In the commercial world, cries of distress can often be heard. From corporate counsel, from HR directors, from CEOs. Every now and then, a big, bad and most of all URGENT problem arises. Maybe it’s a really important client contract going wrong, and somebody mentioned litigation. Maybe the IT team have found porn on the MD’s laptop. Maybe news of a top secret M&A deal has leaked and reached the market. Maybe one of the senior management team has been detained at an airport overseas for political reasons.
These are the moments of truth for law firms. When reputations, jobs and companies are on the line, this is the time to perform. And perform well. These moments can cement a relationship like no other. A law firm can spend a fortune wining and dining to impress clients and make them feel special, but if they don’t perform when it counts, then it’s money down the proverbial drain (which in the current climate is not a smart move). For the law firms that major on relationship management, even the strongest relationships can be harmed in these situations. On the flip side, get it right, and I won’t say you have a client for life, but you will have made a major deposit in the trust bank account.
The challenge with these situations is that they might in some way be outside the usual scope of the relationship. It maybe a different work type, a different person in the client organisation calling, an unusual time or simply a bigger piece of work than usual. The question the law firm has to answer, is whether their operational model can deal with these requests effectively.
Often it’s not the legal advice that is difficult. If the call comes in out of hours, will it reach the right person in time? If it needs a different skill set, can the account partner get the internal resources allocated in time? If the firm needs external support (a forensic accountant for example), does the law firm have the relationships in place. If the key contact person is tied up, can the incoming message be effectively prioritised by someone else in the firm. If matters need escalating (either within the firm or within the client) can the law firm facilitate this?
Scenario planning is used often in the strategy departments of companies to ask the question “what happens if”, and to start analysing the implications of different scenarios on current plans. While a full scale planning exercise may not be necessary, asking the question “what happens if” and then discussing possible outcomes within the firm and indeed with clients can be helpful for lawyers. It’s a skill lawyers are good at, and a question they often ask clients when advising, but one that’s not often applied to day to day activity.
To finish on a positive note, the law firms I used during my time in-house did step up to the plate, and that’s one of the key reasons why I continue to recommend them long after I last instructed them.