Directories 101: Five mistakes to avoid with your legal directory referees
Legal directories can play a huge role in establishing a law firm’s reputation and sometimes in its ability to win new work. There are three key components to a successful directory submission – comprehensive work highlights, referee feedback, and market feedback. This post will focus on referees, which is often a neglected element of the submission process, but one which can have a big impact if you get it wrong. 1. Not including enough referees (or too many) It’s important to remember that the limit for Chambers & Partners is 20 referees, and there is no limit for the Legal 500. If you choose to include more than 20 referees for Chambers, you run the risk of these referees not being contacted. This is a wasted opportunity – don’t take that risk. While there is no limit on the number of referees you can include for The Legal 500, be careful here – listing every contact who could comment on you reduces the chances of you having new/fresh referees for the next submission round (see point 3 for more). 2. Not being strategic about the referees you put forward In an ideal world, you’d put forward the CEO or the GC of the most prestigious companies you’ve worked with over the past 12 months, but sadly, that often isn’t the best approach. The most senior people are usually the busiest – even with the best intentions, they often don’t have the time to respond. Remember that detailed and positive feedback from someone more junior is better than no feedback at all (and listing the name of someone senior but who didn’t respond doesn’t have an impact). The most important thing to consider when you’re making your referee selections is that they are willing and able to give positive feedback. This might mean that instead of a general counsel, you choose the assistant general counsel, or instead of the most senior barrister in a set, you choose a junior or a clerk. 3. Overusing or reusing the same referees If you choose to use the same referee twice per year (in February for Chambers and March for Legal 500 for example), you run the risk of causing ‘referee fatigue’. This is where the referee either incorrectly presumed they have answered one or the other directory (when in fact, they haven’t), or they’re simply just tired of the process and don’t respond. Maintain a list of potential referees throughout the year, which you can then review ahead of deadline day. Try to ensure that you have a good number of new referees when you compare the two referee spreadsheets. 4. Not asking permission in advance One of the biggest mistakes we see partners and associates making when compiling their referee spreadsheets is just adding the details of clients or intermediaries without asking their permission first. It seems obvious, but you don’t want the email or call from the researcher to be a surprise to your referee; this can damage the level of trust between you and your contact, and it means that they might not be sufficiently prepared to give the best response possible. Have a template email asking permission from your referees stored in Outlook, and make sure you send that email out before the referee spreadsheet is uploaded on deadline day. It should go without saying that if you don’t receive a response, don’t use that referee. 5. Not warming up your referee It’s equally important that you remind/forewarn your referee that the researcher’s email or call will be coming in the next couple of weeks. At this stage, you can usually also provide the referee with the researcher’s details so your referees are able to look out for the contact. This significantly reduces the chances of an email or call being missed or going into the junk folder. Bonus: Not using the directories as an excuse to develop a relationship with your client The vast majority of people you’ve listed in your referee list will be a client or a potential referrer of work. Not only do they deserve an email saying thank you for the effort they went to, but it is also a great opportunity to continue a conversation or strengthen a relationship. View this as a business development tool, not just a tick-box exercise. If some of these mistakes feel familiar, you’re not alone! The legal directories process can be painful and time-consuming – drop us a line or book a call to find out how we can help. Read more from our directories series here: Four foundational steps you should never skip when compiling a submission.
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.
Directories 101: Four foundational steps you should never skip when compiling a submission
Whether you’re an associate, a partner or in BD/marketing you’ve likely spent more than enough time working on your team’s legal directory submissions and understand the importance of the Legal 500 and Chambers & Partners. These directories can play a crucial role in showcasing your firm’s expertise, and a leading individual ranking can significantly impact an individual’s career. Here are five steps you should never skip when pulling together your submission. 1. Understand what the researcher/directory is looking for Before you even begin the submission process, take the time to remind yourself of the criteria that the directories use to evaluate firms and individual lawyers. Each directory has its own unique set of guidelines, and it’s essential to align your submission with these criteria. Read through their guidelines carefully, and make sure you address all the relevant aspects they’re looking for, preferably before you agree on which matters you’re going to include. For example, don’t disregard a matter because the value is low – remember that complexity and context count too. Even if it’s a small monetary value, if it was instrumental in helping your client’s business, it’s worth including. 2. Showcase your expertise and achievements (without overdoing it on marketing speak) When it comes to the submission, don’t be modest. The researcher will be reviewing tens of submissions for the same practice area, so make it stand it out and make it count. Highlight your achievements, successful cases, and areas of expertise, but without relying too heavily on what we call ‘marketing speak’. We recently interviewed Simon Christian and Al Marsh at Chambers & Partners and overuse of marketing speak was one of their top gripes. An example: “we are 100% committed to our clients’ best interests” (as opposed to what?) – look at your content with a critical eye, make sure to add context, and provide specific examples that demonstrate your team’s capabilities. Use metrics and data wherever possible to substantiate your claims. Remember, the more evidence you can provide, the stronger your submission will be. 3. Be smart about your referees Client and referee feedback is gold – it’s near impossible to be promoted without it. There is so much to say about referees that this will be a dedicated article on this topic later in our series. In short: collate a list of potential referees well before the deadline (preferably throughout the year) so it’s not a last-minute scramble. Make sure all your leading individuals have sufficient referees (don’t fall prey to politics), and be sure to obtain their permission to use their feedback in your submission. 4. Keep it concise (and remember the researcher is a layperson) While you want, and often need, to provide comprehensive information, it’s crucial to present it in a clear and concise manner. Legal directory researchers see hundreds of submissions to review in one submission round, so make their job easier. Remember that while the researchers go through intensive training, they often come from a non-legal background. Littering your submission with legal jargon isn’t going to impress them without content. Review every matter with a critical eye – for teams with BD support – do they understand why a matter is important? If not, consider how it can be rewritten. Interested in finding out what else Simon and Al from Chambers said about how associates can get ranked? Sign up to our newsletter. Feeling overwhelmed by the directory process? Get in touch for a chat with Gemma. Keep an eye out for the next instalment of our series, focusing on mistakes to avoid with your referees.