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Firms’ human side wins clients, talent
By Barbara Marx
Thursday, September 1, 2005
Today, when clients draw up their short list of prospective law firms, they assume these firms have the expertise they need. So how do they make their decision?
Increasingly, clients are looking for a good fit when it comes to retaining a firm and are placing more emphasis on a firm’s human side: its culture, work environment and commitment to pro bono work and initiatives such as diversity.
Prospective associates are looking for the same thing. They want to feel good about a firm and comfortable with its culture.
Many firms recognize this and are looking for ways to convey their human side authentically. Merely mentioning a diversity or pro bono initiative on their Web site or in a brochure isn’t enough. They need to genuinely and convincingly communicate who they are, what they stand for and what it’s like to be a client or associate at the firm.
Day, Berry & Howard, for example, has made its Women Working Together diversity and pro bono initiatives a top priority. “Many of the RFPs we receive have a line item about our commitment to these types of initiatives,” says Roberta Montafia, the firm’s chief marketing officer. “But it’s when prospective clients talk to our attorneys that they really know we’re serious and that these initiatives are an integral part of our culture.”
This new emphasis on the human side of law firms presents opportunities for women attorneys who are under increasing pressure to cultivate their own book of business.
Heather Jefferson, partner in the Delaware Counsel Group LLP and former head of the American Bar Association’s Women Rainmakers says, “In general, women are comfortable revealing their character and personality in addition to their expertise. This is part of the relationship development skill necessary to develop business. When potential clients feel they can relate to a firm’s attorneys, they are much more likely to retain that firm.”
Effectively communicating a firm’s human side requires a willingness to embrace a common culture with the same passion a firm has for its legal expertise. The following questions can help achieve internal alignment around a firm’s culture:
• How would you describe your firm’s culture today?
• How does your firm live by its culture? How is that apparent to people outside the organization?
• Are your pro bono and diversity initiatives real? Why are they important to the firm? What are your expectations of these initiatives? Can their results be measured?
• How is your firm communicating its culture and character?
If you are able to effectively identify, embrace and articulate your culture, you most likely have a leg up on your competition. Focus on conveying your message in a compelling way. Take advantage of innovative electronic media that can authentically portray your firm to key prospects.
If you are still grappling with some of these questions, consider bringing your team together to “put a stake in the ground.” Force the difficult issues. Question what can work and agree on a realistic plan.
In today’s competitive environment, your human side can be a true differentiator and the key to successful business development and recruitment efforts.
Barbara Marx is co-CEO of Legal Insight Media Inc., Wellesley, which advises law firms on communicating their human side for business development and recruitment. The firm produces TrueViewsSM that can be displayed through the Web, PowerPoint, e-mails and handheld devices. |
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