What the 'Best' Lawyers Do: 44 Ideas from General Counsel
In 2013 I attended the Legal Sales & Service Organisation’s ‘Rain Dance’ meeting in Boston, Massachusetts, which included a 'rapid fire' interview of General Counsel (GC) from AAA Southern New England, Massachusetts Port Authority, BJs Wholesale Club and The Timberland Company.
WHAT THEY SAID …
“Treat me as a Market of One”: Each GC had different views about the relationship relationships they like with legal service providers and their service level expectations depending on the level of importance of a supplier’s service to their business
They suggested Law Firms avoid using standard templates for Key Account Management (develop the plan with the client instead)
They generally preferred service from a Partner – and will pay for it. No-one believed they should pay for a first year lawyer
All would like firms to focus more on their company’s issues (rather than relationship issues). Most didn’t think their lawyers put in sufficient effort to understand their business
Most were impressed by law firms that study issues facing their business along with the people and politics in their business before a site visit
Biggest thing missing from proposals is suggestions for strategy and offering options. Firms should start with these
All are receptive to being asked for feedback. Half were not sure about what the firm would do with that feedback
All welcomed introductions to other lawyers in the firms they instruct if the introducing lawyer has earned credibility and the introduction demonstrated an understanding of their business
All reviewed and read newsletters sent to them by law firms. And they read anything accompanied by a personal note that explains why it is being sent to them.
They prefer ‘just in time’ advice in newsletters
50% follow legal blogs – relevant to their interests. Employment law blogs were the most mentioned examples
All agreed that firm brochures offered no value
They’d like firms to stop talking about diversity and community in collateral and pitches – and just demonstrate it. “Don’t shout it – walk it".
Each GC has their law firm invoices audited to confirm compliance with Service Level Agreements (SLAs)
Each GC said they would follow individual lawyers who change firms (but not if their rates increased too much). Solo moves are treated with a degree of wariness. And they expect the lawyer to initiate the conversation before they read about it on socials - outline why they changed firms and their plans for the future. They were most interested in;
who else from the lawyer’s team moved with them
what the culture of the new firm is like
what attracted that lawyer to the new firm
In respect of their role and personal career development these General Counsel relied on Association of Corporate Counsel and their own networks for advice
All said they would take a cold call and meet with an ‘unknown firm’ if they had relevant expertise in their sector or familiarity with their issues.
Most would prefer an email first – with an outline of the practice and how they could help on a particular issue
All would accept a meeting over coffee if the conversation included ideas on how to solve a problem
Most would talk to lawyers who had an innovative approach to fees if they also demonstrated relevant expertise.
How do they assess their lawyers?
Half rank their law firms on set criteria on an annual basis.
All consider how well the lawyer understands their business (most important), personal relationship and commercial outcome of work
Emotional intelligence is very important – especially for team work and when working under pressure
All ask for feedback from their own team members. Importantly, all had observed or were aware of the manner in which their Law Firm Partners treated the most junior team members on the client’s team as well as their own team.
One General Counsel had fired a firm on this basis
League tables don’t matter. “They are the least important criteria.”
Low attrition rates are not a selling point of a Law firm
They expect their firms to include a client service measurement (that is, a client feedback measure) in Partner performance reviews. They assume it is a criterion of promotion to Partnership
Most were interested in the technology law firm firms use
None were interested in whether firms undertake associate training programs – they were however interested in the outcome of specific training initiatives
All prefer a heads up from a Partner before reading or hearing news about a crisis at the firm (such as key personnel leaving, an investigation or claim likely to become public)
And they get very annoyed by any provider who demonstrates a lack of candor about mistakes or missed deadlines; or unwillingness to explain overruns on discovery
In respect of Lawyer profiles on websites - most were interested in community service work rather than personal hobbies.
In regard to service pledges they were more interested in the particular service they’d receive. Not so much a firm’s stated pledge / promise / service guarantees.
What do their ‘ best’ lawyers do?
“Value team diversity
Understand our budget pressures and demands on in-house team
Make the in-house team look good
Include in-house counsel on communications with other business management
Understand the context of issues in respect of the people and politics of the client’s business
Put together strategy and options and outline downsides of scenarios
Use their legal analysis capabilities to help Corporate Counsel better understand the other sides of a transaction."
Want More?
If you’d like to talk about building client relationships get in touch.
FURTHER READING
Sue-Ella is the Principal of Prodonovich Advisory, a business dedicated to helping professional services firms sharpen their business development practices, and attract and retain good clients.
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