Steve Scissors CWCP WCLS | Chief Client Officer | Evans & Dixon

Mary Rainmaker, aged 60, has just announced her retirement.

Ideally, succession planning takes years if doing it correctly, with the goal of building trust with the new lead attorney(s) ahead of an official retirement date. 

While Mary had some associates, there is simply too much work for them to take on and much of the work requires a more experienced attorney. The managing partner and group leaders plan to get together next week with Mary to review her list of clients to ensure they experience a favorable leadership transition. 

Rather than thinking about succession planning as transactional, firm leadership would be best served by approaching each client account with a matchmaker mentality – focusing solely on who would benefit the client.

Here are key questions to ensure a smooth transition that adds value and strengthens client relationships:

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• Who has the relationship with the contacts at the client level?
• What other attorneys in the firm are also working with and/or have a good relationship with that client beyond Mary and her practice team?
• Which attorneys have clients in the same industry?
• Which clients have the potential for growth both in cross-selling and scaling along with which clients have no opportunity for growth?
• Which attorneys are licensed in more than one state? Some clients like having fewer attorneys handle their matters.
• What market are the matters are taking place? 
• Which clients are dormant and why?
• Which attorneys have the right personality fit for the client? Aligning work styles and communication preferences strengthens the relationship.

In addition to asking these questions, review the profitability of the client and look to address any red flags.

A seamless transition isn’t just about this internal coordination—it’s about proactive, face-to-face introductions and meaningful conversations organized by Mary with her clients and including her successor(s). Whether through in-person meetings, Zoom calls, or well-structured client touchpoints, the goal should be to instill confidence and reaffirm the firm’s commitment to each client’s success.

Handled correctly, these transitions can transform into catalysts for growth, relationship-building, and a stronger, more adaptable firm. The key is to act with both urgency and strategy—because in the end, how you handle these unique, one-off moments defines the firm’s future.

Jenna Schiappacasse | Director of Client Development & Strategic Growth | Jenner & Block 

From crafting her own client-facing role at a small law firm, Jenna Schiappacasse scaled her innovative approach to business development at Jenner & Block, where she built a comprehensive client team program from the ground up and empowers her team to deliver measurable business impact while ensuring the voice of the client remains paramount. As interviewed by Rebecca Hnatowski, President, Edwards Advisory, LLC.

What drove you to a career in legal sales?

“I began as many in this industry do, with the intent of becoming a lawyer. I started my career in 2005 at McKee Nelson, an AmLaw 200 firm in Washington, DC, as a paralegal before moving to Rosenberg Martin Greenberg (RMG), a full-service business law firm based in Baltimore, Maryland where started as an assistant.

I took the LSATs – and did pretty well, actually – but woke up one day in a panic, having the sobering realization that I didn’t have a passion for practicing law. So, I thought about what I liked doing. I liked working with really smart people, I liked learning about the services we were providing, and I had begun to really like the relationship part of the business.”

Tell me about the evolution of your roles at RMG – from director of marketing and business development to a client-facing role.

 

“I wore all the hats at one time or another during my time at RMG – as a marketing coordinator, then as the director of marketing. In those roles, I handled all of the traditional marketing work: I did the comms and events stuff, I rolled out new websites, I rolled out the firm’s first CRM, but what I kept coming back to was business development. I really liked the people angle of it. I started to learn more about clients, and what made them choose our lawyers over the ones who worked across the street. I would naturally be working firm events and was around clients. As I got more confident, I just started talking to people. Asking them, ‘tell me about what you do,’ and then began making offline connections at the firm.

I shifted from handing out nametags at events to actively engaging in the market—attending industry gatherings, networking with clients, and connecting with prospects. Having been at the firm for a decade, I knew the personalities at the firm really well, could identify the best match for a client, and understood things like billing rates, utilization, and profitability. I would return to the firm with an opportunity, run a conflicts check and then 1) determine if this was a profitable service, 2) if there was someone currently available to assist, and 3) if they were – personality-wise – a  good match for this client.”  

What is one initiative that you believe can make traditional business development professionals be perceived as true revenue enablers?

“After being promoted to director of business development and working with lawyers on business plans, coaching, and building pipelines utilizing industry tech tools like PipelinePlus, I realized the firm would benefit from a true client feedback program. This transformation established me as a key player in strengthening client relationships and demonstrated the real value I could bring to the firm.

I led the firm through client feedback training with Wicker Park Group. Tara (Magee Weintritt) empowered me to take a leading role in that initiative by positioning me as an expert who deserved a seat at the table. I think that’s what contributed to this sales mindset – that I could add value in a client-facing role.

In addition to managing the feedback program, I spent time systematically reviewing key accounts to determine which would make the most sense to grow.”

Tell us a little bit about your client-facing role. How did you go about bringing in business and how were you compensated for doing so?

“I would hand a warm lead to the lawyer, and once they were engaged, I would stay connected to the client as a catchall – some might say an account manager – answering legal operations-type questions, connecting the client to the right person in finance or other departments, or responding to those, ‘do you have anyone who can do this or that’ work-type inquiries.’ In addition to salary, I was able to negotiate a compensation arrangement for the new clients or new matters I brought in via my influence on the end result.

That included a process for reviewing each opportunity or engagement and considered whether there was a clear bright line – would the firm have not met this person if not for me – or whether I was instrumental in bringing in this piece of business. Having this opportunity was not only significant for my career, but it was also really fun.”

What was attractive about the opportunity to join Jenner & Block?

“I wanted to scale what I was doing, but I’d reached a natural ceiling at RMG. I loved the people I worked with and still keep in touch with many of them to this day.

One of the reasons I wanted to join Jenner & Block was to build out the client team program from the ground up. We have done that and are now getting the ball rolling on a client feedback program. Moving from a small platform to a larger one has been an exciting transition.

Justin Portaz, Chief Marketing and Business Development Officer, was also seeking someone who could take the lead on upskilling the team – from building confidence to getting a seat at the table to direct coaching. The client facing role at my previous firm allowed me to come in with a perspective that we don’t have to be note-takers. We don’t have to be reactionary. We can be proactive and add measurable value, but it takes owning our expertise and coming to the table with smart strategies, proven best practices, and the ability to spot opportunities in order to do that.”

How did you approach upskilling your team?

 “Well, we did a lot of coaching and growing together. In part, I approached it by segmenting all the different ways we lead and coach. We coach each other. We coach practice leaders. We coach associates. We coach lateral partners. Each of those audiences needs a slightly different lens to effectively coach and support. While we did bring in some external coaches, including GrowthPlay, I also challenged senior team members to lead internal trainings. They put together the programming, collateral, and takeaways, which has worked well for us. I dedicated (and continue to dedicate) a lot of time to mentoring each team member and helped them to identify unique, actionable goals and have created various roles over the years to speak to their strengths as they fit within the full team’s remit and that translate to the business of the firm.”

We are a tightly-knit team and truly want each other to grow and flourish. In addition to leveling up the team, we designed KPIs across all roles to identify opportunities for professional growth. They vary from subject-matter expertise to business development skills to regular work and people management. It’s important to me to show my team how they fit into the existing structure and what they need to progress in their career – whether it’s here at Jenner or elsewhere. The team is wildly talented and I’m proud to learn from and with them every day.”

What is your superpower?

 “Whether I’m leading my team or working with our lawyers, I help people get out of their own way. Often someone is worried that they don’t have what it takes to contribute meaningfully to this scary partner’s meeting, or they don’t know if they can talk to the client at the event and make a connection because they are nervous, or they are a partner who keeps chasing this pursuit but it’s not turning over and they don’t know why. It’s giving people the confidence to shake off the noise and figure out a systematic way to improve while also acknowledging when to call it quits.”

What’s next?

“My role has evolved to focus keenly on the client experience at Jenner & Block – the connectivity between how each client comes to the firm and what makes them stay most loyal and keeps the firm top of mind for their most important matters.

Our team is at the pivotal point of joining client development with finance, pricing, talent, and more to not only identify opportunities for growth and expansion, but also to support fostering key client accounts, driving relationships that stand the test of time.

We are working closely with client teams to identify ways to provide even more elevated services and to deliver great value at every turn and digging further into these relationships through client feedback. The voice of the client should always be the loudest in any room.”

Well-said, Jenna.

About Jenna

Jenna lives in Annapolis, Maryland with her husband and their identical twin one-year old boys, as well as two rescue pups. They enjoy being outside whenever possible because their household is extraordinarily loud whenever indoors. She is a voracious reader and writer, lover of music and travel, and never met a Negroni she didn’t like.

Chris Newman, LSSO Board of Advisors President; Senior Director of Business Development + Client Solutions, McDermott

I'm thrilled to reach out to you for the first time as the President of the Board of Advisors. It's an honor to be the first ever President in LSSO's 20+ year history, and I'm looking forward to the journey ahead.

As we start this next chapter, I'm eager to work with our 2025 Board to create impactful initiatives that will benefit all LSSO’s members. We're focused on bringing fresh ideas and innovation and developing specialized curriculum to advance the skills of sales and business development professionals in more targeted ways. LSSO has a strong foundation built over two decades, and we're here to build on that legacy. The 2025 Board will play a pivotal vital role in guiding LSSO’s initiatives and member offerings, including the RainDance conference, focused specialty groups, leadership roundtables, case study programs and industry research efforts.

One of the highlights of our organization is the highly-regarded Raindance conference, taking place this year in Chicago on June 4-5. It's always been a cornerstone event for our community, and we’re looking forward to bringing sales and BD leaders from around the country together for two days of fast-paced, insightful and engaging content.  Plus it’s hard to top the community energy for this group – it’s a joyful experience you don’t want to miss out on! 

With the advancements we’re seeing in the legal industry with sales and BD professionals gaining a bigger voice in their firms and having a seat at the table with strategy, LSSO will be amplifying how we bring targeted content to you aligned to the growing list of specialty areas that fall within the BD, sales and service umbrella.  We understand that LSSO’s members crave more opportunities to learn from their peers through case study programs and roundtable discussions, benefit from speakers that fall outside of the traditional legal framework and gain access to LSSO’s business partners who are bringing the next generation of solutions to market.  This year, we’ll be concentrated on creating those enhancements and implementing a deeper level of community connection through more engagement opportunities. A big driver of that will be the organization’s new website that will be launching in the spring and allow for a lot more user interactions. Beyond this superb change, LSSO members can count on other incredible developments on the horizon – we can’t wait to bring them to you!

If you have any interest in getting involved in this journey through volunteering and/or sharing ideas, we’d love to chat with you. Feel free to email me or Kate Hudson to discuss opportunities.  For those of you not signed up for memberships yet, I’d give it serious consideration. It’s a terrific opportunity to get a significant discount to Raindance, as well as give you access to the increased level of benefits coming soon!

I am so excited about the future and the opportunities that lie ahead. Let's make this year a memorable one for LSSO!

Chris Newman

President, LSSO Board of Advisors

Jill Zwetchkenbaum | Senior Manager of Client Relations | Goulston & Storrs; 

Brian Carrozza | Director of Client Development| Goulston & Storrs

The Wall Street Journal recently reported that some elite law firms are charging upwards of $2,500 per hour and raising hourly rates 9%, on average, during the first half of 2024. These are eye-catching numbers that the article attributes largely to the ever-growing war for talent: firms are paying top dollar to woo a relatively small pool of rock-star attorneys. These trends are particularly pronounced among certain practice areas, such as M&A, regulatory compliance, tax, and private equity. In response, some  companies are pushing back on these rates and annual increases, questioning their sustainability. To help control costs, clients are deploying strategies ranging from competitive bidding and moving work in-house to shifting matters to smaller firms and insisting on alternative fee arrangements (AFAs).

Takeaways for Legal Sales and Service Professionals:

1. Clients are Pushing Back on Rising Fees
   Takeaway: Some large corporations are actively questioning the value of what they perceive to be exorbitant hourly rates. By offering more flexible pricing models through AFAs such as fee caps and fixed rates, firms can better demonstrate that they understand clients’ expectations and desire for billing predictability and transparency.

Action: Collaborate within your firm to develop and proactively offer to clients pricing strategies that connect with their expectations and desire for billing predictability and transparency. Don’t wait to be asked. 

1. Competition Among Firms is Intense
   Takeaway: Many law firms continue to see fierce competition for top talent. While expensive lateral hiring in this competitive marketplace may bring in new clients, it also has the potential to drive hourly rate increases that are out of step with the expectations of certain existing clients. Companies like beer maker Heineken have responded by moving some matters away from large firms to smaller boutiques that can offer quality work at lower rates.

Action: Emphasize your firm’s value proposition beyond expertise, speaking to aspects such as exceptional service, strong relationships, and tailored solutions.

1. Embrace Technology and Innovation
   Takeaway: As clients such as oil and gas multinational Shell “constantly test the market for efficiency and cost effectiveness,” they have begun to ask law firms explicitly how they are using generative AI tools. Firms must continue to adopt and engage new technologies—such as in the fertile ground of generative AI—to help streamline and control costs for clients.

Action: Stay up-to-date and informed about advancements in legal technology and current innovations that increase efficiency for your firm’s clients. In an increasingly competitive landscape, this proactive approach to technology-based solutions may offer your firm a hard-won competitive advantage.

1. The Bifurcation of the Legal Market
   Takeaway: The legal industry is becoming increasingly bifurcated, with some of the top firms with large corporate practices coming in at the very highest hourly rates and annual rate increases, while significantly more modest rates and annual increases are being seen among the Am Law 200, midsize firms, and boutiques. Clients’ pushback on the former group may present opportunities for the latter cohorts.

Action: Develop messaging that differentiates your firm's offerings, including its value propositions and pricing strategies. Armed with the information from this article, consider how you would counterprogram when you are up against a top firm, focusing in particular on value to the client at hand.

1. Sustainable Client Relationships Matter
   Takeaway: General counsel such as those at chemical giant BASF and global commercial real estate firm JLL note that, while elite firms’ reputations are often well-deserved, the long-term financial sustainability of their hourly rates and annual rate increases may be in question for some clients. Firms that emphasize efficiency and cost effectiveness, and foster pricing predictability and transparency, may be better positioned for longer-term, sustainable growth with particular clients and industries.

Action: Strengthen client loyalty by focusing on building trust, providing cost predictability, and aligning legal strategies with clients’ business objectives, considering how your firm’s pricing strategy aligns with how clients perceive value.

By considering and potentially implementing some of these strategies, legal sales and service professionals may be empowered to approach proactively and respond effectively to some of the challenges outlined by Erin Mulvaney in this Wall Street Journal article, helping firms build new sources of sustainable competitive advantage in an ever-evolving legal market.

Author: Beth Cuzzone, Global Practice Group Leader, Deal Cloud at Intapp | Co-Founder of LSSO | Co-Chair of LSSO's Editorial Board | Member of LSSO's Board of Advisors

This is part 3 of a 3 part series. Read part 1 here. Read part 2 here. 

While winning new clients and keeping them satisfied are crucial components of a law firm’s success, the true potential for growth often lies within your existing client base. Expanding relationships with current clients—through cross-serving, identifying unmet needs, and staying ahead of their evolving requirements—can significantly enhance your firm's profitability. This article explores strategies to maximize opportunities and grow client work effectively.

Cross-Serving and Identifying White Space

Cross-serving is one of the most effective ways to grow your existing client relationships. It involves offering additional services to clients who may not be aware of your firm’s full capabilities.

Identifying Unmet Needs: Start by conducting a thorough review of your current clients' business operations and legal challenges. Look for areas where your firm’s services could add value, even if the client hasn’t explicitly requested help. For instance, if you’re handling employment law for a client, there may be opportunities to assist with corporate governance or intellectual property matters.

Leveraging Internal Collaboration: Encourage collaboration across different practice areas within your firm. Regular internal meetings to discuss client accounts can reveal cross-serving opportunities. By fostering a culture of collaboration, you can ensure that clients receive comprehensive legal support, leading to deeper relationships and increased revenue.

Client Communication: Don’t wait for clients to come to you with new needs. Proactively communicate the breadth of your services through client newsletters, personal meetings, or targeted marketing campaigns. Highlight success stories where your firm has successfully expanded its services to existing clients, demonstrating the tangible benefits of a holistic legal approach.

Client Development Plans

Growing client work requires a structured approach. Developing customized client development plans can help you identify growth opportunities and create actionable strategies.

Creating Actionable Plans: Begin by setting specific goals for each client. These might include increasing the number of services provided, expanding into new practice areas, or deepening your engagement with key stakeholders. Work with your team to outline steps for achieving these goals, such as scheduling regular check-ins, offering educational seminars, or presenting tailored legal updates.

Monitoring Progress: Regularly review your client development plans to ensure they remain aligned with the client’s evolving needs and your firm’s capabilities. Use data and analytics to track progress, making adjustments as necessary. For example, if a client’s business is expanding into new markets, you might adjust your plan to focus on relevant legal services like international compliance or contract negotiations.

Investing in Relationships: Beyond formal plans, prioritize building strong, trust-based relationships with your clients. The more deeply you understand their business and personal objectives, the better positioned you are to offer valuable, tailored advice that goes beyond transactional legal services.

Leveraging Data and Analytics

Data and analytics can play a crucial role in identifying growth opportunities and tailoring your approach to each client. Use your CRM to create dashboard to help you. 

Tracking Client Behavior: Use data to analyze your clients’ past interactions with your firm. Identify patterns in the types of services they’ve utilized, the frequency of their engagements, and any gaps where your firm could offer additional support. For instance, if a client regularly seeks advice on regulatory compliance but hasn’t engaged your firm for litigation support, there may be an opportunity to introduce those services.

Predicting Future Needs: Predictive analytics can help you stay ahead of client needs. By analyzing market trends and the specific industries your clients operate in, you can anticipate future challenges they may face. This proactive approach not only positions your firm as a forward-thinking partner but also opens the door to new engagements before your competitors even realize the opportunity exists.

Measuring Success: Finally, use data to measure the success of your client growth strategies. Track metrics such as the number of new services provided to existing clients, the increase in revenue from these clients, and client satisfaction levels. This data-driven approach allows you to refine your strategies and ensure they are delivering the desired results.

Successful Habits

Growing client work is about adopting habits that consistently add value to your clients’ businesses.

Regular Check-Ins: Make it a habit to check in with clients regularly, even when there’s no immediate legal matter at hand. These conversations can uncover new opportunities and strengthen your relationship.

Offering Insights: Share valuable insights with your clients, such as industry trends or legal updates that might impact their business. Positioning yourself as a knowledgeable advisor can lead to deeper client trust and more business opportunities.

Flexibility and Adaptability: Stay flexible in your approach. As client needs evolve, so should your strategies for serving them. Being adaptable not only helps retain clients but also opens doors to expanding your services.

Actionable Insights

To maximize growth opportunities with your current clients, consider the following actions:

• Conduct Regular Internal Reviews: Identify cross-serving opportunities by regularly reviewing client accounts across practice areas.
• Develop Client-Specific Growth Plans: Create tailored development plans for each client, outlining specific goals and strategies for growth.
• Leverage Data: Use data and analytics to track client behavior, predict future needs, and measure the success of your growth strategies.
• Build Strong Relationships: Invest time in understanding your clients’ businesses on a deeper level to identify areas where you can add value.

By focusing on cross-serving, developing structured growth plans, and leveraging data, your firm can unlock new opportunities and significantly increase revenue from your existing client base.

Beth Cuzzone, a co-founder of LSSO, is the VP of Global Growth Marketing at Intapp, an AI driven technology company. She may be reached at beth.cuzzone@intapp.com.

Guest Contributor: Felicity Aston > Director, Business Development + Marketing, Field Law | Member, SCG Legal

In today's competitive legal market, establishing a culture that promotes growth and business development is essential for long-term success. While acquiring and retaining clients is critical, internal collaboration and a strong firm culture are equally important in driving business development.

Law firms that value collegiality, collaboration, and proactive engagement often experience significant benefits for individual and firm-wide growth. Creating an environment that encourages trust and cooperation among lawyers is vital for sustaining growth in a highly competitive landscape.

1. Internal Collegiality: The Foundation of Collaboration

The "Know, Like, Trust" factor is often applied to client relationships but is just as important internally. Before lawyers can collaborate effectively, they need to know each other and their respective practice areas. Following that, they must foster a positive sentiment, or rapport, to build respect and camaraderie. Only then can trust develop, allowing them to confidently refer clients or work together on other business development activities.

Firms can encourage this collegiality by creating structured opportunities for lawyers to connect. Activities such as firm-wide retreats, team-building exercises, or inter-office challenges can promote relationship-building across practice and industry groups. Once trust is established, firms can explore synergies between lawyers or practice areas, creating collaboration opportunities that enhance overall business development efforts.

2. Encouraging Cross-Selling Through Internal Education

Internal collaboration is a crucial driver of growth, particularly in cross-selling. Implementing a program where lawyers can showcase their practice and share client success stories encourages cooperation. These sessions allow lawyers to share practical insights, making identifying cross-selling opportunities within the firm easier.

This approach is particularly beneficial for lateral hires, as it accelerates their onboarding and integration into the firm. By providing them with a platform to introduce their expertise and demonstrate their value to colleagues, lateral hires can quickly build their profile and establish connections across various practice areas, ensuring they feel supported and recognized.

3. Tracking and Rewarding Collaboration

Measuring the success of business development initiatives is crucial for fostering a growth-oriented culture, as it helps identify the most effective strategies. While each firm's approach will differ based on its strategic focus, key metrics to track include new client growth rate, average fee per client, and client retention rates. Regular evaluations of these metrics help firms refine their business development efforts and drive meaningful, long-term growth.

Recognizing and rewarding collaboration is another essential factor. A client origination credit program that promotes teamwork while recognizing individual contributions can help foster a culture of collaboration. Some firms may offer discretionary bonuses or recognition for lawyers who significantly contribute to cross-selling or business development initiatives. Even without formal reward systems, encouraging and tracking collaboration can motivate lawyers to engage in the firm's growth efforts.

4. Leveraging External Networks

External law firm networks, such as SCG Legal, Interlaw, ALFA, and LexMundi, can play a significant role in cultivating a culture of growth and business development within law firms. These networks enhance referral systems and create opportunities for joint work on substantial, complex matters, such as cross-border litigation or multi-jurisdictional transactions. Participating in global conferences and networking events allows firms to connect with peers, exchange ideas, and explore collaborative opportunities, further strengthening their business development efforts.

By leveraging these external partnerships, law firms can expand their client base and foster a culture of collaboration and shared success. This approach encourages both internal and external cooperation, positioning the firm for sustainable growth and a more dynamic business development environment.

Conclusion

Cultivating a culture focused on growth and business development is a long-term process, but the rewards are significant. Firms can encourage sustainable growth by emphasizing internal collaboration, education, effective tracking, and leveraging external partnerships. At the heart of these efforts is a commitment to building strong, trusting relationships both within the firm and with external partners. These relationships form the foundation upon which growth and success are built.

Author: Beth Cuzzone, Global Practice Group Leader, Deal Cloud at Intapp | Co-Founder of LSSO | Co-Chair of LSSO's Editorial Board | Member of LSSO's Board of Advisors

This is part 2 of a 3 part series. Read part 1 here. 

Securing new clients is only the beginning of a law firm's journey to success. The true challenge lies in keeping those clients satisfied, engaged, and loyal over the long term. In an increasingly competitive market, client retention is crucial for maintaining a steady revenue stream and building a strong reputation. This article delves into the best practices for nurturing lasting relationships with clients.

Delivering Exceptional Client Service

Exceptional client service is the cornerstone of client retention. Clients expect more than just legal expertise; they want to feel valued and well-informed throughout their engagement with your firm.

Clear Communication: One of the most common complaints from legal clients is a lack of communication. Make it a priority to keep your clients informed at every stage of their case or project. Regular updates, even when there’s no significant news, help reassure clients that their matters are being handled with attention and care.

Responsiveness: Clients appreciate prompt responses to their inquiries. Whether it's returning a phone call, answering an email, or providing requested documents, being responsive shows that you respect your clients' time and concerns. A half-day response time is a good benchmark to aim for, ensuring that clients never feel neglected.

Regular Updates: Beyond just responding to queries, proactively provide updates on their matters. This could include progress reports, insights on how external factors may impact their case, or simply checking in to see if they have any concerns. Clients who feel well-informed are more likely to trust your firm and stay loyal.

Building Strong Relationships

While excellent service is essential, building strong, personal relationships with clients can be even more impactful in retaining them.

Personalization: Get to know your clients on a personal level. Use technology, such as CRM tools, to track their preferences, history, and any personal milestones like birthdays or anniversaries. Personalized touches, such as sending a congratulatory note or a small gift, can go a long way in making clients feel valued.

"Off the Clock" Interactions: Invest time in your clients outside of billable hours. Whether it’s having lunch together, inviting them to industry events, or simply offering to listen and provide informal advice, these gestures build goodwill and deepen the relationship. Clients who see you as a trusted advisor, rather than just a service provider, are more likely to stay with your firm.

Proactive Issue Resolution: No matter how diligent you are, issues may arise. When they do, addressing them promptly and professionally can turn a potential problem into an opportunity to strengthen the relationship. Implement feedback mechanisms to regularly check in on client satisfaction and make adjustments as needed.

Handling Client Feedback and Issues

Client feedback is a powerful tool for improving your services and retaining clients. Firms that actively seek and act on feedback are more likely to meet client needs and exceed expectations.

Feedback Mechanisms: Create formal and informal channels for clients to provide feedback. This could include surveys, follow-up calls after a case concludes, or even casual conversations during check-ins. Be open to both positive and negative feedback, as the latter often provides the most valuable insights.

Continuous Improvement: Use the feedback you receive to make tangible improvements in your service. For instance, if clients frequently mention slow response times, consider implementing a more robust communication protocol. Demonstrating that you listen to and act on client feedback can significantly enhance client loyalty.

Compelling Statistics: The importance of client retention is supported by compelling data. Research by the Harvard Business Review shows that increasing client retention by just 5% can lead to a 25% to 95% increase in profits. Additionally, the Law Firm Marketing Benchmarking Report highlights that it costs five times more to attract a new client than to retain an existing one.

Actionable Insights

To maintain strong client relationships and keep them coming back, consider the following actions:

• Implement a Client Feedback System: Regularly gather feedback from your clients and use it to improve your services.
• Enhance Personalization: Use technology to track client preferences and personalize your interactions.
• Prioritize Proactive Communication: Don’t wait for clients to reach out—keep them informed and engaged with regular updates.
• Invest in "Off the Clock" Interactions: Build personal relationships by spending time with clients outside of billable hours.

By focusing on delivering exceptional service, building strong relationships, and proactively handling feedback, your firm can increase client retention, leading to more stable and profitable long-term growth.

Author: The Spirit of LSSO

Given the recent, supernaturally bright light shining directly on artificial intelligence – its opportunities and challenges – would it surprise you to learn this October marks the 21^st Cybersecurity Awareness Month in the U.S.?

More importantly (for our purposes), what’s that got to do with legal sales and service?

On October 15, Law.com published When Law Firms Get Hacked, Are Their Corporate Clients on the Hook?, a seriously scary tale of a very real situation not long buried…that could rise up and haunt any one of us in the not too distant future.

“What you should assume is that something will probably go wrong at some point. "Nothing's perfect, and no organization is impenetrable. You have to assume that somebody that you're going to give data to is going to have an event at some point," said Scott Kannry, CEO of cyber risk management firm Axio.

Everyone is trying to ‘figure it out’ even as we all realize ‘it’ is a slippery specter of a target. That’s why NOW is the time to talk – early and often – about data protection with current and prospective clients. And therein lies a competitive edge.

While some in our industry may fear conjuring up Beetlejuice by saying ‘cybersecurity’ three times in a row, savvy and sophisticated firms will be loudly and proudly carrying their fully lit torches (aka open communication) and sharpened pitchforks (aka best practice and thought leadership) as they march side-by-side with staff and clients against the evil spirits coming to steal our digital details.

This is not the time to creep around a complicated subject or be concerned with looking ghoulish because we don’t know THE answer. There isn’t just one. It’s an evolving labyrinth of situations and solutions through which we are all trying to outwit the shadowy moves of malicious and determined shapeshifters.

In the case of cybersecurity, a bit of fear can be healthy, motivating, relationship-building…and one of those paranormal differentiators we actually hope will possess us.

If data protection isn’t part of the RFP, add it to your response. If it hasn’t been brought up yet in the conversation or pitch presentation, be the first to mention it. Make sure what you’re saying is tailored to the target matter, client, and/or industry. And make sure you have something ready to say when a question seems tricky, which – if cybersecurity isn’t your expertise – is a distinctly frightening possibility, even if you have to conjure up a treat by saying: ‘Let me connect our security team with yours to ensure those who know this subject best are aligned on the right course of action for this engagement.’

Being vocal about this topic of universal concern is not sales and service sorcery; it’s a clear demonstration of ‘duty of care’ and a spooktacular way to set your firm apart from the competition.

Author: Beth Cuzzone, Global Practice Group Leader, Deal Cloud at Intapp | Co-Founder of LSSO | Co-Chair of LSSO's Editorial Board | Member of LSSO's Board of Advisors

Client acquisition is not just about closing deals; it's about building relationships that lead to long-term success. For law firms, particularly those in small to mid-sized markets, understanding how to win clients is essential to growth and sustainability. This article explores proven strategies that can help your firm stand out, meet client needs, and ultimately secure new business.

Understanding Client Needs

The foundation of winning new clients lies in understanding what they need. It's not enough to offer excellent legal services; you must first comprehend the unique challenges and opportunities your potential clients face.

Start by conducting thorough research. Profile your target clients based on industry trends, emerging legal issues, and specific business needs. Staying updated on these trends allows you to anticipate what your clients might need before they even realize it themselves. For instance, if there's a growing concern about data privacy in your target market, positioning your firm as a leader in this area can attract businesses looking for expert guidance.

Developing a Unique Value Proposition

Once you understand your clients' needs, the next step is to differentiate your firm from the competition. Your unique value proposition (UVP) is what makes you stand out. It’s the promise of value that you offer and the main reason a client should choose your services over others.

Your UVP should highlight your firm's specific expertise, past successes, and the unique benefits you offer. For example, if your firm has a track record of successfully handling complex mergers and acquisitions, this should be central to your UVP. Be clear about how your approach differs from competitors—whether it’s your hands-on client service, specialized knowledge, or innovative use of technology.

Effective Marketing and Outreach

Even with a strong UVP, potential clients need to know you exist. This is where effective marketing and outreach come into play.

Digital Presence: In today’s digital age, having a robust online presence is crucial. Invest in a professional website, optimize it for search engines (SEO), and ensure that your firm is visible on social media platforms. According to a study by Clio, 76% of legal consumers use online reviews to evaluate potential lawyers. Ensuring that your digital presence is strong and positive can be a decisive factor in a client’s choice.

Networking and Referrals: Personal connections still play a vital role in client acquisition. A recent survey found that 62% of clients rely on recommendations from colleagues and friends when selecting a law firm. This underscores the importance of networking. Attend industry events, engage in speaking opportunities, and consistently build your professional network. Your ability to connect with people can often be more influential than any marketing campaign.

Actionable Insights

Winning clients is a process that requires strategic planning and execution. Here are some actionable steps your firm can take to start seeing results:

• Regularly Update Client Profiles: Ensure that your client research is up-to-date and reflects the latest market conditions and legal trends.
• Craft a Clear UVP: Spend time refining your value proposition. Make sure it’s specific, compelling, and directly addresses the needs of your target clients.
• Invest in SEO and Content Marketing: Develop a content strategy that includes blog posts, articles, and case studies that showcase your firm’s expertise.
• Leverage Existing Networks: Don’t underestimate the power of your current connections. Regularly engage with your network, ask for referrals, and offer value in every interaction.

 

By focusing on understanding your clients, refining your unique value proposition, and effectively marketing your services, your firm will be well on its way to winning new clients and establishing a strong market presence.

Jeff Berardi, Chief Business Development & Marketing Officer, Arnold & Porter

Getting people to work together in a highly collaborative, integrated, and productive fashion across practices, regions, and function areas is no small task. Organizations of all sizes often struggle with this approach because their professionals are frequently responsible (and are rewarded) for overseeing distinct and narrow areas of expertise, and thus they do not see or fully appreciate the benefits of working in a truly cross-disciplinary manner. In this article, I’ll share some suggestions for how lawyers and business professionals can organize, lead, and motivate diverse groups of client-facing practitioners; I’ve learned through direct experience that this objective can be successfully achieved through the creation of compelling and distinct thought leadership campaigns that are specifically designed to strengthen and grow relationships with existing as well as new clients.  

Many of the world’s largest and most respected professional services organizations are lauded for their robust content-driven marketing and business development campaigns. These companies fully understand and embrace the value that can be generated by developing useful and relevant content, which they use as a tangible asset to engage with members of their target audience. So, why don’t more law firms follow their lead? According to a recent survey conducted by Passle, 45% of leading law firm Managing Partners ranked thought leadership among their top 3 marketing priorities. Somewhat surprisingly, only 28% of law firm CMOs ranked thought leadership in their top 3 priorities. We will examine this disconnect in more depth, but the short answer is that it can be incredibly difficult to support such initiatives when internal barriers exist within an organization along practice group, regional, or function area lines. 

The good news is that companies, including law firms of any size, have the potential to do hard things!  The 7-step process I have detailed below will make this sometimes difficult undertaking significantly easier to navigate. Some of the steps might seem counter-intuitive, and they aren’t always simple to execute; however, I’ve found that success is certainly achievable with the right level of attention and focus. Such thought leadership initiatives can be as big or as small as you’d like them to be. The key is to think horizontally across a broad category of services, rather than vertically along narrow practice group, regional or function area lines. 

Step 1: Choose the Participants

A lot of law firms fall into the trap of beginning the thought leadership process with the development of content. Instead, I recommend having your first step be to give a great deal of thought to determining the group of client-facing practitioners who are best suited to be involved in a novel content development approach. There are benefits to selecting a service line, industry group, or even hand-picking individuals who are willing and interested to try something new, as they could potentially serve as a pilot group for future expansion more broadly throughout the firm. At the same time, it’s not enough to just pick people who are open to trying a different approach. You also need to select professionals who have both the drive, and the ability, to grow the amount and the type of work within a particular service, set of practices, or business line. I generally like to focus on industry groups rather than narrow practice groups, as they have the potential to unify across practice group lines in service of the client within a specific sector.

Step 2: Focus on a Target Audience

Answer this question: Who are the clients – existing and new – who will benefit most from the research and corresponding market insights that we might capture? Once that group has been determined, then you can find ways to directly engage members of that target audience in the research collection process. Rather than telling your clients what you think they should know, this joint process is designed to ask members of your target audience for their views and thoughts on a particular topic. By having your clients be involved in the process, they will be more likely to be engaged and interested in the results of the research you are conducting.

Keep in mind that the end product doesn’t have to be a robust research report; instead, it may simply entail weaving in perspectives from clients and prospects who have valuable insights to impart.

Step 3: Conduct Your Research - Begin at the End

I am a big believer in following the backward market research process, rather than taking a more traditional applied research process. By working backwards, you start by considering the ideal actions that you are looking to take based on the research you would like to collect, before you actually begin the process of conducting market research. For instance, think about the services you offer and carefully examine what the client needs are now, and what they might be in the future, considering various macroeconomic or other market-driven trends. Assuming you have a clearly defined value proposition to clients, then you can begin to envision what sort of content your clients might find to be valuable. It will be important to gather views on market trends from outside as well as inside the organization since both perspectives are important.

Step 4: Develop and Produce a Report

Resist the urge to create a lengthy report, as it is often better to hold some information back to share at a follow-up meeting that allows for an interactive discussion. In addition, having a shorter, more concise report is compelling and certainly easier to digest for your presumably busy and time-starved target audience. Use infographics and other visually interesting elements to stand out in a sea of text-based content from your competitors. This is a great opportunity to represent your brand and position the firm as an expert in a particular field.

Step 5: Atomize the Content

Break the content into numerous bite-sized pieces, which you can share in a drip campaign via social media or in other distribution channels. I recommend communicating the results in a steady stream after you’ve actually launched the report. By atomizing the content, you can get the maximum value of your overall investment in the thought leadership campaign. If done well, this can effectively grow brand awareness in a specific category as well as generate new business leads.

 

Step 6: Distribute and Promote in a Broad Fashion

Another important element in this campaign will be to ensure that members of your target audience receive and engage with the thought leadership you’ve developed. This can be achieved in the form of a webinar, client roundtables, speaking engagements, client advisories, white papers, blog posts, media opportunities, and much more. Think of this step as the broadcast approach to try and hit as many people as possible in the client community. Also, don’t underestimate the internal community of client-facing practitioners who can and should circulate the report to their clients and contacts. 

 

Step 7: Drive 1:1 Meetings

Ultimately, this step is where the rubber meets the road. The thought leadership that you’ve developed creates an opportunity to actually meet and speak with individual clients or prospects in order to get their perspective on what they found to be valuable in the report, as well as to explore avenues for future collaboration. Essentially, you should be using the thought leadership you’ve developed to get in front of your audience with something of inherent value to them. And, to the extent possible, you should track, measure and report on the successful outcomes of the thought leadership campaign. Some of the metrics that you might want to consider tracking are the overall number of client meetings, anecdotal feedback regarding the report (good or bad), and perhaps most importantly, any new engagements (and corresponding revenue) that may have been generated as a result of this campaign. The data that you gather will be enormously helpful as you reflect upon the overall value and ROI of your investment in this campaign.

Conclusion:

One of the most important things that a legal marketer can do is to help support the development of compelling and client-focused content. We often imagine that if we write or speak on a particular topic that we are knowledgeable about, then our clients will come flocking to our door. However, I’ve found that in order to truly generate interest and enthusiasm about a subject, it’s better to gather the views of your target audience and share them in a way that provides useful insights and analysis of what the market thinks. By following the 7-step process that I’ve defined above, you can take advantage of working across internal boundaries to develop content that your clients will actually want to read, and you’ll be able to have a better sense of how your investment in thought leadership campaigns can pay off in the form of stronger client relationships.