Whether you’re a strategy consulting firm or a law firm, “difference in kind” persuasion requires big “goalpost moving”- you’re going to need to get prospects to look at their problem and the opportunity fundamentally different from the way they are likely looking at it when they present it to you. If you “move the goalposts” you win; if you allow them to lazily accept the framing they brought with them before talking to consultants you likely won’t win.
Well thankfully, it’s a new year! As you do all that you can to reach “escape velocity” and set the table for great things in Q3 and Q4, I caution my clients to make a psychological commitment to put things in motion now to create a rich set of opportunities later in the year.
The legal industry enjoys a long history of bolting together two newly combined law firms, or practice groups from two newly merged firms; best practices here are well established at least as it relates to the basics….
Reaching out to clients and colleagues while working remotely can seem awkward, especially if there is no apparent reason for doing so. The value of connecting during this time is in preserving and enhancing relationships by showing genuine care.
This short article explores a tried and tested way to increase the likelihood of a smooth-running client relationship – through a facilitated ‘Norming’ Workshop, aimed at getting the relationship going on the right footing, or at strengthening an existing relationship.
Reducing your firm’s commitment to expensive shared office space is a generational opportunity to increase dramatically the pool of firm distributable profits.
Engaging in preliminary discussions with many prospective clients is the key to building a strong client base.
A compilation of the four-part “Law Firm Resilience” series focusing on: Financial Resilience; Operational Resilience; Commercial and Client Resilience; and People Resilience.
Periods of crisis, with sudden disruption to normal working life, create massive potential obstacles to engaging and supporting your people. This requires firms to make some rapid changes.
How you work and communicate with clients in times of crisis is the ultimate test of both your firm’s immediate adaptability and its long-term resilience.