Tag Archives: Law

Meaningful New Year’s resolutions

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I know it’s a cliché, but it’s that time of year when all the talk is of resolutions. So take a break from diets, exercise and learning to play the ukulele/starting a salsa class/swimming the channel, and take the next ten minutes to think about some simple  steps you can take over the next 12 months to transform your practice.

The Head of Litigation's resolution to run the 20 miles to work everyday caused concern among the management team

Before I offer some suggestions (you knew that was coming didn’t you!), let me caveat them by saying that while none of the suggestions are rocket science, implementing them regularly will require behaviour change (if of course you are not doing them already), and behaviour change is hard. There is, however, a growing body of research-backed literature on how to establish new behaviour patterns, so help is at hand if you want it.

When I jotted this list of suggestions down, I tried to get a list that built on the piece I wrote at the end of 2010 on value disciplines (which is here) and in the spirit of that piece I hope you find something of value to try, adapt or play with…..

(Really) love your clients

Identify your five best clients. Best might mean different things to different lawyers – maybe they are the organisations you want to work with most (either external clients or departments/subsidiaries if you are inhouse counsel), maybe they are the organisations that provide you with the most revenue and/or profit, perhaps they are the clients which stretch and grow you most. Whatever the reason, make the resolution to really get to know them and their business over the next 12 months. Become intimately acquainted with their challenges. Read around their industries. Understand their job.  Know what their competitors are doing. Anticipate their legal needs before they do. Tailor your service for them. Get to know them as human beings. Make sure that every week, you are doing something like this to deepen and strengthen the relationship. Score the relationship every quarter (if appropriate, ask the client to score it). Ask for nothing extra from the client yet see the benefits unfold with the months of the year.

Investigate how you work

Take a piece of work that you or your team do regularly. It can be a piece of client work (whether in a law firm or in a law department) or a process that supports the work  (administrative, knowledge management, business development). Next put a couple of hours aside, and lock the main participants in a room with a flip chart, some big markers and a stack of post-it notes. First list the key clients for the process (this can be inside or outside the organisation) and then work out what are the key objectives of the process – what is it designed to achieve and what are the best metrics for success. Next draw the process on a large bit of paper. This doesn’t have to be complex – put each step on a separate post-it note, arrange the steps in order (showing decision points and variations if required) and then use the pen to link them up. It might be that this step in itself takes some time, particularly if several people perform the task in different ways. However, don’t spend more than an hour on this step.

Once you have a visual view of the process, think about how you can improve it. Think back to the people you identified as clients of the service – what does “better” feel  like for them? Is it faster? cheaper? in a different place? with fewer errors? in a different format? including different information? Once you have established what better means, work how how the task could be done differently to achieve it. A useful question is “if we were a new organisation looking to do this job optimally for the first time, how would we do it?”.

When you have some ideas for improvements, identify the top three (tip – to rank them think about the impact the change would have versus the ease of implementing it) and then set yourself a timetable for implementation. Aim for one of these two hour workshops a quarter – you could either choose a new task each time, or stick with the same task but look to continuously improve it.

Take a product to market

Now while at first sight this might seem irrelevant for corporate law departments, while the terminology might not seem as appropriate as for a law firm with an external market, the process itself can devliver real value to corporate counsel and their clients. As for law firms – well, some firms are already well practised in product development, while others are dabbling their toes, but if you haven’t thought about it, perhaps this is the resolution for you….

Firstly, start with a particular group of clients you think you can help. Work out what are the characteristics that define this market (is it an internal department, a particular group of colleagues, a set of organisations in a particular vertical, a group of clients or prospects in a particular geographic area etc etc). Then focus on their needs – this is absolutely critical. To be successful I absolutely subscribe to the theory of “outside-in” thinking in the book “Tuned-in”, which stresses the need for a new product to meet a defined market need.

Once you have a target audience for your product (and don’t get stressed out about the word “product”, a service is just fine) and have worked out a need, then work out how you can meet that need and help the clients (be they internal or external). Identifying what is different about your solution from what is already available is a useful step to begin to formulate your value proposition (see previous posts for discussions on this, or even better have a look at Jill Konrath‘s book “selling to big companies”).

The next step is to work out how to build and deliver the service, and validate the financial model behind it. If this sounds intimidating, it doesn’t have to be. At i’s most simplistic, work out the cost (which for lawyers is likely to be largely based around the cost of people’s time, both in developing and then delivering the product) and then work out the revenue (for an inhouse service the benefits may be expressed other than in revenue terms). This is no more complex than the price (see Mark Burton’s great book Pricing with Confidence for help here) multiplied by the amount you think you can sell.

If the business case stacks up, then get it built and out there. If this is the first product you’ve ever developed, my suggestion is to start with a low cost, low visibility offering to allow yourself to learn as you go through the process. There is certainly something to be said for getting to market quickly and then revising a product, rather than getting it perfect and missing the moment (of course the validity of this rule depends on the circumstances).

So what has this done for you? Well, if you’d not taken a product to market before, hopefully you’ve learnt something and will be inspired to learn more and do it again. For newbies or old hands, hopefully in engaging with your target market you have learnt something more about their needs and had dialogue that has created value for all involved. And finally, if you’ve done a good job with your product development, then hopefully the revenue (or other value) from the product is rolling in!

Happy New Year

There are of course lots of other resolutions we could make as members of the legal profession – I’m very interested in others you want to share. Suggestions for this blog are always welcome too, and to sign off this week, let me wish you all a happy, healthy and successful 2011.

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You do what?

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Reading another interesting discussion on the Interweb last week, which was urging lawyers to ask their clients the simple question “so what do you do?”. The basis of the article was that this would give a client or a prospect the opportunity to talk about their business, and thus provide a deeper level of insight that would allow the lawyer to provide a better service.

"tell me what you do?" asked the driver innocently. A question he would soon regret....

It was a good starting point and could lead into an examination of question-based sales techniques such as “S.P.I.N. Selling” by Neil Rackham (still one of my favourite sales books). However, I took the opportunity to flip the question, and asked how many lawyers could give a concise and compelling answer to the same question.

So, what do YOU do?

A refreshingly simple question, but a difficult one to answer well IMHO. Not least because in our society, your occupation is an important part of your identity. For me, after 10 years as a lawyer, answering that question suddenly became much more challenging. However, even when I was practising law, beyond the simple, one-word answer (be it lawyer, attorney, solicitor, barrister etc), the question is really what DO you do? How are you different from all the other lawyers? How do you help your clients, whether you are inhouse or in private practice.

I’ve tried to answer this question at various times in my career, and it’s not easy. At the heart of the problem is the need to differentiate yourself, either at an individual level, at a practice level, or at an organisation level. Do you feel more comfortable talking about yourself and your skills (creatively solving problems, aggressively defending my clients), your practice and work type (I draft contracts for….) or your firm (I work for a company that…..)?

Whatever the level you answer the question, once you have the descriptive answer, you can then challenge yourself to ask how many other people could have given the same answer. If the answer is “a lot”, then ask yourself what it is that you do that’s different.

It’s not an easy task; before you know it, you’ve run into your second paragraph, and the person you are talking too has glazed eyes and is desperately wishing they hadn’t asked the question.

Ultimately, I think to answer it well, you need an understanding of your personal value proposition: how do you create quantifiable value for your clients? What results do you create? An exploration of value propositions (a great subject for lawyers) is probably best saved for another time, but thinking about how you create value can give you another angle on how to answer the question about what you do.

Finally, if you think you’ve answered the question “so what do you do?”, it’s time for the ultimate test. Grab a taxi to somewhere more than 15 minutes away, chat to the driver and wait for the inevitable question. If you can answer it before the driver loses interest, starts a rant about how much he hates lawyers or talks in detail about their recent divorce/house move/tax investigation, you’ve done well!

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