When a lawyer comes to me seeking to change law firms, sometime during our discussions I ask:

When it comes to legal work, what do you believe is most important for your potential clients?

I believe most law firm leaders know what business clients expect and want from outside lawyers and firms. But, I wonder if law firms effectively use what they know. The vast majority of business clients report:

  • They hire lawyers rather than law firms. What are you doing to develop your next generation of outstanding lawyers?
  • A lawyer makes final consideration based on recommendations, his reputation, and profile. Do you have a plan for your lawyers to raise their visibility and credibility to their potential target market
  • A lawyer gets hired based on his or her ability to connect and generate trust and rapport with the client’s decision makers. Are you teaching your lawyers how to build trust and rapport?
  • Approximately 75% of the Fortune 1000 General Counsel’s are dissatisfied with their present law firm and would replace the firm if they thought any other firm would do better. What are you doing to make sure your client service exceeds expectations?
  • They are generally not dissatisfied with the quality of the work or the hourly rates of the senior lawyers. How are you making sure that clients will value the quality of work done by your junior lawyers?
  • Instead, they are dissatisfied with the lawyers’ lack of knowledge of the industry, company and decision makers, the lack of innovation and the lack of quality service including responsiveness. Do your junior lawyers understand and know the client’s industry? Are you looking for ways to be more innovative? Have your figured out how your clients define responsiveness and do you have a plan to make sure they receive it?