Effective Client Teams

Author: Lori Brazier - Lexpert (June 2004 at p. 88)

“ We retain lawyers not law firms “ is still a common refrain among corporate counsel and corporate executives. But significant users of legal services are now requiring law firms to field teams of lawyers and paralegals to meet their needs in various practice areas. Certainly this was a key feature of the TD Bank Financial Group’s partnering arrangements ( see Lexpert, March 2004, The Cost of Choice ). Arguably they are still hiring lawyers – a team of them and not just certain individuals. Clients recognize that the partners on whom they rely on cannot and should not do all of the work.

Law firms have responded not only by aligning teams with clients, but also with the specific business units or departments who regularly retain their services. The focus of these teams goes beyond responding to requests for services. Teams work towards anticipating future requirements and being as effective as possible for their clients.

More than one corporate client has remarked upon uncoordinated approaches on the part of individual lawyers to promote the services of their firm, leading to confusion and missed opportunities. Effective client teams develop a client-specific business plan that addresses the requirements for legal services across a rolling 3-year period. The plan builds on knowledge of business objectives and the anticipated challenges for the client that will require legal input. It is growth-oriented and identifies how the firm can increase its involvement with the client by responding to new issues or by increasing its historical share of the legal work the client has to offer. Growth in new areas not presently serviced by the firm means consideration of how to cross-sell and showcase capabilities with which the client may not be familiar.

An effective plan takes into account the firm’s position vis-à-vis the client relative to other law firms. It examines what those other firms are doing for the client to determine how to compete for a greater share of the client’s work. The competitive advantage of a firm lies in its ability to meet ( and surpass ) service needs and add value. Associates can be helpful in this regard by assembling market intelligence.

The team sets specific objectives for work volumes, market share and profitability – along with initiatives required to achieve these objectives. The best objectives are SMART goals ( Specific, Measurable, Achievable, Realistic and Time-Focused ). Specific initiatives include managing workflow ( getting the work to the right level ), service guarantees, quality assurance and training / mentoring to ensure top-notch service.

Designing and implementing the plan is a challenging process. Law firms value individuals who are self-starters and capable of working independently. A group approach to business development, service and client relationship management can be a whole new way of thinking. Thus the role of the team leader is critical. He or she must be someone who is respected for his or her economic performance and status in the legal community, so that others on the team are motivated to embrace the plan and the goals and initiatives flowing from it.

Data is always important for analyzing activity levels, workflow and realization. Good team leaders recognize the importance of enlisting the help of administrative staff when such data is not already available.

Team effort is also key. The first task of the team leader is to set the stage and define key objectives, drawing on his or her knowledge of the client’s business goals. But a successful team plan is developed by all of the team members collectively and assigns accountability for specific initiatives to specific members, including associates and paralegals, so that everyone feels part of the plan. A large part of the team leader’s task is to encourage the independent thinking and creativity that come naturally to lawyers and help the group consolidate all of the various ideas into a workable plan.

Effective teams invest considerable time and energy building the plan, and then reviewing it regularly to follow up on progress. A compensation system that rewards both group effort and non-billable initiatives is a prerequisite.