We have heard again and again in client
satisfaction surveys within the legal community that the number one driver for
outside counsel selection is a firm who
knows and understands a client's business. I blogged about that here
some months ago; the evolution of CI is from Competitor to Client Intelligence. There is also an
assumption among clients that we "all
know, what we each know" within a firm. That is to say, that
law firms provide knowledgeable, efficient and most of all, anticipatory client
service, as Perla suggests. There is no
doubt that Bloomberg Law has a pulse on the legal market – they are in the
business of knowing what firms need, and filling that resource void. But they
can't do it alone.
Librarians feel underused and Marketing/BD
professionals in firms are drowning in the volume of work and expectations
from their lawyer clients. From my
perspective, there is a broader issue of collaboration by law firm
management groups at play here. Each
department has their mandate, and each is tentative about stepping outside of
their world either for fear of repercussion or lack-of-
getting-credit-angst. I've worked with
and reported into several different administrative groups in my time at law firms. And I can tell you that almost all
non-lawyers in firms feel underused, it is not just a Librarian thing. The fact that we are described by the
negative "non" prefix is the case in point. A commentary that several others in the
industry have waxed poetic about before and I don't need to rehash those
discussions. Instead, I offer a solution – a rallying point for the non lawyers
who are reading this blog.
Let's work together, truly collaborate and check the
egos and credit ratings at the door. Ultimately, we all
want to succeed in our professions and in our roles within firms. For the
marketing people amongst us, that means looking outside of our departments and
realizing that there are other smart savvy people within our firms who can help
to manage the work load by implementing technology tools, researching in
anticipation of client needs or increasing the current awareness portfolio. For
Librarians it means thinking about information in a commercial way, for
example, how can a legislative change impact clients or increase firm revenue
and it is about getting out of the library to chat people up and find out what is
keeping them up at night and then matching those anxieties with resources. For all non lawyers, it necessitates a
brushing up on soft skills, especially communication, leadership and
negotiation skills. David Maiser, in Strategy
and the Fat Smoker, says "We often (or even usually) know what we
should be doing in both personal and professional life. We also know why we
should be doing it and (often) how to do it.
Figuring it out is not too difficult.
What is very hard is actually doing what you know to be good for you in
the long-run, in spite of short-run temptations." Collaboration at the highest level –
integrated technology platforms, cross departmental response and readiness
teams, mutual respect and assistance, is not easy, but we know it’s an
imperative, the two Bloomberg Law articles alone demonstrate the ease of the
equation. True collaboration will make
firms coordinated, efficient, balanced and competitive and you'd be hard
pressed to find a client who is not willing the pay full rates for a firm like
that.
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