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.
The Balancing Act: How to prioritise your wellbeing (& still be a great lawyer)
Q&A with Millie Jackson, Legal Counsel & Founder of The Balanced Lawyer Tell us a bit about your background as a lawyer and what inspired you to start a wellness business My career in law started after graduating from university and completing the LPC part-time whilst working as a paralegal. A few years later, I qualified into Commercial Litigation with a top regional firm. I loved the intellectual challenge of litigation but began to find that the adversarial ethos that defined the area didn’t lend itself well to my health. I moved in-house at the start of the pandemic and have never looked back! I love being able to give commercially focused, pragmatic legal advice and work with a diverse set of people and functions, all centred around a common goal. I took a time out in 2022 and a step away from law completely. Yoga had been an effective method of stress relief for me for some time, but I decided to embark on my teacher training to expand my knowledge so that I could effectively and safely share the practice and lessons learnt with others. In June 2023, The Balanced Lawyer was borne, where I began to share the power of yoga and meditation specifically with the legal community. TBL encompasses “all things wellbeing”. Can you tell us what ‘wellbeing’ means to you and why it’s important for lawyers particularly? Wellbeing for me is a commitment to caring for your body and mind in the most sustainable and organic way possible. From my experience, lawyers are trained to be “always on” and to operate at a hard and fast pace. This means, they have less time to think about their health, which can suffer a detriment as a result. Can you share some common signs of burnout, or of a “poorly balanced” lawyer? In my experience from working with lawyers and teaching them yoga, common signs of burn out or a lack of balance can include: Always feeling you have to have achieved something with every waking minute of your time, even on weekends Finding it difficult to relax or switch your brain off Poor sleep Imposter syndrome Stress, anxiety and depression (as well as other mental health issues) You’re a legal counsel and a small business owner – what are your go-to practices for stress management? I love a weekly run, a spin class and a HIIT YouTube work out, to boost my brain with endorphins, particularly first thing in the morning I like an early night and reading to gently wind my brain down before bedtime, with an early old fashioned radio alarm clock for my wake-up call! I keep a tech-free space in my bedroom, stay away from screens from 9pm onwards and of course practice yoga and meditation almost daily Finally, eating well and nourishing my body with food (I love food!) “Wellness, and particularly meditation, can help a lawyer to harness their own mind, before they serve their client.” Christmas is often such a busy time of year for lawyers. For those reading who might be feeling overwhelmed, what advice do you have for them? Although you may feel short of time over the month of December, now may be the perfect opportunity to build in a wellness practice to your life. Can you go to bed 30 minutes earlier and get up 30 minutes earlier to build yoga and meditation to the start of your morning? Setting yourself up with that mental and physical clarity at the start of your day will fundamentally transform how you manage your workload and approach tasks throughout the day. It is scientifically proven and you will think in a clearer and more strategic way (saving time in the long run!) Could you provide some insights into creating boundaries when it comes to attending client events and networking while managing workload pressures? Don’t feel you have to go to every event. Following the pandemic, employers seem to have (hopefully) adopted a less mandatory approach to out of work activities. Deeply understand and trust your own energy levels. Respect your own mental and physical limits and boundaries. For those tasked with organising networking events, do you have any advice as to how to make them more innovative or inclusive? The organiser of an event should aim to have actively recruit a proportionate range of attendees for the event, to ensure it is as inclusive as possible. I am a firm advocate for sober networking events as alcohol excludes people (particularly of certain faiths and religions). If the legal industry could embrace more creative and innovative ways to network (for example networking events with a holistic wellness focus for all – like TBL’s breakfast and yoga sessions) I believe the connections forged would be more diverse, wide ranging and meaningful. What do you think makes a great lawyer? How does wellness contribute to that? For me, being a great lawyer means: being strategic, analytical and being able to deeply understand the mind of your client or stakeholder. Wellness and particularly meditation, can help a lawyer to harness their own mind, before they serve their client. If you adopt a mindful approach throughout your day, you can see when emotions get heightened and where you may be entering a zone where you will not be making decisions with upmost clarity. You can then learn how to self-regulate, dial the heightened feelings down, return to a place of calm and get back to delivering the task at hand. What’s your one piece of advice to associates looking to progress their careers? When focusing on developing their legal journey, potentially towards a position of leadership, associates should find a sustainable approach that works for them. Undoubtedly, many hours of hard client work and connection forging across the business will be paramount, particularly the path towards making partner. However, if you’re trying to operate at 150mph to get there, know that this will have an impact on other areas
View from the other side | What do in-house counsel really think about law firms?
Q&A with Niki Sadeghnia, Legal Counsel at a leading teletech company Tell us, in a nutshell, what does your role as Legal Counsel look like? This is my third role as Legal Counsel now, and it’s evolved over the past years. In smaller teams, I find myself handling a multitude of responsibilities, many of which carry significant seniority. On the other hand, when part of a larger team, the role becomes more concentrated, focused, and specialised. My current role is a healthy balance of the two: part of it entails collaborating with product managers (a product manager works closely with the product development team) to draft terms and conditions for cloud products. I am currently a product lawyer; my job is to extract their knowledge about the product, the techie stuff, and then turn it to terms and conditions. I also work on operational improvement projects, which is essentially legal operations. Besides providing standard legal advice, I also engage with external counsel for their legal tech. What BD or marketing activities do you appreciate from law firms, and which are you not a fan of? Networking events can be super fun, but I must admit that I occasionally find myself growing a bit weary of the typical small talk that can dominate such gatherings. I find smaller and more intimate settings more helpful to foster genuine relationships. For example, if a tech lawyer or if a commercial department from a law firm wants to know my view on, I don’t know, cloud products and what we’re doing in that respect, reach out to me. Let’s talk about it. Whether that’s a call or, whether it’s going to grab a coffee – you know what you’re there for and what you’re trying to achieve, it’s an exchange of ideas which is valuable. I really appreciate insightful newsletters or webinars. That said, I can lose focus easily, so I don’t enjoy long (often very monotone) webinars; I prefer it when it’s brief and to the point and when the wider audience gets involved. If I’m honest, I do feel sometimes that it’s the wrong people presenting – to keep the audience engaged, you really do need to have strong presentation skills – please don’t talk at us for 45 minutes straight! I’m sure other people must think that too! What are your thoughts on LinkedIn? I love LinkedIn. I think it’s great. Most of my jobs, have been through LinkedIn. I use it and I think it’s a great way of sharing information and keeping in touch. It’s interesting to see how people’s personal brands are developing on there – I’m still new to that, but I have noticed more and more legal influencers around. I do think you have to be careful how you use the platform and your brand though; I do avoid anything that is personal or political, from a business perspective I feel that LinkedIn isn’t the right place for that type of thing. What qualities do you value most in external counsel when establishing a long-term partnership? Genuine interactions and a diverse background. As I bid farewell to one of my junior roles in private practice, one of the partners took me out for a leaving lunch, which gave us the opportunity to connect on a more personal level. This genuine interaction laid the groundwork for future collaboration. I later engaged the firm once I was in a more senior role, and I would do so again in future. I also find it important that external counsel comes from a diverse background for a few reasons. For example, I find that a lawyer who has had an alternative career path before becoming a lawyer might be more likely to understand commercial issues or realise that in-house lawyers are not necessarily always looking for legal advice but are seeking general problem-solving. I also think that diversity feeds into the way language is used, and the way advice is delivered, besides many other benefits. Having different perspectives makes legal services more effective and adds variety to the legal world. In your experience, what should associates (and partners) avoid doing when working with in-house legal counsel? One of my biggest pains is often the billing process. I really dislike receiving a generalised bill for ‘x hours worked’ with a vague description. Budgets and legal costs are important and as an in-house lawyer, I want to know what I am paying for because ultimately, I’ll have to justify it internally. Having to dig through emails or seek clarification is a tedious process and really takes up too much time. When it comes to itemisation and descriptions in a bill, more information really is more, and helps strengthen trust (or at least not damage trust) between external and in-house counsel! What is the most annoying thing you have experienced when working with external counsel (without naming names of course!)? Besides the painful billing process that I mentioned earlier, it’s frustrating when external counsel provides you with solutions, only considering the legalities and leaving out practicalities or costs. Ultimately, as a business, you need to consider not only the lawfulness of your actions, but also things such as culture, delivery, people involved/impact on the business and costs etc. Also, when external counsels’ advice is delivered in a way that I don’t easily understand. I find it helpful when someone delivers advice to you, using similar language, and in a manner that is easy to follow. What do you think makes a great lawyer? I think a diverse range of experience and a diverse background makes a great lawyer and a great legal team. There is benefit in having worked a variety of jobs or in different industries before your legal career, as it gives you a greater understanding of how businesses operate and what their priorities may be. This, in turn, fosters a better grasp of clients’ needs. For example, I think it’s quite normal in IP that patent lawyers were engineers
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.
The difference between BD & Marketing
Let’s be honest: Being a lawyer is a tough gig. Competition is fierce, and new client instructions are the holy grail, yet fairly often, lawyers haven’t been taught how to build their own practice until there’s a pressing need to do so. Understanding the distinction between Business Development (BD) and marketing is a game-changer for your career. These two disciplines may seem similar on the surface, but they play vastly different roles in the success of a law firm, and to your own personal development. In this article, we’ll delve into the nuances of BD and marketing and explain why knowing the difference is crucial for your professional growth, and most importantly, why you can’t (or shouldn’t) really have 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 BD is 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 marketing 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. Example scenario: speaking at a seminar Marketing aspects: You, your firm and the event organiser sharing details on social media before and after the event Your speaker bio in the seminar brochure Speaking at the seminar BD aspects: Sending personal invitations to 2 – 5 contacts/target clients you know would benefit from hearing the topic you’re speaking about Researching attendees beforehand and compiling a shortlist of people you’d like to meet, and seeking them out Following up with audience members who had specific questions to continue the conversation Ideally you would do all of these things – build your brand and your network.
How to make it into the directories
We chatted with Simon Christian, Global Research Director, and Al Marsh, UK Research Director on exactly what associates need to do to get that coveted ranking in Chambers & Partners. In a nutshell, how would you describe Chambers & Partners? Al: The world’s leading provider of data and analytics to the legal profession and the most prestigious and most widely used legal rankings employed by the top GCs globally. Simon: We conduct independent research into law firms around the world, and our rankings help in-house counsel select the best lawyers for their most important matters. Our research process is unrivalled in its quality, depth and accuracy, and is founded on the 70,000+ in-depth client and lawyer interviews we do every year, as well as surveys and submissions from the firms under consideration. What are the most important things to consider/include when putting in a submission? Al: The quality of the work highlights, the quality of the work highlights and the quality of the work highlights. You simply won’t get very far if you don’t have 20 impressive matters. Simon: And those impressive highlight matters also need to be supported by strong, positive feedback from your referees. What are the most annoying things law firms do when putting together submissions/referees? Al: Not including matter values when it is obvious that they could have been included (e.g., a public M&A deal); referencing any accolades, particularly those awarded by Chambers’ direct competitors; not giving ranked lawyers work highlights (this sounds so obvious, but you’d be surprised how many firms manage it). Simon: Prolixity and overuse of “marketing speak”. We set word limits on certain sections of the form for good reason. Our researchers read lots of submissions, sometimes one after another, and long-winded puffery like “we are 100% committed to our clients’ best interests” (as opposed to what?) or “we handle the most complex, high value, market-leading matters” (we’ll be the judges of that) is even less persuasive when you’ve read much the same thing in 30 other firms’ submissions already. The same goes for jargon: some may be unavoidable, but you should try always to explain things in terms that a well-educated non-lawyer can understand. What would you say are the biggest benefits to an individual or firm being listed? Al: There are almost too many to list but just a few include: recognition from an independent, trusted third party; the ability to leverage your prestigious ranking in pitch decks, social media, etc; the improved chances of winning new business and retaining and attaining top talent through your ranking. Simon: If you’re an associate looking to make partner in the next few years, a listing in Chambers is a powerful external validation of your abilities and of your standing among the firm’s key clients. It’s also something recruiters will notice… What advice would you give to an associate or senior associate who has submitted for a few years but still hasn’t been listed? Al: Ask us why. There is a myriad of reasons as to why you haven’t been successful. Don’t suffer in silence, as it might be something easily fixed. Simon: For instance, the firm might not have included you on any work highlights on the form. Or, you might not have been mentioned by the firm’s referees. We might have got some good commentary about you but not quite enough to include you this year, but which is still very promising for next year. How can individuals who have been listed leverage their ranking? Al: Shout about it! Put it on your bio, mention it on your LinkedIn, use it in pitches… Simon: A ranking in Chambers should be used to support and corroborate all your other marketing and business development efforts. It’s an independent validation from a well-known and trusted brand that tells potential clients, referrers and competitors that you really are as good as your marketing says you are. Al: … and don’t forget to learn the secret handshake that will get you into the most exclusive speakeasy in the city. It can be difficult for an associate to stand out when the partners in their team dominate a submission – do you have any advice as to how they can overcome this? Al: This is really a question for the person in charge of the submission: who do you want to focus on? With 20 work highlights to play with, you can give at least six lawyers a leading highlight each (more if some highlights are co-led). There should be room for some associates to appear on some work highlights – especially given that we expect associates to be assisting more than leading, much of the time. Simon: I’d encourage associates to make sure their specific contributions to the firm’s highlight matters are recognised wherever possible. In the matter write-ups, for instance, you could say that “[Partner] had overall responsibility for this matter, including case strategy and client handling; [Associate] led on the jurisdiction issue, which was of vital importance at an early stage of proceedings and required complex analysis of the authorities…” etc. Does it make it harder for someone to be listed if there are multiple associates put forward at the same time? Al: Generally, a department will struggle to get more than one or two new individuals ranked for the first time in any given year. Therefore, trying to get, say, five lawyers into the rankings in one go isn’t a winning strategy. A lawyer debuting in the table will likely need multiple examples of positive client feedback. Assuming this is a typical table where most departments have one to four ranked lawyers, try not to spread your referees too thinly between too many unranked lawyers. Simon: Be strategic about which team members to focus on and keep trying if they aren’t successful at the first time of asking. It’s frustrating to get some good information about an unranked lawyer, not quite enough for a ranking this year but showing great potential for