Tuesday, May 7, 2013
GC Focus - How GlaxoSmithKline uses AFA's and Project Management
Lindsay Griffiths, the Director of Global Relationship Management, of the International Lawyers Network, has a great write-up of a panel discussion on project management, fee arrangements and what law firm's need to do serve their clients' needs in a relatively fast moving landscape.
The panel was held in April at the Legal Marketing Association annual conference:
"GC Focus: Project Management. Position Your Firm in Alignment With the Unique Challenges Faced by In-house Counsel."
Panelists included:
Keith Isgett, the Managing Attorney-General - Global External Legal Relations, GlaxoSmithKline (GSK)
Justin Ergler, Sourcing Group Manager, Legal Services Procurement, GlaxoSmithKline
Nat Slavin, Founder and Partner of Wicker Park Group
With Moderator Alicia Brown, Director of Strategic Relationships for Bloomberg Law.
Closing comments are words to live by:
Nat Slavin: Relentlessly ask your partners what matters to their clients and share that at your firm, one size fits one.
Keith Isgett: Train your folks on alternative fees speak, so that they understand what's being said.
Justin Ergler : Change with your clients - don't react. Understand where they're going, and be there with them.
Read the entire article here at Lindsay's great Zen & The Art of Legal Networking site.
The panel was held in April at the Legal Marketing Association annual conference:
"GC Focus: Project Management. Position Your Firm in Alignment With the Unique Challenges Faced by In-house Counsel."
Panelists included:
Keith Isgett, the Managing Attorney-General - Global External Legal Relations, GlaxoSmithKline (GSK)
Justin Ergler, Sourcing Group Manager, Legal Services Procurement, GlaxoSmithKline
Nat Slavin, Founder and Partner of Wicker Park Group
With Moderator Alicia Brown, Director of Strategic Relationships for Bloomberg Law.
Closing comments are words to live by:
Nat Slavin: Relentlessly ask your partners what matters to their clients and share that at your firm, one size fits one.
Keith Isgett: Train your folks on alternative fees speak, so that they understand what's being said.
Justin Ergler : Change with your clients - don't react. Understand where they're going, and be there with them.
Read the entire article here at Lindsay's great Zen & The Art of Legal Networking site.
Friday, April 19, 2013
More on The Legal Industry Value Challenge and What it Means
While there continues to be much debate about the impact of the ACC's Value Challenge in the U.S. market, there is no doubt that demonstrating value in key client relationships with law firms (and all clients for that matter) is critical.
The Association of Corporate Counsel has announced that they are expanding the Value Challenge to Europe and created a digital guide as a resource.
Discussions about value, billing, efficiency and continuing law firm efforts to meet the business needs of the client remain hot topics at industry events. But when interviewing in-house counsel about the impact of the value challenge, most simply don't understand, or know, what the value challenge actually means.
In those same interviews, the key themes are repeated by the vast majority of law firm clients we interview as critical to the modern client/lawyer relationship (this list is from the ACC Value Challenge website):
If you don't know about the value challenge read the guide. Also read our earlier post about how Leonard, Street and Deinard took the value challenge to heart and focused on the core mission: Meet-Talk-Act.
The Association of Corporate Counsel has announced that they are expanding the Value Challenge to Europe and created a digital guide as a resource.
Discussions about value, billing, efficiency and continuing law firm efforts to meet the business needs of the client remain hot topics at industry events. But when interviewing in-house counsel about the impact of the value challenge, most simply don't understand, or know, what the value challenge actually means.
In those same interviews, the key themes are repeated by the vast majority of law firm clients we interview as critical to the modern client/lawyer relationship (this list is from the ACC Value Challenge website):
- Aligning Relationships
- Value-based Fee Structures
- Staffing and Training Practices
- Budgeting
- Project Management
- Process Improvement
- Use of Technology
- Data Management
- Knowledge Management
- Change Management
If you don't know about the value challenge read the guide. Also read our earlier post about how Leonard, Street and Deinard took the value challenge to heart and focused on the core mission: Meet-Talk-Act.
Wednesday, April 17, 2013
The Paradigm Shift in the Business of Law
This new video from RethinkLaw perfectly captures the state of the Legal industry and the ongoing and evolving shift in the client/law firm relationship.
The most important part of client feedback
The most important part of the client feedback process is being prepared to act on the feedback you receive.
When we advise our law firm and professional service firms on best practices in client feedback there are several "rules" to follow, but the number one rule is: You are making a promise. You are making a promise that if you are going to take your client's time and ask for feedback you are going to follow up on that feedback.
It is worse to ask for feedback and not follow up then to not ask at all.
In a recent post on the Fast Company web site, they offer three tips that are a critical part of the follow up.
Their advise is important piece of the feedback follow up process.
When we advise our law firm and professional service firms on best practices in client feedback there are several "rules" to follow, but the number one rule is: You are making a promise. You are making a promise that if you are going to take your client's time and ask for feedback you are going to follow up on that feedback.
It is worse to ask for feedback and not follow up then to not ask at all.
In a recent post on the Fast Company web site, they offer three tips that are a critical part of the follow up.
Their advise is important piece of the feedback follow up process.
Wednesday, April 10, 2013
Client Conversations Strengthen Relationships, Lead to New Business
Thursday, March 8, 2012
Seven Secrets to Success: Part 4 – Curiosity
In our final blog post exploring the traits that lead to successful client relationships and business development, we’re talking about curiosity. The article in the New York Times Magazine that inspired this series discusses the KIPP charter schools, which focus on seven character traits that they believe will foster success. Per KIPP’s site, a curious person is someone who:
•Is eager to explore new things.
•Asks and answers questions to deepen understanding.
•Actively listens to others.
And unsurprisingly, those are the kinds of actions that clients have praised for years in interviews with Wicker Park Group. Whether the attorney asks questions about a client’s company, a client’s work style preferences or just a topic of interest, clients take notice.
Most obviously, it’s important to be curious about the client’s business, including what makes the client look good and relevant political pressures. Most lawyers assume they know those answers but rarely engage in the conversation, whether it’s due to apprehension, time constraints or other hindrances.
One in-house counsel from a large consulting company remarked to Wicker Park Group that while his outside counsel attorneys are very bright and pleasant to work with, he wants them to display more curiosity about his industry. The in-house counsel noted that while another attorney he knows often sends him industry updates and other legal news, he doesn’t see that intellectual interest in his outside counsel. He added, “[The attorneys] will get there if they are mentored to be more curious.”
A common theme we hear in interviews is that clients want outside counsel to introduce other firm clients for business purposes. Being curious about where a business is going will help attorneys to successfully network among clients.
Another client mentioned in an interview that while her outside counsel had become a very competent and steady attorney, he is too introverted and lacks the curiosity required to be a true advisor. “Someday he is going to have to come out of [his shell],” she said.
It’s also important to ask about a client’s about individual preferences, and without curiosity you’re not going to know the people who have hired you. We once talked to a new female in-house counsel who had been taken out to a scotch and steak dinner, which was her predecessor’s favorite entertainment. In reality, she just wanted to get home to her family and didn't particularly like steak or scotch. But the attorneys had failed to get to know her, and she remembered it.
Think about how often you are asking thoughtful questions of your clients, and also think about how well you are listening to the answers. If it’s been a while since you’ve had a refresher on a client’s business model or personal preferences, take a few minutes and ask for an update. Your efforts will be appreciated and acknowledged.
. . . . . . . . . . . . . . . . . . . .
Being a competent attorney or other service provider is often straightforward, but becoming one who is a trustworthy, sought-out advisor is a lot harder. The seven traits we’ve covered – zest, grit, self-control, social intelligence, gratitude, optimism and curiosity – form a kind of map for how to be that advisor and dramatically strengthen your client relationships. By improving your client service, you are sure to gain a more loyal, larger clientele while also setting yourself and your firm apart from the crowd.
•Is eager to explore new things.
•Asks and answers questions to deepen understanding.
•Actively listens to others.
And unsurprisingly, those are the kinds of actions that clients have praised for years in interviews with Wicker Park Group. Whether the attorney asks questions about a client’s company, a client’s work style preferences or just a topic of interest, clients take notice.
Most obviously, it’s important to be curious about the client’s business, including what makes the client look good and relevant political pressures. Most lawyers assume they know those answers but rarely engage in the conversation, whether it’s due to apprehension, time constraints or other hindrances.
One in-house counsel from a large consulting company remarked to Wicker Park Group that while his outside counsel attorneys are very bright and pleasant to work with, he wants them to display more curiosity about his industry. The in-house counsel noted that while another attorney he knows often sends him industry updates and other legal news, he doesn’t see that intellectual interest in his outside counsel. He added, “[The attorneys] will get there if they are mentored to be more curious.”
A common theme we hear in interviews is that clients want outside counsel to introduce other firm clients for business purposes. Being curious about where a business is going will help attorneys to successfully network among clients.
Another client mentioned in an interview that while her outside counsel had become a very competent and steady attorney, he is too introverted and lacks the curiosity required to be a true advisor. “Someday he is going to have to come out of [his shell],” she said.
It’s also important to ask about a client’s about individual preferences, and without curiosity you’re not going to know the people who have hired you. We once talked to a new female in-house counsel who had been taken out to a scotch and steak dinner, which was her predecessor’s favorite entertainment. In reality, she just wanted to get home to her family and didn't particularly like steak or scotch. But the attorneys had failed to get to know her, and she remembered it.
Think about how often you are asking thoughtful questions of your clients, and also think about how well you are listening to the answers. If it’s been a while since you’ve had a refresher on a client’s business model or personal preferences, take a few minutes and ask for an update. Your efforts will be appreciated and acknowledged.
. . . . . . . . . . . . . . . . . . . .
Being a competent attorney or other service provider is often straightforward, but becoming one who is a trustworthy, sought-out advisor is a lot harder. The seven traits we’ve covered – zest, grit, self-control, social intelligence, gratitude, optimism and curiosity – form a kind of map for how to be that advisor and dramatically strengthen your client relationships. By improving your client service, you are sure to gain a more loyal, larger clientele while also setting yourself and your firm apart from the crowd.
Labels: business development training, client feedback, client perspective, client relationship management, client service, client voice, law firm business development
Wednesday, February 29, 2012
Seven Secrets to Success: Part 3 – Gratitude and Optimism
The character traits we are looking at this week, gratitude and optimism, seem pretty straightforward. After all, you’ve surely thanked your clients for their business, and having a generally positive attitude is easy enough. But our experiences at Wicker Park Group have taught us that taking purposeful steps to effectively express gratitude and cultivate an optimistic attitude can easily make or break a client relationship.
Gratitude
No client relationship is ever going to be successful if the client does not feel appreciated by you and your team. It’s easy for an attorney to assume that clients know they are appreciated, but too often that’s not the case. In an interview with Wicker Park Group, a client who was unhappy with the outside counsel relationship mentioned how much it bothered him that his attorneys never expressed gratitude. He said, “Every now and then it would be nice if they said, ‘Thanks for taking the time with the project, and by the way what’s going on in your day-to-day life?’ It’s about building a relationship.” The client hit on the fundamental point: it is about the relationship. And even though “building a relationship” can sound daunting, just picking up the phone for a thank-you call is an easy first step.
An executive at a large retailer once described in a client interview how outside counsel, after finishing a project, sent a nice e-mail and left a voicemail expressing his appreciation for the work. The executive said, “It was very classy. He took the time to say ‘Thank you so much.’ He has a big fan club here.” The action took only a few minutes but left a huge impression.
“One thing that [my attorney] always does, in every conversation, is to make me feel like he values us as a client and appreciates working for us,” said another interviewee. “He thanks us for being his client.”
Optimism
In addition to being appreciative, it’s also highly valuable to cultivate more of an optimistic attitude in your day-to-day working life. As a client told Wicker Park Group, “No one wants to do business with an Eeyore.”
While it creates a pleasant work environment, being optimistic can also help you face obstacles and maintain control over situations for your clients. In the book Primal Leadership, psychologist Daniel Goleman and his co-authors write that “a leader who is optimistic can roll with the punches, seeing an opportunity rather than a threat in a setback. Such leaders see others positively, expecting the best of them.”
Another client told Wicker Park Group that one of the attorneys on her outside counsel team was unnecessarily “negative and insecure” about the relationship whenever constructive feedback was provided. The attorney responded to criticism by suggesting he was not right for the work, when the client only wanted him to work on the problem. By responding to criticisms and other obstacles with optimism, you can prove your dedication and avoid potentially losing a client.
Take a few minutes and think about how to incorporate more optimism and gratitude into your client relationships; you won’t be disappointed with the results.
Next week we’ll discuss the benefits of curiosity, so stay tuned for the final post in this series.
Gratitude
No client relationship is ever going to be successful if the client does not feel appreciated by you and your team. It’s easy for an attorney to assume that clients know they are appreciated, but too often that’s not the case. In an interview with Wicker Park Group, a client who was unhappy with the outside counsel relationship mentioned how much it bothered him that his attorneys never expressed gratitude. He said, “Every now and then it would be nice if they said, ‘Thanks for taking the time with the project, and by the way what’s going on in your day-to-day life?’ It’s about building a relationship.” The client hit on the fundamental point: it is about the relationship. And even though “building a relationship” can sound daunting, just picking up the phone for a thank-you call is an easy first step.
An executive at a large retailer once described in a client interview how outside counsel, after finishing a project, sent a nice e-mail and left a voicemail expressing his appreciation for the work. The executive said, “It was very classy. He took the time to say ‘Thank you so much.’ He has a big fan club here.” The action took only a few minutes but left a huge impression.
“One thing that [my attorney] always does, in every conversation, is to make me feel like he values us as a client and appreciates working for us,” said another interviewee. “He thanks us for being his client.”
Optimism
In addition to being appreciative, it’s also highly valuable to cultivate more of an optimistic attitude in your day-to-day working life. As a client told Wicker Park Group, “No one wants to do business with an Eeyore.”
While it creates a pleasant work environment, being optimistic can also help you face obstacles and maintain control over situations for your clients. In the book Primal Leadership, psychologist Daniel Goleman and his co-authors write that “a leader who is optimistic can roll with the punches, seeing an opportunity rather than a threat in a setback. Such leaders see others positively, expecting the best of them.”
Another client told Wicker Park Group that one of the attorneys on her outside counsel team was unnecessarily “negative and insecure” about the relationship whenever constructive feedback was provided. The attorney responded to criticism by suggesting he was not right for the work, when the client only wanted him to work on the problem. By responding to criticisms and other obstacles with optimism, you can prove your dedication and avoid potentially losing a client.
Take a few minutes and think about how to incorporate more optimism and gratitude into your client relationships; you won’t be disappointed with the results.
Next week we’ll discuss the benefits of curiosity, so stay tuned for the final post in this series.