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35. Why Money Won't Win the Talent Wars
The answer to the talent war is to focus on the talent, not the war. It's not about the rival firms, or about the money, it's about your own talent and making them feel valued. Talent is what draws people to join an organization and inspires people within it. It's the first thing clients notice.
34. What Does the Lawyer Hour Mean to the Lawyer?
Isn't it fair that we ask what the "lawyer hour" means to the lawyer working it? Once you examine the "lawyer hour" in that light, you reach a startling conclusion: Attorneys and clients view the proposition the same way — it's law firms who are the odd ones out.
33. How to Address the Problem Clients Have With Hourly Rates
Whether it's inflated salaries in the talent wars, or hikes in insurance premiums, whatever happens to law firms gets passed on to clients. The medium of that pass-through is always the same — through hourly rates. But what are they based on?
32. How to Bring Down Your Insurance Rates
Insurers are hiking rates because malpractice payouts have grown exponentially, and because they fear that hastily recruited lawyers and hybrid working will make things worse. The way to secure attractive insurance rates is to have a good claims profile, and the keys to that are all in the fundamentals.
Law Journal Press | Digital Book
Pennsylvania Causes of Action, 12th Edition
Authors: GAETAN J. ALFANO, RONALD J. SHAFFER, JOSHUA C. COHAN
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30. What Do You Think of Clients?
Not all firms are client-oriented. There is a spectrum spanning firms with a "commodity approach" at one end, and firms with a "professional service" approach at the other.
29. Lessons for Law Firms During a Market Downturn
In a bear market, clients become more strategic, they reduce demand, cut their spend, and spread the work around. The real impact is the shift in power from the talent back to the client. As the available work declines, and clients become more inquisitive and discriminating. Not just in rates, where traditional old sensitivities return, but in how the legal services are actually provided.
28. Conclusions and Client Connector (Detox, Cleansing) Tool
Connecting with clients and bridging the disconnect in our profession is the single most important survival skill any law firm can develop. Every law firm wants to stand for something, and have a set of values, but be sure to make them clear, relevant and client-facing, because this is what will resonate.
27. Business Development Is an Outcome, Not an Activity
The simple but striking insight of taking an interest in the client's viewpoint can change everything. In effect, perhaps unwittingly, by asking clients just about a law firm's marketing campaign, it also finds out about the client's entire operation and about the disconnect in the legal profession. A devastatingly simple idea: direct communication aimed at learning the buyer's viewpoint.
26. The Disconnected Legal Profession – The Client Perspective
Touting past victories and tellling war stories tells prospective clients everything about other assignments for other clients, but nothing about what the firm stands for, and how those values could relate to that client's problems.TRENDING STORIES
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