Making the jump to partner | Matthew Briggs, Irwin Mitchell
This month, we chatted with Matthew Briggs, a Partner at Irwin Mitchell. Matthew first made partner in 2021 at private client consultancy firm The Burnside Partnership before joining the IM partnership in 2023. During his career, Matthew has worked at leading global law firms and spent time in top-ranked London and regional private wealth teams. Matthew shares his story and tells us how he made that all-important jump. Reflecting on your journey to partnership, did you always know you wanted to become a partner? How did you know you were ready? Yes, I did always know and had the goal of partnership in mind when progressing through my career. There have naturally been bumps in the road, but you learn from experience and hard work pays off. I got to a point where I felt confident in that step up to partner, and partly this was because of success in BD. I started to build my network early on and therefore had relationships I could rely on. How has your approach to leadership developed as you have worked your way up the legal profession? Leadership is so important, and I realise, when looking at my career to date, how influential leaders are on your own behaviours. As a partner, you cast a shadow and it’s vital to keep this in mind. Being a successful leader requires confidence, but also self-reflection, and there will be times when you don’t get it quite right. But understanding the environment in which you’re leading, and the people in it, is crucial. At GFC we talk a lot about how being a successful lawyer is all about building relationships. Can you tell us how you built your client base, and what strategies/activities you have found most effective? I started networking early on, when I was a trainee, to build relationships at an early stage. I’m still working with the same clients and contacts from that time, which is so rewarding. I pushed out of my comfort zone with the BD, and it soon became the norm. It’s important to build BD into your day, and this can also include internal networking within your firm. Know your USP, so you can effectively market your expertise. Do you think there’s a winning ratio of managing existing relationships vs targeting new clients? I think it depends on the area of law. In private client, we work with families on dynastic planning and so there is longevity in those relationships – but of course, you can’t take this for granted and must invest time in maintaining existing relationships if you want to stay in the role of trusted adviser. It’s also important to feed the pipeline, which involves going to market and growing new relationships. It’s a balancing act, but there is value and reward in maintaining your existing client bank. BD is all about building relationships, including with your colleagues, and you won’t be as effective at it working in silos. What have you found the biggest challenge of becoming a partner and how have you tackled it? There are only so many hours in the day and you can’t do everything! Don’t take too much on. It’s easy to overload yourself with activities, especially when you are new to a firm. I soon learnt to be more assertive with opportunities and that it’s ok to say ‘no’. I was reminded that partnership is a marathon, not a sprint, so pace yourself and make what you do count. Also, it’s important to communicate with and take counsel from senior leaders around you who have been in your shoes as a newly appointed partner. There’s a lot to be gained in learning from their wisdom. What are your thoughts on effective business development and how has your relationship/attitude to BD evolved during the course of your career? You need to take a focused approach to BD or otherwise, it can be too scattergun. If you end up spreading yourself too thin, you won’t yield as much success, even though you will still be working hard. I have never underestimated the importance of BD, but it took me a while to learn how to be smarter at it. As I’ve developed my own specialisms, it’s been important to know my colleagues’ USPs (and for them to know mine) to spot opportunities. I’ve come to appreciate the value of the internal network. Going to market with my colleagues works well so the audience can see the breadth and depth of our expertise. Knowing (and believing in) your ‘value add’ is really important here. Do you have a personal BD plan? Yes, I have a BD plan, which I keep under review and regularly discuss the outcomes with my own line manager and other colleagues to ensure that as a group, we are spotting opportunities for one another and therefore maximising the impact of our own BD activities. In such a competitive market, BD is more impactful if you have a plan that capitalises on a skillset or approach that sets you apart from others. But be collaborative – BD is all about building relationships, including with your colleagues, and you won’t be as effective at it working in silos. Is there anything you wish you’d known earlier or done sooner before you started on the path to partnership? It’s OK not to know everything and there is a real strength in being honest about this. Success as a team can be delivered through the blending of skillsets and so be truthful about what it is you can and can’t do. You’ll earn the respect of others this way. If you had to give one piece of advice to associates looking to progress in the next 12 months, what would it be? Build and maintain relationships, within your firm and outside of it. Those are the personal connections you will need as you climb the ladder. And help others climb theirs – the legal world is surprisingly small, and reputation is
‘There are outside counsel freebies? #mindblown’
It’s time to talk about value-adds Value adds is a phrase that rears its head at two, possibly three, key moments in the client lifecycle: 1) during the pitching stage and 2) when you’re pitching again, but this time it’s about pulling out all the stops to try and hold on to a potentially unhappy client. The savvier firms and teams also assess this when a client ticks a certain number of boxes and is added to a key client programme (of which we are big fans and would encourage more firms to implement). We recently supported a client on a defensive tender where one of the procurement-type questions asked about the value adds the firm can offer the client. It got us thinking – what do clients really want? With some help from the fabulous Sarah Irwin, former GC and founder of ITGC, we conducted a survey of 100 GCs and buyers of legal services to find out what value adds (or as they put it, ‘freebies or perks’) they valued the most from their outside counsel. The results were surprising, to say the least. What instantly became clear were three things: Clients want ‘counselling’ Being a sounding board for your clients, giving them the opportunity to discuss whatever issues, stresses, or successes they want to cover, is a critical free service clients want and need. Some called it a ‘five-minute thumbs up/ thumbs down call’, while others said just knowing that they could pick up the phone and talk things out with their lawyer was the reason they still instructed them. Time ‘off the clock’ is something we do see in pitches, but never phrased in a way that really speaks to the client – i.e. counselling. There is still a place for educational content Content such as law updates and CPD came in second. We have seen this offered for many years, and clearly, there is still an appetite for it. That being said, the feedback we’ve heard from clients is they are sometimes inundated with law firm newsletters, and the differentiator can be the lawyer taking 5 minutes to summarise the key issues of interest to the client and why they should care. Too many clients weren’t even aware that ‘freebies’ were even a thing This one speaks for itself. Value adds have become the norm – a standard part of a relationship between law firm and client. If you’re not offering them you can be sure that your competitor is. Put it into action Ask yourself: what value adds or freebies are you offering to your clients? Have you ever asked their feedback on what you’re offering? What do they really want? Don’t score an own goal – ensure that those who should receive your communications are receiving them. This one is too easily done, but also easily fixed Don’t really on the firm’s comms to do your job for you – summarise the article with the points your client needs to know Pick up the phone – make it clear that if your client needs to talk things through they can do it with you (not your competitor)
Short on time? 6 quick BD tips that won’t eat into your chargeables
BD is often ruled out or put off by busy lawyers because it’s seen as too time-consuming. Don’t get us wrong – it can be – writing articles takes time, speaking at events (if you include the prep time) takes time, and preparing a bespoke training for a key client takes time. When done well, though, BD doesn’t have to be hugely time-consuming and it can still reap rewards. Here are some quick wins if you’re tight on time but still need results: Active on social media? Check the engagement on your most recent posts – are there people in your target market who have liked or commented on your post, or even better connected with or followed you? Drop them a line to say thank you and start a conversation. (NB: We win 20% of our new business using this method alongside our content. Remember, BD is all about building relationships; don’t sell, just be interested and genuine.) Get someone else (a BD professional) to do a client listening interview with three of your key clients (tip: part of the conversation needs to be about opportunities and the client’s future plans) Check your CRM list for lapsed or quiet clients you haven’t spoken to for 6 months. Contact them to see how they’re getting on – you’d be surprised how often this prompts someone to instruct you or ask your advice on something that’s been sitting on their desk for a while. Ask your best clients for a testimonial or, better still, an introduction (hint: if your relationship is as strong as you think it is, this shouldn’t be uncomfortable). Don’t just file the testimonial in your inbox – share it: LinkedIn is a simple yet easy way to shout from the rooftops about how good your client service is, and it gives you the opportunity to share more about the project/matter/client if confidentiality allows. Check your firm’s recent publications, tools and initiatives – is there anything that might be useful for your clients or prospects? Pick up the phone or send a ‘saw this and thought of you’ email and explain why you think this might be useful to them – keep it brief and full of value – what does it do for them that they don’t already have? Ask your best intermediaries for a referral (tip: someone needs to keep track of what you’ve sent out and what you’ve had back in). Clients are much more likely to buy if they’ve been referred and come with the seal of approval. Our advice to lawyers is to always focus on the output of their activities and keep the input consistent. But don’t worry—if you’re not spending three hours a day on BD, you can still get results. In as little as 30 minutes a day, you could move the dial on your practice. If you’re looking for other BD best practice tips, check out our monthly newsletter Trifecta, which offers simple and actionable advice to lawyers.
How to stand out and succeed on LinkedIn with Sarah Ouis
Q&A with Sarah Ouis founder of Law but How? This week, we chatted with Sarah Ouis, a former in-house counsel turned LinkedIn trainer and lead generation expert. Sarah helps legal professionals build and scale a qualified audience, and show them how to turn them into paid clients through LinkedIn. Sarah’s clients have achieved remarkable successes, from landing first clients to industry awards – I (Gemma) should know, Sarah helped me build my pipeline from 0 to becoming fully booked for 6 months. If you’re a legal professional ready to leverage LinkedIn effectively, Sarah is your guide to stand out and succeed. Tell us a bit about what you do and why you’re different to the other LinkedIn experts out there. I am fortunate to be training associates, partners and law firm owners on moving away from being just a technician of the law to adopting the rainmaking mindset. That is, learning how to generate demand for what they do. I used to be a buyer of legal services when I was a General Counsel and that’s probably my biggest differentiator. I am an ex-practising lawyer and I know that legal professionals need a lot more than ‘tactics & templates’ to be successful. They need to embrace the idea that marketing & BD is not a nice-to-have and divorce from the exceptionalism mindset where a law degree used to suffice. I am committed to deeply transforming their approach to marketing which often consists of dinners, referrals, awards and soul-crushing legal articles. Should lawyers of all levels be actively using LinkedIn, or is this reserved for senior associates or partners, for example? I certainly started using LinkedIn when I was an in-house counsel and had no intention of monetising my audience. It expanded my network and gave me incredible opportunities. So I would say that this activity is not reserved for senior practitioners at all. I think what will change is the way it is used across the spectrum. More junior lawyers will probably focus more on finding their own voice and starting a network. Where more senior lawyers will be more intentional about attracting clients and building a pipeline What are some common mistakes lawyers make on LinkedIn, and how can they avoid them/rectify them? Where do I start! Here are a few: Not leveraging their personal LinkedIn page and relying on their corporate pages / law firm marketing activities. It is a mistake for 2 reasons: The algorithm rewards posts by individuals 5-8x more (I also ran the test myself) People buy from the partners / founders / associates, less so the corporate brand (unless you are one of the big ones that gets hired for high-stakes cases). Case in point, how many clients actually follow the company page updates vs being just connected on LinkedIn with their main point of contact. Posting soul-crushing updates. Being “thrilled and delighted” to complete the sale is boring and forgettable. This is a social platform where personal experiences, stories and opinions stand out a lot more than safe updates that do not move the needle. Thinking that you do not have to sell. To get, you need to ask. You need to become a go-to for what you do, but this is not enough if you want to land paid enquiries. You need to promote your services, how you help your clients, share war and success stories alike. It is more comfortable to assume that people will just reach out when they need help. But sadly they don’t. Oftentimes, you need a trigger. Talk about your services 20% of the time. From what we know of LinkedIn there are some golden rules for creating content that resonates with your audience – what would say they are? You need to speak to the person you’re trying to attract. And that person cannot be an abstract avatar in the likes of ‘anyone and everyone that may need legal services’. It has to be someone that looks like your ideal client profile. For example, European-based GCs of medtech companies. You have to speak about things that are relevant to them. Not any and all legal updates in life sciences for example. But more specifically to the types of challenges they’re having and how you can be a solution. Keep a 1 idea / 1 post ratio. Often lawyers have this urge of overdoing and are perfectionists. So they tend to post lengthy, meaty content that is way too overwhelming in a social media context. Linked to the previous tip, keep your posts short and actionable. Move them your audience from 0 to 1. What advice would you give to people just getting started with LinkedIn? Don’t sit around for too long trying to come up with the perfect time, plan to get started. Clarity comes from doing imperfect actions over and over again. Commit to talk about one set of topics for 3-months to start seeing patterns in your results. You’ll start seeing what resonates with your audience and what you should do more of. Just aim to speak to one category of person to start with. The people you’d like to attract. Your peers usually will come naturally to you if you post something that may be relevant to them and their clients. The magnitude of the impact and reach of your message, given the commitment, is unprecedented. How important really is someone’s LinkedIn profile for attracting potential clients and opportunities? What are the key things people should be doing to maximise them? I am yet to see anything else that can put us in front of hundreds of people at once for free, working from our comfy PJs at home. The magnitude of the impact, and reach of your message, given the commitment, is unprecedented. Years ago people used to rely on TV and Radio to reach similar numbers. Not using LinkedIn to get leverage with your message is a major mistake,
Why follow-up is often more important than the BD 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 BD 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. We often tell the partners and associates we work with that we’d rather them do one thing well with strategic follow-up than five things without any follow-up; it’s where the magic happens.
The secrets to great networking| Lessons from a networking expert
Q&A with Charlie Lawson, Professional Speaker and Networking Coach at Unnatural Success This month, we chatted with Charlie Lawson, at Unnatural Success. As a Professional Keynote Speaker and Author of ‘The Unnatural Networker’ and ‘The Unnatural Promoter’, Charlie specialises in guiding professional services firms to generate leads, grow their businesses and increase profits by leveraging the power of networking. He offers practical tips to people who find networking and self-promotion challenging, helping them build confidence and reap the benefits of their networking efforts. What is an ‘Unnatural Networker’? Someone who doesn’t find networking easy. It may seem strange to think that despite being a networking expert, I am definitely an unnatural networker. Here’s an example: when walking into a networking event, I’m always struck by the buzz and noise of people talking, and my first instinct is ‘Everyone seems to know what they’re doing, but I don’t’. I know, rationally, that others felt exactly the same when they walked in, and I also know that I’ll get into a conversation, and it will be fine. But doesn’t stop it from being nerve-wracking. It often comes from being something of an introvert, or from poor prior experience – but I love to show how unnatural networkers can not only go networking, but also enjoy it and, crucially, get results. What are some common misconceptions unnatural networkers have about networking, and how do you dispel these myths? I’ve got plenty, but let’s start with 2. Firstly, there’s the question of what networking really is. So many people think it’s about making sales – and while I do get that there’s got to be a return, it can’t be about a hard sales process. How many times have you been at an event, and someone’s tried to sell to you? How many cold sales solicitations do you receive on LinkedIn? It happens all the time. But here’s the issue: no one goes networking with the intention of buying anything – so it is literally pointless trying to sell. Instead, focus on building relationships – have conversations and get to know people. Secondly, as many unnatural networkers are more introverted, they think that they can’t network as effectively as a natural networker. I would argue there’s a strong case that an unnatural networker can actually be BETTER at it. If networking is about building relationships (and it is), then because I’m more reticent to go and talk to everyone I can, I’ll spend more time with people. This means we’ll have a better conversation, and get to know each other more – i.e. we’ll build a deeper relationship. In the end, it’s less about whether natural or unnatural networkers are better at it – they just have two different approaches. Could you share a few key strategies or techniques that our readers can use to make meaningful connections and build rapport during networking events or meetings? Yes – again, I’ve got many, but here are a couple. We’ll start with the overall approach. As we’ve already said, it’s not about making a sale. So instead, think relational. A great question to ask is ‘How can I help you?’ That doesn’t necessarily mean that you’ve got to give up your time or expertise for free – it just means be supportive in any way you can. Perhaps you can comment on a LinkedIn post of theirs, or make an introduction for them. If you help other people to get where they want to get to, they’re going to be more minded to try and help you. The other point I’ll share here is about what professionals typically discuss when networking. As it’s a business setting, it’s tempting to only talk business. Change that mindset. Here’s a great question to build rapport: ‘What do you like to do when you’ve got some free time?’ Talking about things we’re interested in makes for much better conversation (and hence better relationships), and it also throws up the possibility of there being common ground. That’s when conversations get really interesting, and you’ll genuinely bond with the other person. When it comes to networking, how should our readers balance quality and quantity to ensure they’re not simply collecting business cards? It’s one thing to make connections – it’s quite another to make those connections count. If you’re just collecting business cards (or, more likely these days, scanning someone’s LinkedIn QR code), then you’ve got to ask what’s the point? Are you going to remember them all? Are you going to do anything after you’ve connected? I often talk about the breadth and depth of your network. While it’s important that you have a wide breadth to your network (i.e. you know lots of people), much more important is how deep your network is – i.e. how well you know people. As such, reconnecting with existing contacts is just as powerful as making new contacts. What role does follow-up play in successful networking, and can you provide tips or best practices for staying connected and nurturing relationships after the initial meeting? A massive part – without follow-up, networking is literally a waste of time! Why go to the effort of going to meet people, or connecting with them on LinkedIn if you do nothing with that? My suggested follow-up process after an event goes like this – I call it 1-1-1 follow-up, which stands for 1 day / 1 week / 1 month. 1 day: connect on LinkedIn. This doesn’t just mean connecting at the event – I mean dropping them a message, perhaps referring to your conversation, and how much you’re looking forward to building a relationship. Whatever you do though, don’t try and sell to them! 1 week: reconnect on email / LinkedIn DMs. Perhaps mention one of their recent posts, or offer up your LinkedIn network (you could ask them if there’s anyone you’re connected to that they’d like an introduction to). Again, don’t sell! 1 month (or sooner): Meet for a real/virtual coffee, depending on location.
Making the jump to partner | Lessons from a litigation partner
Q&A with Lucinda Orr, Partner at Enyo Law Reflecting on your journey to partnership, did you always know you wanted to become a partner? How would you describe your progression? In my first interview for Skadden, at the end of my pupillage at the Commercial Bar, when I was asked what “my ambitions were”, I was stopped halfway through my waffling answer by the interviewing Partner – who said: “The answer is simple – Partner”. At that moment, I knew he was right. I did want to be a Partner (even though I had not even started yet!). My progression thereafter was steady as opposed to stellar, probably because I was not very pushy about it – expecting my good works to be observed and noted, as opposed to shouting about them… Luckily, it was noticed in the end! How did you know you were ready to become a partner? I knew I was ready to become a Partner when I was regularly securing my own clients and running my own cases. Nominally, there needed to be a Partner attached to a matter, but often they did nothing at all, and I was taking all the strategic decisions and dealing with the clients directly. How has your approach to leadership developed as you have worked your way up the legal profession? Even as a very junior associate will manage legal assistants or document review teams. As you progress up the legal profession, you need good managers below you, managing the teams below them etc., and so trust is absolutely key. My approach to leadership has, therefore, also had to adapt to be less hands-on and micro-managing – you simply cannot be over all the details when you have multiple large cases on your hands. Instead, you have to make sure that you are giving clear directions and instructions so that the team can run elements of the case, as needed, but with oversight and guidance – but without hand-holding. It is also important to appreciate what exactly you are asking people to do and be grateful for their commitment. Litigation is very much a team effort, and every link in the chain needs to be pulling in the same direction. A really good leader, I believe, is always making sure all the links in the chain are secure and happy workers. At GFC we talk a lot about how being a successful lawyer is all about building relationships. Can you tell us how you built your client base? Clients can come from literally anywhere. I have had client referrals from former colleagues, former opposition solicitors, barristers, spouses of friends, friends of friends, people I sat next to at dinners, people who have found me online from articles I wrote… I suppose the takeaway is to always be charming, credible and memorable. There are tons of good lawyers out there – find a specialism and own it. What have you found the biggest challenge of becoming a partner and how have you tackled it? Clients who refuse to take your advice. It is extremely frustrating and I use all my powers of persuasion to bring them around – but in the end, if they want to pursue a certain strategy, even if it is suicidal for the case – your job is to ameliorate as much as possible. In some ways, it makes you an even better lawyer as you are being handicapped by your own client! It is like fighting with one arm tight behind your back – you need to be even more inventive!! Back yourself. Exude confidence (as opposed to arrogance!). This is your time. AND if it is not your time, it will be your time soon. What strategies/activities have been most effective for you in building your client base? The activities that have been most effective for building my client base are getting out there – you need to be seen in person and in print. You need to attend drinks parties on cold winter evenings; you need to get up early and go to networking breakfasts; you need to go to seminars and conferences – and even better – get a speaking slot at one! What are your thoughts on effective business development and how has your relationship/attitude to BD evolved during your career? Initially, I would dread drinks parties in particular… People don’t believe me – but I promise I am naturally quite shy… I now love them – a room full of interesting new people to meet!! Listen to people, but also be memorable too (for the right reasons!) and follow up on LinkedIn/email afterwards. I recall a female Partner when I was much younger saying you needed something to stand you out from the crowd – her thing was an elaborate auburn chignon – I think mine might be my stupendous jewellery collection (move aside, Brenda). Do you have a personal BD plan? I know I could do better at having a BD plan. There are people who schedule to meet up with people / check in with them in 3 to 4 months, but mine is more organic. I think – “oh I have not caught up with that person in so long”, and then I email or phone. I do plan out the conferences I am going to attend during the year though. You do have to invest in attendance over multiple years to really reap the rewards of some of the bigger gatherings. Is there a winning ratio of managing existing relationships vs targeting new clients do you think? Keep up with people regularly – be it existing relationships or people you have only just met – breakfasts, lunches, dinners, coffees. Everyone needs sustenance, after all! Even a Zoom chat is better than nothing. Are there any particular resources or tools you have found helpful in building your practice? The International Bar Association Annual Conference has not only brought me lifelong friendships; and travel to interesting places I would likely
How to set up your year for success
Q&A with Kerry Jones, Executive Coach for Professional Services and Founder of Kerry Jones Coaching Hi Kerry, Happy New Year! We are so pleased to have you on Trifecta. As we step into the new year, many of our readers will be getting into goal-setting and action plans. From your perspective, is this a crucial step? If so, where should they begin? I am a huge fan of goal-setting! The saying “If you don’t know where you are going, how will you know when you get there?” is so true. If you take the time to choose meaningful goals, they will motivate you to achieve more than you could ever have imagined this year. Naturally, at this time of year, many of my coaching sessions cover goals – income targets, achievements, and changes. When I was in the corporate world, the S.M.A.R.T. goal-setting model was emphasised but this never resonated with me and I don’t use it with my clients. Instead, I believe that the ‘gold’ in effective goal-setting lies in asking yourself honest, fundamental questions about what you truly want. And sometimes this can be the hardest question to answer! With no fear of judgement, ask yourself; do you want more money, more flexibility, more challenge, more peace or maybe something entirely different this year? And importantly, why do you want that? What difference is achieving that going to make to your life? Once you have understood this connection between want and why, choosing your goals becomes much easier. Goal setting can sometimes feel overwhelming. What advice do you have for lawyers to set effective and achievable goals? Firstly, being in a positive mindset makes a huge difference to how you set goals. Rather than approach the task like it’s a chore, instead view it as a fantastic opportunity to create and build a life that will work for you and your family this year. Before you can create plans, goals and objectives for the year ahead, you need to understand how you are feeling about your career or business RIGHT NOW. Completing a review of 2023 is incredibly valuable. The first exercise I do with my lawyer clients is to help them “take stock”. Take a really honest look at what went well, what you enjoyed, what you achieved. Look at what didn’t go well and what aspects of your business or role you didn’t enjoy. By enhancing your self-awareness in this way, you can take the learnings and apply them to your 2024 planning. Using your what and why as a starting point, you can start to break down your overall goal into smaller goals. I always find that a good number of goals is around 5-8. This keeps them meaningful. The goals that have come up most frequently with lawyers this month are: A financial or income target New clients – number of new clients or the TYPE of clients Existing clients- expanding the offer to service more of their needs New offer/package/proposition Networking – choosing where to network, how frequently and with whom Visibility – raising your profile (internally and externally), increasing personal brand Personal investment/work-life balance/development If you are really struggling, this is where talking with a peer or a coach can help steer and guide your thinking. Once you have a list, have a look at them and ask yourself; “Do these goals excite me? Do I REALLY want to achieve them this year?” and if the answer is yes, write them up and print them out. Place them somewhere you can see them so that they are there to encourage and motivate you every day. “Accountability is a game-changer in both personal and professional life, so it makes sense that if we really want something, we build it in”. The new year is often a time when people’s good intentions are quickly replaced with the busyness and stress of life. What would your number 1 tip be for our readers to stay focussed? Most of my clients tell me that they are so busy that they are “switched on” as soon as they wake up. This can be particularly true for parents who need to manage the breakfast/getting dressed/school-run drama with little people! Often, we can launch straight into the day without a moment to really think about what we want. I have found the most effective habit to combat this is to establish a morning routine. This allows you to show up as the best version of yourself each day. Taking time (even 15 minutes) for yourself each morning (with a cuppa!) to journal, think about the day ahead and connect with what you are feeling is a game-changer. You’ll find that you are more in control of your day rather than your day controlling you. Once goals are set, how can individuals effectively track and measure progress throughout the year? I encourage all of my clients to not only have yearly goals but to break them down into a quarterly action plan. This contains the details of what to do, each quarter, for you to achieve your overall goal. Review it each month and refresh it at the start of each new quarter. This works particularly well for those who have very busy roles or practices. One of my Partners has printed her Q1 plan and keeps it in her diary so she can update it when she’s working on a train. How else can individuals make sure that they achieve their goals? Probably the biggest success factor is accountability. As a coach, I’ve witnessed first-hand the transformative power of accountability in guiding individuals towards their goals. Just this morning, a client told me that a huge part of the change she has experienced over the last 3 months of us working together has been due to ACCOUNTABILITY. Accountability is a game-changer in both personal and professional life so it makes sense that if we really want something, we build it in. Some tips to do this
Lawyers: Why marketing alone won’t win you clients
Converting clients in the legal industry can often feel like a game of hit or miss. Competition is fierce, and new client instructions are the holy grail, yet too often, lawyers haven’t been taught how to build their own practice until there’s a pressing need to do so (i.e. bring in clients). One way to make sure you land more hits than misses is to not fall into the trap of spending too much time effort on marketing at the expense of your business development (BD). Being a successful lawyer requires so much more than a strong grasp of the law – you need to be able to bring in work and do it consistently. It’s so easy to just focus on marketing 𝘰𝘳 BD, but if you do, you can find yourself with: a) an engaged audience who aren’t warm enough to become clients, or b) immediate clients without a pipeline for the future. The two activities are definitely interlinked but play different roles in building a pipeline and client base. Here’s a breakdown of the differences, and why you shouldn’t be doing one without the other. BD: The personal touch BD in a law firm context is all about the personal touch. It involves one-on-one interactions with clients, prospects, and key contacts. Here’s why it’s so important: 1. Client-centric approach: BD revolves around nurturing existing client relationships and establishing new ones. It’s about understanding your prospects’ and clients’ needs, anticipating their legal requirements, and providing tailored solutions. Put it into practice: Schedule regular client meetings to discuss their legal needs and concerns, but most importantly, to chat with them on a human level. Listen actively, ask open-ended questions, and demonstrate your commitment to understanding and helping them with the challenges they’re facing. 2. Revenue Growth: BD efforts directly contribute to revenue growth. This means identifying cross-selling opportunities, collaborating with colleagues from different practice areas, spotting potential areas of expansion for your firm and converting prospects into clients. Put it into practice: The best place to start BD is at home (your own firm). Networking with colleagues from different practice areas is as important as with external contacts. Identify opportunities to cross-sell services to existing clients. 3. Building relationships: BD involves actively expanding your network. Building strong connections within your practice area or industry with potential clients and intermediaries is key to opening doors for new opportunities. Put it into practice: Attend industry-specific events. Follow up with new contacts promptly and consider organising or inviting them to firm events or for a coffee to showcase both yours and your firm’s expertise. Marketing: the bigger picture Marketing, on the other hand, takes a more holistic approach. It’s about creating a brand presence and crafting messaging that resonates with a broader audience. Here’s why it matters: 1. Brand visibility: Effective marketing enhances your law firm’s visibility and reputation. It ensures that your firm is recognised and trusted by a wider audience, which can lead to increased referrals and new client enquiries. Put it into practice: Start building your personal brand on LinkedIn. Share regular content and engage with people in your industry – this is a great way to showcase your expertise (and personality). 2. Thought leadership: Marketing through thought leadership trumps flyers/brochures every time – it’s a way of demonstrating your expertise rather than asserting it, positioning you and your firm as an expert. Put it into practice: Write articles or blog posts on emerging legal/industry trends and share them on your website and LinkedIn. Note: getting your article placed in an external industry-focused publication will always have more impact than just publishing onto your firm’s website/ LinkedIn company page – it will reach a wider, often more engaged, audience and adds to brand credibility. Why understanding the difference matters and how to implement it Marketing sets the scene and gives you credibility, whereas BD helps you to turn it into a conversation, and in time, a relationship (and hopefully revenue). Understanding the difference matters because it gives you the ability to cover both angles, in an environment where so many do one or the other. This goes some way to giving you a competitive edge. Interested in finding out more about how to do better BD? Read our article: Unlocking the secrets of rainmaker partners: the Activator approach or if you’re more visual check out Gemma’s recent LinkedIn post here.
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.