I suppose that the initial reaction of a law firm client to the question of how they can be a great client may be, “Why should I care?” I certainly met my fair share of clients who could not possibly have cared less about whether their lawyer thought that they were a great client.
Back when I was practicing law, I used to say that my greatest skill was doing lunch. I did an awful lot of lunch with some pretty good business development results. I have previously written about how I used my lunch meetings to develop personal relationships. You can read about that here: Eating Your Way to A Great Client Base
During my lunch meetings with potential clients, I often used the power of doubt to sell my legal services.
Back when I was practicing law, I was responsible for bringing in business to feed myself and a nest full of hungry associates and law clerks. In my early days I was not able to do that using LinkedIn, because someone had forgotten to invent social media. By the time that LinkedIn was in full swing, I had already fallen into a pattern of relying on networking to develop business. It worked well for me, and I really enjoyed having my partners treat me to lunch four or five times a week.
There was this one time that an accountant called me to let me know that our mutual client had called him for advice about firing one of his employees. The accountant suggested that the client give me a call, seeing that what the client needed was legal advice.
My first reaction was to wonder what type of an idiot client calls his accountant when he needs advice about employment law.
Over 20 years ago, the flavour of the month in the legal press was that medium sized firms were doomed. The big firms were coming after our clients and we were going to lose them all. We had to merge with bigger firms or die. And yet, medium sized firms continue to flourish.
Legend has it that years ago in Toronto there was a law firm which embarked on what was then a somewhat unusual exercise. At the urging of their marketing consultant, this firm surveyed their clients to ask them what they thought of how the law firm delivered its services.
Young lawyers often think that there is some magic secret to building a client base, and that marketing is a mysterious and complicated endeavour. I disagree, and I say that as a lawyer who did not really “get” marketing until I had been practicing for quite a long time.
Early in my career, a senior partner in my firm, who I will call Greg, was arguing with the managing partner of the firm because the managing partner wanted Greg to fire one of Greg’s clients.
I once had a law partner named Marvin who taught me what he called the “fish theory” of marketing. According to Marvin, marketing was simply a matter of throwing a fish back to every referral source who threw a fish to you. If you were referred a file from someone, you owed that person a file, and so it went.
New lawyers have a lot to learn about both the law, and how to practice law. Typically doing that will take up their entire workday, and then some.