denotes premium content | Feb 7 2012 Feature
posted 22 Apr 2010 in Volume 2 Issue 3
Mistmakers and grinders’ take note: many lawyers who are not rainmakers feel grateful to have survived the redundancies, layoffs and de-equitisations of the past 18 months. Those same lawyers are also are wrestling pangs of fear about how to create a sea change in their approach, in order to regain greater control over their practice and destiny going forward.
Today’s legal practice challenges provide the ‘perfect storm’ of opportunity – finding and applying a tailored and personal solution can help conquer fears and paralysis by applying targeted energy, effort and proven tactics and techniques.
These efforts don’t need to be complicated or cost a lot of money, but they require a strategy that is fuelled differently to the past approaches of a less challenging time.
Kick-start efforts to increase visibility
It is critical for a lawyer to become more visible within their firm and outside in the marketplace, which requires them to step outside of their comfort zone.
One example is by participating in activities that will put them in contact with the decision makers responsible for hiring outside counsel, or the lead decision maker in your area of practice.
Lawyers need to play to their strengths and ensure that their efforts are sincere or others will see this purely as a business development ploy. They should also re-engage and awaken their practice passion by joining vibrant, interesting organisations geared towards achieving real business results.They should be careful not to get trapped in organisations that are stymied and lacklustre, because they will waste time and not add value – potentially dragging them down.Volunteer to take on a leadership role that pushes them to – and through – their comfort zone so they can use this experience to demonstrate your skills and abilities as a leader and service provider to others. If such a culture doesn’t exist within your firm, then create it.
Become a trusted advisor
Lawyers should listen to their clients and other key relationships – anticipate needs by doing their homework in advance of any meeting or conversation. Create ‘fierce’ conversations that elicit thought-provoking questions and provide opportunities to establish clients’ requirements. Remember that if you are talking, you can’t be listening to others.
Think about relationships from a solution-oriented perspective, which takes into consideration client needs and how the firm can help create a solution that is responsive to those needs.Also think about other resources or relationships that could add value.
Demonstrate an innate understanding of the client’s business and industry challenges by anticipating needs, listening to their issues and providing a solution – not just a recap of the problem. Effective lawyers have a bottom-line orientation that adroitly gets to the heart of the matter even if that means providing difficult advice or guidance. This approach can also work on relationship building within the firm – for example, with those who serve as the lead for other client relationships and might be able to include you on future engagements.
Business development: think outside of the box
Remember that, statistically, 80 per cent of our work should come from 20 per cent of an existing client base – hence, reread the ideas noted above for retaining and growing existing relationships and understanding the importance of those efforts.
The same approach can be applied to developing new relationships.Think about ways to reach out and ask others to make introductions either within or outside of your firm. Use social networks such as LinkedIn or LegalOnRamp to research the interconnectivity with a prospect.Again, do the homework and understand or anticipate needs based on research before attending a meeting or having a conversation. Identify a solution and reason why you are ideally suited to provide it. Consider providing an alternative fee proposal, including a value-driven solutions approach.
A new road
Lessons learned from the past 18 months serve as a reminder that we all need to apply a greater and more focused effort to grow our business and practice going forward.This is not a time to rest on our laurels or presume that what has worked in the past will work for the future.We need to renew and redouble our efforts with all business development and client service activities and relationships, revisiting those areas that will provide the greatest return in the future.
Change can be exhilarating as well as stifling.Apply and test little steps every day to bring about change and a fresh approach to achieve the desired results.The positive results may be surprising.
Jan Anne Dubin is the chief relationship officer of Jan Anne Dubin Consulting. She is also an affiliate with LECG, a global expert services and consulting firm. She can be contacted at janndy@aol.com or jdubin@lecg.com
