Directories: Six easy ways to boost your peer and market feedback throughout the year
With the Legal 500 submissions done and dusted (🎉), it’s always remarkable how much effort goes into them (and we see A LOT of submissions) – and regardless of how organised you are, it always feels like a sprint to the finish line. We can all breathe a sigh of relief that the 2024 directories process is almost finished (don’t forget the interviews and that you can provide updates to the researcher if you need to). After such an intensive process, it might not come as a relief to be given yet another directories-related task but bear with us on this one. If you can put in some legwork throughout the year building your profile and network (which also doubles up as some great BD activity – win-win ✅ ), making sure that you have that elusive peer and market feedback nailed for the next round may feel a little less stressful. Check out our latest article, which is part of the Directories 101 three-part series in case you missed it, for six things you can do to help boost your profile throughout the year – because, let’s be honest, the next round always arrives sooner than you’d like.
Directories 101: Six easy ways to boost your peer and market feedback throughout the year
Your directory submissions, whether Legal500 or Chambers comprise three important elements: the submission itself, the client and peer or market feedback. Most firms invest the majority of their time into the submission itself as it requires the most effort – getting the work highlights together and crafting compelling bios – and the next thing is the client referees. Peer and market feedback is often not thought about at all, yet it’s a really helpful part of the process to help researchers understand more about your competitors and intermediaries you work with, which in turn, helps showcase your relationships and demonstrate the level at which your firm is operating. In fact, those who have interviewed with a researcher will notice that 90% of the call is aimed at getting market feedback. What most firms don’t realise, is that there are things you can do throughout the year that will boost your peer or market feedback for the next round as well as your firm profile and client relationships. Here are six of those activities that you should be doing to boost your peer and market feedback throughout the year: 1. Warming up your clients Okay, so this one doesn’t strictly relate to peer feedback but your clients may be listed by other firms as referees. The goal is to leave such a positive impression that when asked by a researcher, “Are there any other firms you’d recommend?” your name is the first to come to their minds. So, keeping in touch with your clients and making sure they are happy are still considerations when it comes to feedback – as well as being essential to your BD efforts in general of course. A client who receives excellent service and a check-in call every two months is more likely to act as a referee and provide positive feedback (whether you or your competitor nominated them) than someone who hasn’t been in touch for months. Incorporate this into your process, and it will alleviate some of the stress during the submission process. 2. Write articles Researchers look beyond your submission when researching your firm, looking at things like your website and online presence (see below), and evaluating your online activities to gauge your expertise in the field. By consistently producing well-researched and relevant articles, you are demonstrating to the researcher (and the wider market) that you are an expert in your field and that your firm is an authoritative and knowledgeable player in the industry. 3. Boost your market feedback with LinkedIn Similarly, LinkedIn is a fantastic way to bolster the market profile of your firm, and is a brilliant space to showcase its activities through the company page, providing insights into the teams, and the sectors it’s active in. However, the impact goes beyond the firm, with LinkedIn also being a great opportunity for individual lawyers who are looking to be ranked in the upcoming submission. Personal brand counts for a lot nowadays. By sharing updates, and articles, and offering insightful commentary on your specialism, you are demonstrating your expertise to the researcher beyond the word count of the submission. 4. Update your website bio Your website is one of the first places your researcher will look when looking into the firm and your leading individuals. The website serves as a digital showcase, offering a comprehensive view of your firm’s capabilities. The individual and team bios provide an excellent opportunity to include additional information that might not find its way into directory submissions. Incorporating awards, qualifications, and notable successes in the relevant profiles adds credibility and reinforces the expertise of your team. In the eyes of researchers, an up-to-date website profvides a clear view of the firm’s achievements and strengths, which may not feature in the submission but is still valuable to understanding the firm’s positioning. Pro tip: Schedule a bi-yearly meeting with your BD team to make sure the sector information, team and individual bios on your website are regularly updated (and time this in line with the research period!). Most firms link to website bios in their submissions if you’re listed or nominated as a leading individual – ensure it doesn’t let you down. 5. Be proactive and present in your industry Identifying and maintaining connections with your peers, intermediaries, and clients is a strategic move that can contribute to a successful submission round. Remember, the researchers speak to your client referees and other partners at your competitors (your peers). Attending conferences, and seminars, and joining professional associations and committees provide a platform to become known to your peers and establish a visible presence within your industry and adds to your market profile. It’s all about being at the forefront of their minds when a researcher asks about you, directly or indirectly. 6. Proactively warming up peers and intermediaries While attending events, and engaging with your peers on LinkedIn is a great way to boost your peer feedback throughout the year, feel free to be more direct with it too. Don’t have time or the budget to do the circuit? A successful partner we work with actively reaches out to friendly competitors and intermediaries, demonstrating the power of proactively building positive relationships within the industry. If you have a great relationship with a few of your peers, why not reach out to them directly and ask them to put in a good word for you? BONUS TIP: Get bragging! Something that law firms are consistently not great at is bragging about their achievements. Being prepared to boast more about your firm is a fantastic way to boost peer feedback. It’s not uncommon for exceptional firms with impressive clients and matters to fall short in rankings due to a lack of market feedback or visibility. The correlation between market visibility and ranking outcomes underscores the importance of actively showcasing your firm’s accomplishments. Make sure you are sharing your success stories, notable cases, and significant milestones – shout about how great you are throughout the year! The success of your legal
Why follow-up is often more important than the activity itself
If we could train lawyers on one thing, it would be the importance of following up (and being unashamed about it). It’s so often overlooked in favour of the next opportunity, usually before the lawyer has capitalised on the first opportunity, and if left unchecked, it will result in BD burnout (and not a lot of work). An example: You meet an interesting person at an industry event. You hit it off and agree to follow up in due course about some of the things you discussed – they had a specific issue that falls right in your wheelhouse. You mark the event as a success – it generated at least one opportunity. A few days later, you send a tailored email referencing some of the things you discussed and suggesting a call to work out how you might be able to help. You don’t hear back. You feel uncomfortable and wonder whether you had your wires crossed; maybe they weren’t really interested in your services? Maybe they looked you up and weren’t impressed by your website profile? Maybe they no longer have an issue and don’t need your support. You leave it, thinking, ‘If they’re interested, they’ll get in touch’. The chances are they won’t get back in touch. Because they’re busy, not because they’re not interested, don’t need your services or weren’t impressed by you. Think of how many times you’ve forgotten to respond to a loved one or a close friend – the most important people in your world. It’s only natural that potential clients are equally as busy and distracted. A wise person once said to me: ‘we are shepherds of the whole process’. Follow-up is a bit like a muscle that needs to be worked before it becomes accustomed to certain exercises – the more you do it, the more natural it will feel. It will likely feel uncomfortable at first, as if you are bothering the other person, but trust me when I say this is how business is done. How to nail your follow-up: The easiest solution is to book in the next interaction before the first one is finished. Agree on when you’ll speak next and send the appointment straight afterwards. If not: Add the contact on LinkedIn if you haven’t already with a personal message Diarise to get back in touch after your first contact, a maximum of 7 days later Set aside a couple of hours – email, send a message on LinkedIn or pick up the phone If you’re feeling particularly uncomfortable, spend some of that time researching the contact’s industry and come up with something in your armoury e.g. a useful report (I particularly like to use LinkedIn for this – using it to source something to reference such as ‘I saw you were at [x] last week, I couldn’t make it’ etc) Do this at least one or two more times, leaving more time in between each follow-up I usually recommend three follow-ups, more if one was sent during half term/summer/Christmas It’s as simple as that. Instead of focusing on your own narrative or limiting beliefs, send that follow-up – you have nothing to lose and everything to gain. I often say to the partners and associates that I’m working with that I’d rather them do one thing well with strategic follow-up than five things without any follow-up; it’s where the magic happens ✨
Strategy means saying no
“Strategy is deciding whose business you are going to turn away.” “If you never say “no,” you will just be one more undifferentiated firm, trying to do a little bit of everything and…will almost certainly be superb at none of them.” This week we’re talking about the “Strategy means saying no” article by David Maister. It’s an oldie but a goodie, and is still as spot on today, as it was when it was written. You can read the full article here – it’s brilliant. But here’s our take. Most law firms want to have that thing they’re known for, in fact, it’s essential in today’s super competitive market. Maister suggests that to achieve this, you can’t (and shouldn’t!) try to be good at everything at the same time. It means deciding what you want to be known for and what type of clients you want to be working for creating an actionable strategy around this. The article suggests that saying “no” to some opportunities that don’t fit your focus is okay. More than that, it’s encouraged. It might seem hard, especially when you’re starting or if someone offers you a lot of money, but it’s crucial for building a strong and unique reputation. How does this translate to you? It’s about understanding that being really good at something specific is better than trying to do everything for everyone. It’s about finding your competitive edge in a seriously competitive landscape. It’s about not taking on every enquiry that comes in, rather focus on those that relate to your niche and keeping track of how well you’re sticking to your plan. It’s about making sure everyone in the firm understands and supports the strategy. It’s also about building a brand. Practical pointers Embrace your niche: Choose a niche, a focus area, and/or a target client and actively seek opportunities that align with it. Choose relevant events: Choose a few conferences or seminars that are relevant to your focus and prepare for them. Write and speak strategically: Grab opportunities to write articles or speak at events about your focus area and avoid unrelated topics. Optimise your LinkedIn profile: Build a focused network related to your expertise, engage in relevant conversations and post regularly. Be selective in your connections to build a network aligned with your expertise. Practice mindful networking: Attend events purposefully, avoiding excess networking for the sake of it. Decline unaligned work (if you can) and start referring: Politely say “no” to work outside your expertise, maintaining focus on your strategy. Have someone else in mind to refer the work to internally (though we know there isn’t always a choice in the matter!).
What does it mean to be a ‘thought leader’?
Thought leaders are the go-to sources for fresh research and insights, reinforcing their sector leadership. It’s about being the first firm the company thinks of when they have an issue, about returning to you repeatedly, and referring you to others because they know you’re the best in the business. Establishing yourself as a thought leader is a fantastic way to demonstrate your legal and commercial expertise, and build your personal brand, while attracting exciting opportunities and work – which is essential to career progression. It’s not something that happens overnight, it’s built over the course of a career. For associates, it’s about putting in the groundwork now so you can capitalise over the next few years. For more senior lawyers, it’s about making the most of your expertise and network to win more work.
Unlocking the secrets of rainmaker partners: the Activator approach
The legal profession has shifted dramatically. In today’s highly competitive environment, lawyers are expected to possess a broader skill set. It’s now not only about legal acumen but also demands a level of business savvy. Business Development (BD), once viewed as an optional task if time allowed, has become an indispensable aspect of the job. In fact, the BD approach taken by both current and future partners holds the key to unlocking fresh opportunities and driving revenue. Lawyers and law firms alike must embrace this shift in mindset. Those who invest not just time, but also resources into BD, are poised for success in this evolving legal landscape. A recent in-depth study conducted by DCM Insights, as featured in the Harvard Business Review, delved deeply into the habits of rainmaker partners. This research provided illuminating insights into the specific behaviours that distinguish successful partners in the modern legal world. The research The study identified five distinct partner profiles, each with their unique approach to business development. While each partner exhibited traits of multiple profiles, they excelled in one. It’s absolutely fascinating and no matter your role in a law firm, whether you’re a lawyer or a BD exec, you’ll undoubtedly recognise these traits from the partners/lawyers in your team/firm. So, what are the five partner profiles? The five partner profiles 1. The Activator An activator is proactive in building networks, converting prospects into clients, engaging on platforms like LinkedIn, organising events, and fostering connections across the firm. 2. The Expert The expert is a reluctant networker. They’re often reactive in their BD approach, relying on their expertise to attract clients. 3. The Confidante The confidante is the trusted advisor lawyer, who has a small group of loyal clients, handles all the work they bring in personally, and is reluctant to share it with their team or to cross-sell to other departments – they want to keep control of the relationship. 4. The Debater The debater is opinionated and they seek to challenge clients’ perspectives and reframe their thinking to create unique differentiators in the market. 5. The Realist A realist partner is transparent, honest, and pragmatic, managing client expectations realistically. Which partner profile achieves the best outcomes? The research showed that partners falling within the ‘activator profile’ – those who proactively build networks, actively engage with clients, and create meaningful connections – outperform other profiles regarding performance and revenue. Interestingly, partners in law firms are heavily weighted toward the confidante profile. Yet it’s the experts and confidantes that are most likely be be in the low performers category, indicating room for growth within the legal industry. Of the high-performing partners (in terms of revenue and performance), the majority were activators, while the lowest-performing bracket contained very few activators. Times have changed, and while some clients may still routinely go back to their existing firm based on familiarity and long-standing personal relationships, many are now reevaluating and instead want to choose the best provider. So, adopting some ‘activator’ behaviours is essential. How to become an activator partner 1. Commit Don’t let your day job overshadow your BD commitments. Dedicate specific time to your business development efforts and structure that time purposefully. We recommend starting small. Commit to 15 minutes a day for networking activities. Be specific and actionable, like engaging with three new connections on LinkedIn every Monday and following up on business cards from events on Wednesday. 2. Connect Set goals for making new connections and attending relevant events. Following up after events is crucial and using LinkedIn to do this is often a great way to do this. Sending a quick follow-up message post-event is a great start. Look for opportunities to connect your clients with colleagues who can add value to their businesses. Make introductions that matter, demonstrating your commitment to their success. For example, if a connection has recently moved to your city, offer recommendations and support, building the connection beyond the professional sphere. 3. Create This is where you start to ‘activate’ the network you’ve created – and it’s all about being proactive without being salesy. A good rule of thumb is to try and help them personally, introduce connections and assist others genuinely without the expectation of getting new work. This could include proactively bringing relevant information to your clients and checking in with them regularly, sharing articles or news stories that might be of interest, and offering to discuss them further over Zoom or coffee. Becoming an activator partner requires commitment, active networking, and a proactive approach to client engagement. By following these steps and embracing the activator mindset, you can elevate your business development efforts and create a positive impact on your firm’s growth. But what about the firm itself? BD and networking isn’t something taught at degree level or as part of the training process so it can’t be expected that all lawyers are born networkers – but it is absolutely something that everyone can be taught. Firms must invest in BD training, enabling activators at every level and for the best results, As with most things, practice makes perfect so starting at the associate level makes for fantastic future activator partners. Thinking about how the firm structures events to encourage meaningful conversations, how it rewards activator behaviours, and creates a healthy organisational culture that supports proactive networking are all things that can help foster a community of activators, driving success in the competitive legal landscape. Need help on putting this into practice? Feel free to reach out to us for support and guidance.
Finding networking overwhelming? Try these 5 things
Keeping in touch with and nurturing relationships with clients, intermediaries, and other connections, is a key first step to building your personal brand. Yet so many junior lawyers find it tricky. Networking often isn’t everyone’s cup of tea, particularly when mixed with billable hours and a heavy workload – but it’s an essential element to your career progression and it doesn’t have to be a chore. Junior lawyers often shy away from networking, assuming they’re too junior to establish meaningful connections – we’ve all been there. However, this couldn’t be further from the truth. Imagine this scenario: you’ve attended an event, spoken to someone interesting and taken the first steps to build your network. The common mistake associates make (including myself in the past!) is considering the event as a completed task. However, this is just the beginning. A partner once told me that the juniors you interact with today, are the directors, partners, or senior managers of the future. Hence, engaging in conversations and nurturing these connections from now on is so important. So don’t be put off. As an associate, you’re not just creating contacts; you’re forging relationships with potentially exceptional individuals. Don’t let your junior status deter you from staying in touch. The beauty of networking lies in its unpredictability – you never know when a relationship might prove invaluable. Just like with any skill, networking becomes significantly easier when you understand it. So, let’s explore some effective and practical methods to help you maintain these connections and expand your legal network further. 1. Drop an email Email remains one of the main ways, along with LinkedIn (but more on that below!), to communicate with others in the professional world. Here are a few tips on keeping in touch via email. Personalise Your Messages This seems obvious but it’s so important to send out tailored messages to your contacts and avoid generic emails at all costs. You want to show that you’re interested in the relationship, while also displaying a bit of personality – of course, be professional, but don’t be afraid to be friendly and personable. Forging personal connections is every bit as vital as nurturing professional ones. Always Follow Up After attending legal events or meetings, send a thoughtful follow-up message via email or LinkedIn. Many people will send a connection request and leave it there, but sending a personalised message is so much more memorable and sets you apart from the crowd. It doesn’t have to be chapter and verse, just that it was great to meet them, thank them for giving an interesting session, ask a question, or mention a topic that you both got talking about at the event to keep the conversation going. If you want to contact them in future, this will make it feel so much more natural and easier for you. 2. Get savvy on socials Social media platforms are more than just cat videos and memes; they’re powerful tools for networking. And when it comes to the legal sector, LinkedIn still reigns supreme. First port of call: LinkedIn LinkedIn is your go-to platform for building your legal network. Ensuring that your LinkedIn profile is up to date, and highlighting your skills and expertise is essential to keeping in touch with your contacts. Remember, if you’re new to LinkedIn, don’t go too wild. Keep your connections relevant – colleagues, clients, intermediaries, and other legal professionals relevant to your sector. You don’t need to (and shouldn’t!) connect with everyone that requests to do so. Some great ways to keep in touch with your network are by sharing insightful legal articles, commenting on industry news, and engaging in meaningful discussions by commenting on and sharing posts. If you’re unfamiliar, or possibly more likely, nervous about using LinkedIn, start small. Share a post once a week (this could be a post shared by your firm – not something you’ve prepared). Also, put aside 15 minutes a week to have a look through your feed to comment on and like a few posts. You can build from there. This not only keeps you visible but positions you as a trusted voice in your field. Stay informed on X While LinkedIn is best for forming connections and building a network, X (Formerly Twitter) can be your window into the latest legal developments and trends. Following legal news accounts, law firms, and influential legal professionals can help you stay in the know on relevant and recent legal events and changes – it’s a great place to find inspiration for a blog article or a LinkedIn post. Retweeting interesting content and joining discussions using relevant hashtags is a great way to position yourself as an expert in the field. 3. Arrange Face-to-Face Meetings In-person networking events are like gold mines for relationship-building in the legal world. Attend conferences and seminars Your targets for the year will likely include attending relevant conferences and seminars. So why not make the most of them? Events offer excellent opportunities to meet like-minded professionals and potential clients. Tip: Don’t collect business cards and store them in the drawer of your desk, never to be looked at again. Get in contact with them the following day and send them a message. For more promising contacts, float the idea of going for a coffee to further cement the relationship. Join a networking group Local networking groups, like the JLD or those more specific to your practice area, are treasure troves of networking opportunities within the UK legal community, not to mention good fun! You can connect with experienced solicitors who can offer valuable insights as you navigate your career. Tip: Use these gatherings to build your networking confidence, without the pressure of clients attending. Arrange your own event Consider organising your networking events or workshops. This not only establishes you as a leader in your field but also allows you to invite professionals you’d like to connect with. Hosting events is a proactive way to expand your legal network and showcase