Extending the Meaning of Family Business: Married Attorneys Build Extended Family in Real Estate, Trust and Estate Planning, and... Are Your Practice Groups Working? 5 Reasons Why Law Firm Practice Management Structures Don’t Work: I recently got a call from a firm that wanted to talk about changing theirpractice... Law Firm Hospitality: Picture this: A law school graduate walks into the law firm’s lobby. She’s a little... 9 GROWTH STRATEGIES AND TACTICS from Industry Insiders: Prior to 2008, the legal market was experiencing a 4-6% annual growth in demand. Today,... How to Create a Law Firm Content Marketing Strategy that Gets Results: A comprehensive strategy, which incorporates written content, guest-posting, visual... What Clients Love (and Hate) about Email Communication from Lawyers: Clients are increasingly asked to do more with less. Theyhave greater responsibilities,... Millennials in Big Law Resistance is Futile: Not since the Baby Boomers has a generation had such a profound impact on our culture,... Law Firm Profitability and Client Satisfaction: Using a Pricing Pro to Achieve Both: Law firm leaders understandably see lucrative client work as an important key to overall... Community News – February 2019: The OCBA Masters Division is pleased to announce Mark Minyard will serve as the 2019... Triple Threat. Rizio Liberty Lipinsky: Consumer, Victim and Employee Attorneys Unite to Create Modern, Statewide Consumer Law...
Executive Presentations-468x60-1

Top Competencies a Lawyer Needs to Succeed Today

The first is an ability to generate new business. A partner in a law firm is not only someone who knows the law and can do the work for clients, but is also an entrepreneur who has to generate enough work for himself or herself as well as all the associates. Just like any entrepreneur, you need to build a business around yourself. It’s a critical element, today more than ever, that you not only be able to do good work but also generate new business, so that you have work for yourself as well as all of the people you work with.
A second skill lawyers need to cultivate is to learn the business of their clients. This means going beyond the legal affairs of the client and actually getting to know the client on an extra-legal level on which you are really asking of the client:

  • How does your business make money?
  • What are your most profitable lines of services and products?
  • What about your competitors? How are they threatening your client right now?

You want to start a business conversation with your clients. That’s how you get a client for life.
The third ability would be networking. It is more than just going into a room full of people that you don’t know and passing out a bunch of business cards. It’s more a relationship-building skill where you can walk into a room of people and, hopefully, you have done some homework, and you already know some of them. It’s not walking up to people and telling them “I do this and I have these great credentials.” Instead, you approach them and ask questions, such as, “Tell me about yourself.” It goes right back to Dale Carnegie, who said that a person’s favorite topic is themselves, so why not bring that up in conversation?

The three most common reasons people call me are:

  • “Our firm just lost a major client.”
  • “All of our senior rainmakers are in their 70s.”
  • “None of the junior partners have ever originated a file.”

They’ve discovered late in the game that they should have been working on business development all along, during the fat years and when there was plenty of work to go around. Now that the lean years are either upon them or threatening them, they call and say, “What should we do? Should we buy what?”
My response is, “No. I would recommend instead that you need business development training. You need to have someone spend a day with the attorneys away from the office, away from the telephones and interruptions, and basically spell out the different business development techniques.”

The good news is that business development is a learnable set of skills. I started out as one of the most introverted, shy, tubby little boys that you could ever possibly imagine. Today, I’ve gotten to the point where I just love going out on a sales call. When I was a kid, if you told me that I would turn out this way, I would have been astounded. The point is that business development can be learned, although it needs to be taught. Anybody who is smart enough to get through the bar exam and survive in a law firm has all the mental ability that is required to grasp a learnable set of skills.

The key part is to have a training session. In the training session, you spell out the techniques, so that not only do the attorneys understand what to do, they know how to do it, because I find that in most law firms business development gets hung up on tactics. The lawyers want to know: What do I say? How do I make them like me? What do I do when I’m at a trade association meeting? If you can explain all those steps, then all of a sudden, business development becomes a lot easier.

Part two is the attorneys need to sit down and write a personal business development plan. It needs to be written down, just as you would write an entry in your calendar or it won’t get done. If you don’t write something down, you’re just not going to do it. It’s not real until you write it down.
Focus on things in the following order.

Focus first on your current clients. That’s the low hanging fruit. These are people who like and trust you and are sending you checks. And you just need to see if you can serve them and help them in additional ways.

Focus on referral sources. These are people who are just as good as clients; they love you, they trust you, they send you business. The only thing missing is they don’t send you a check, but otherwise, they are just as good as a client.

Find an organization in which to become active. The point is to join an organization of clients, and not just to be a mere member of the organization. You don’t want to be a face in the crowd. You want to be on the board of directors; you want to be the program director; you want to be the newsletter editor; you want to have some position that’s visible so that you will become known to everyone in the organization.

You need to generate some new business and you need some education on what the techniques are; it then becomes so much less scary. You don’t need to make any cold calls; you don’t need to put yourself in any uncomfortable situations. I hate cold calls. My first job was selling encyclopedias and it was all cold calls. I just loathed the job and I remember swearing to myself, “I’m going to find a way to make a living that does not involve cold calls.” The wonderful thing about business development is, as was mentioned earlier, it’s all about building relationships. Start with the people that you already know. You probably have a huge network and you’ll never have to make a cold call.

You just need to see the menu of techniques you can choose from, so you can pick the ones you like. But then you’ve got to write down your plans and there’s got to be a date attached to each activity. Then when you actually start, it’s like the Nike slogan: “just do it.” And then when you do it, amazingly enough, new business comes in.

One lawyer asked me, “I realize that the reason I haven’t gotten enough clients is that I am afraid of promoting myself. There is a conflict going on inside of me. Promoting me feels like I’m not being authentic and true to the profession and myself. I am trying to portray an extremely valuable service and yet my feelings tell me I am not valuing myself highly and to believe my own words when trying to get clients. How do you deal with fear of self-promotion?”

Let me make clear that good business development is not self-promotion. In fact, what you should not do is go out and hype yourself or brag or really push yourself on or take advantage of people. That’s not how you generate new business. Think of the last time you went to buy a new car and one of the salespeople came over and started selling you and pushing something on you and asking you how big a monthly payment you could afford. That was totally repellent. I would encourage you not to promote yourself. That’s going to drive people away. You’re right; it doesn’t serve the profession.

Rather, the attitude that I would recommend you adopt is: you want to get to know people, get to know your clients and potential clients, and ask them what is going on in their business. You want to start a business conversation. You want to find out, “Where are they making their money? What do they like about their business? Do they have any new products coming out?”

Get executives to talk about their business and then along the way, probe for what we in sales call “pain.” You want to probe for business issues that they’re facing . . . problems they need to overcome, editors that are nipping at their heels. The old saying is “what keeps them up at night.” You’re not pushing anything. You’re asking questions. You want to draw out of them what their business pain is. Find out what their business problems are and then all you need to do is listen for an opportunity to say, “I can help you with that.” And that’s how you open a file.
You really have to remember that legal services are not sold. Nobody is ever really able to sell legal services. Legal services are bought; they are bought by business people and individuals who have a problem that they needed to have fixed, and they found a lawyer to do that for them.

What you want to do is put yourself in a position where you’re constantly inquiring and looking for that person who has a need. The only way that you can find out about that need is to ask questions. It may turn out they have no needs. In any event, you’ve accomplished something by developing a new relationship or deepening one that already exists; and at the very best, you found out that they really have something that’s troubling them and you can help them. I think that’s the highest calling of this profession.

Larry Bodine

Larry Bodine is a Business Development Advisor based in Glen Ellyn, IL. He helps law firms get more clients and earn more revenue by conducting business development training sessions, individual coaching sessions, and firm-wide strategies. He can be reached at 630.942.0977.

More Posts

Digg This
Reddit This
Stumble Now!
Buzz This
Vote on DZone
Share on Facebook
Bookmark this on Delicious
Kick It on DotNetKicks.com
Shout it
Share on LinkedIn
Bookmark this on Technorati
Post on Twitter
Google Buzz (aka. Google Reader)
www.pdf24.org    Send article as PDF   

Filed Under: Business ManagementFeatured Stories

About the Author: Larry Bodine is a Business Development Advisor based in Glen Ellyn, IL. He helps law firms get more clients and earn more revenue by conducting business development training sessions, individual coaching sessions, and firm-wide strategies. He can be reached at 630.942.0977.

RSSComments (0)

Trackback URL

Leave a Reply

  • Polls