Thank you for sharing!

Your article was successfully shared with the contacts you provided.
The scene is a client development meeting for which the four big-firm lawyers have arrived late. One of the lawyers launches into a canned spiel about the firm’s capabilities. But as he continues, one of his colleagues droops his head and whips out a BlackBerry pager. It is the moment in the meeting that prompts the most groans of recognition from other lawyers, said Valerie Fitch, the director of professional development at Pillsbury Winthrop, who acknowledges catching herself reaching for her Blackberry in meetings too. “I’m a terrible addict,” she said. “I take mine everywhere.” Fortunately, the meeting is not real, though the lawyers present are. They are Pillsbury Winthrop partners and associates who have volunteered to act out scenarios that will be used to train other lawyers at the firm in the art of business etiquette. Training videos are hardly a new phenomenon at firms, but most have focused on educating employees on sexual harassment policies or conflicts of interest. The development of videos focused on interpersonal skills is indicative of firms’ increasing concern that, in an age of greater client mobility, their lawyers are not putting their best foot forward in face-to-face meetings. Firms like Salans and New York’s Herrick, Feinstein have put their associates through role-playing exercises in which they interact with partners playing clients. Recognizing that partners can be just as socially inept as associates, Shearman & Sterling; Orrick, Herrington & Sutcliffe; and Willkie Farr & Gallagher, along with many firms, have experimented with one-on-one sales coaching for partners. Bad habits The Pillsbury Winthrop video illustrates how swiftly lawyers’ bad habits can come to the fore in a client-development setting. Fitch said the video’s scenario of a poor client-development meeting was designed to be over-the-top and to illustrate a wide range of errors in judgment. But while some of the mistakes the lawyers make are obvious, others are more subtle. The clear errors include one lawyer’s decision that business casual attire is fine for the pitch meeting, lawyers’ failure to read their pitch book ahead of time and their late arrival to the meeting. Beyond that, though, lawyers’ arrogance is a continuing theme of the scenario, and it is not just inexperienced associates who are at fault. The senior lawyer at the meeting, played by partner Sutton Keany, tells his colleagues that their late arrival will give the in-house lawyers the impression that the firm is very busy. Keany also takes over the meeting from the client and turns it into a page-by-page review of the firm’s past transactions as listed in its pitch book. As the meeting wraps up, an associate played by Jeremy Estabrooks haughtily asks the two in-house lawyers, played by Fitch and consultant Jon Cranston, whether they will be the final decision-makers. If not, he says, the firm would prefer to follow up with the appropriate people. After the in-house lawyers assure them they are the decision-makers, Keany says he thinks the meeting went great and asks if he can borrow their conference room to make some calls. After the in-house lawyers leave, the firm lawyers all congratulate themselves on how well they think the meeting went. Many lawyers lack an awareness of how they are being perceived in such interactions, said Fitch, noting that most lawyers’ work and training is often isolating. The interpersonal skills lawyers need in many settings are often underdeveloped. The video also presents a successful client-development meeting, in which lawyers, played by Pillsbury senior associate Bryan Dunlap and partner Kristan Peters, arrive on time and well prepared to talk about their potential client’s needs, rather than about their firm’s record of past accomplishments. It is not just client meetings in which lawyers need to improve their interpersonal skills, Fitch noted. She also has produced a video illustrating how partners should, and should not, give feedback to associates. She took particular aim at the vague way in which partners communicate with junior lawyers, telling them to “punch up” a brief or just scrawling “No!” on a draft document.

This content has been archived. It is available exclusively through our partner LexisNexis®.

To view this content, please continue to Lexis Advance®.

Not a Lexis Advance® Subscriber? Subscribe Now

Why am I seeing this?

LexisNexis® is now the exclusive third party online distributor of the broad collection of current and archived versions of ALM's legal news publications. LexisNexis® customers will be able to access and use ALM's content by subscribing to the LexisNexis® services via Lexis Advance®. This includes content from the National Law Journal®, The American Lawyer®, Law Technology News®, The New York Law Journal® and Corporate Counsel®, as well as ALM's other newspapers, directories, legal treatises, published and unpublished court opinions, and other sources of legal information.

ALM's content plays a significant role in your work and research, and now through this alliance LexisNexis® will bring you access to an even more comprehensive collection of legal content.

For questions call 1-877-256-2472 or contact us at [email protected]


ALM Legal Publication Newsletters

Sign Up Today and Never Miss Another Story.

As part of your digital membership, you can sign up for an unlimited number of a wide range of complimentary newsletters. Visit your My Account page to make your selections. Get the timely legal news and critical analysis you cannot afford to miss. Tailored just for you. In your inbox. Every day.

Copyright © 2020 ALM Media Properties, LLC. All Rights Reserved.