a revenue goal. Your pay.
- What has to come off your desk to get there? List every decision that still runs through you. Circle the ones only you can make.
If question 2 stops you cold, that's your answer. Start with that and let the rest of the vision sit on that.
Then hit reply and tell me two things: which type you are right now and your answer to the Tuesday question.
A boring business. An exciting life. In that order.
Bridgit
Join Influential Women and start making an impact. Register now.