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Successful Legal Business Advice

Post Legal Jobs > Employer Legal Articles > Employers > Legal Workforce Management > Successful Legal Business Advice
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Developing an Internal Marketing Plan for Law Firm Success

External business development efforts depend heavily on the internal marketing program. Where an internal plan does not exist, the results of a marketing effort can at best be ineffective and at worse chaotic and embarrassing. Just as external programs frequently measure the audience to see if their needs are being met, so too does a good internal program. The internal component serves four purposes: to motivate, inform, coordinate, and educate. An internal program is a vital part of the external plan.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left January 28, 2013

Classifying Client Personalities to Better Accommodate Their Legal Needs

Many attorneys do not really understand what clients need. They may feel they understand their client's legal needs and are active in client trade and community groups. But personal relationship with each client may not progress as the attorney once had envisioned it might. For instance, attorneys can make a concerted effort to provide very detailed information with all their work so clients would understand the comprehensive nature of the services offered. For some clients this did not seem enough, while for others the detail was overwhelming. One client may actually become upset with a lengthy report, impatiently interrupting the attorney's explanation by demanding, "What's the bottom line?" Attorneys can have doubts that they will ever find a middle ground that satisfies all their clients. One solution is to learn the client's personality types and speak their individual "languages."

By Harrison Barnes, CEO and Founder - BCG Attorney Search left January 19, 2013

Providing Good Legal Service To Your Clients

Attorney Jones did not understand why his practice was not developing more quickly. He had been in practice for seven years and had been an associate with a respected firm for three years prior to branching out on his own. His academic record was excellent; he graduated in the top third of his class at a well-known law school. Jones' professional record was also good. He, more often than not, provided the results his clients wanted. Some of Jones' clients had developed relationships with other attorneys and had discontinued their work with him. Jones felt that to some degree this would continue to happen and that this was not always within his ability to control. The number of potential clients referred to him had decreased over the past year. He was not sure what had caused this.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left January 19, 2013

Building Relationships With Your Legal Clients

Personal information about clients eases the relationship-building process that is part of a successful law practice. Knowing the client well and making sure the client is aware of that knowledge adds to attorney-client trust.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left January 19, 2013

Enhancing Your Legal Practice with Quantitative Surveys of Clients and Potential Clients

A group of partners and associates at a law firm in a medium-sized city felt they needed to get a complete understanding of where the firm stood in the eyes of its target market (ideal clients), particularly in relation to other firms serving the same market. Because they wanted to gather the opinions of a number of people in a relatively short amount of time, the personal interviews that go with qualitative research were ruled out. The firm decided to undertake a quantitative research project.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left January 19, 2013
Enhancing Your Legal Practice With Qualitative Group Surveys

If individual interviews cannot or will not be used by an attorney to gather client information, a group interview or "focus group" is an effective option. In the case of firms and even practice groups, the technique uses panels of clients to focus on broad concerns.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left January 19, 2013

Acquiring Feedback from Your Legal Firm's Clients

The most personal technique to learn client perceptions is conducting one-on-one qualitative interviews. The process can be time consuming, but it generates a wealth of valuable information and demonstrates concern for client sensitivities. All attorneys should do a client qualitative survey no less than once every 12 months, and more frequently is highly recommended, the relatively few clients that account for 60 to 80 percent of the revenue of the attorney should all be interviewed as a minimum.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left January 19, 2013
Marketing Your Practice as Part of a Successful Legal Career

To make strategic choices without regard to competition, a few relatively simple concepts are often overlooked. Many attorneys are responsible for developing their own clientele. This is obvious for sole practitioners, but is also true in firms of all sizes. Certainly, individual attorneys are responsible for legal service that will satisfy the client and retain them as future sources of business. Attorney salary and progress are determined, to a great extent, by his or her success in satisfying clients.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left January 19, 2013

Focusing on the Right Clients for Legal Success

Successful legal services marketing, as achieved through the client focus, is not a broad-based program but an individualized effort. It is one attorney’s decision to recognize the power of client relationships. The client focus is based on two important facts:

By Harrison Barnes, CEO and Founder - BCG Attorney Search left January 19, 2013
Tackling the Menace of Workplace Bullying

In a Workplace Bullying Survey, as recent as of 2007 (when the recession had not yet hit the economy), by WBI-Zogby, and considered to be the largest scientific study of bullying in the United States, certain findings were made that emphasize the need of employer intervention to reduce this malady. Among many findings of the survey, the following are relevant to the present article:

By Harrison Barnes, CEO and Founder - BCG Attorney Search left December 31, 2012
Some Issues with Devising Personal Works-Pay Solutions for Employees

When dealing with the non-salary components of the total compensation equation for employees, two of the most important elements can be visualized as works-pay and perks-pay. Works-pay generally involves payment for things necessary to get the work done and includes both tools necessary for doing the job, as well as things that employees would have had to purchase themselves if the employer did not provide them. Perks-pay, of course, relates with perquisites. While works-pay confers tools of the job to an employee, perks-pay provides status.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left December 19, 2012
Change Management, Communicating from the Top, and the FBI

In his book From the Bureau to the Boardroom: 30 Management Lessons from the FBI, Dan Carrison eloquently draws attention to how we can learn from the FBI in managing change. He mentions how, following the 9/11 attacks on USA, every priority in the FBI had changed, but Robert Mueller succeeded in making agents accept their new roles and priorities in a manner that shows how it can be done in private organizations, too.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left December 12, 2012
Seven Steps to Learning to Like an Employee You Hate

Okay, maybe 'hate' is too strong a word, and there is little reason in the workplace to hate a colleague or an employee. But there are situations where we genuinely dislike certain colleagues, for their conduct or habits, or generally for reasons difficult to define or admit, even to our own selves.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left November 28, 2012
Check Your Local Law, You May be Required to Provide Paid Time-off to Vote

Election Day is NOW, but many small and mid-sized employers may be unaware that in many states, not giving PAID TIME-OFF to employees may be construed as a Class C demeanor, and can attract both a penalty up to $500, as well as other future issues in the employer-employee relationship.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left November 9, 2012
Role Money Plays in Employee Retention

Some issues, though common, are rarely simple, and employee retention is one of those. I have heard quotes like “an employee doesn’t leave a company, but leaves his/her boss,” and while in some cases such an assertion may be true, in most cases it is not. This article focuses on correlations between employee loyalty, employee retention, and the role that money (compensation) plays in attaining company objectives.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left October 10, 2012

The Importance of Having an Employee Handbook

An employee handbook is a booklet that documents your expectations from your employees and what your employees can expect from your company. In other words, it states your legal obligations as an employer and their rights as employees. It contains important information on your company’s policies and procedures and has all details that employees would need to know about their workplace.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left August 21, 2012

Career Planning for your Multigenerational Workforce

Workplaces throughout the country today are made up of four distinct generations – the Veterans (1922 – 1946), Boomers (1946 – 1963), Generation X (1963 – 1980), and Generation Y (1980 – 2000). Each of these generations has something to offer in the workplace, such as different values, needs and expectations. As an employer, if you are unable to properly manage and motivate your multigenerational workforce, your Company will soon face challenges in terms of retaining skilled workers and you will fail to leverage the true benefits of a multigenerational workforce. To survive this rare challenge of managing diverse generations of workforce, you need to learn about each of these generational groups, their needs and their motivations.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left August 21, 2012

Employee Productivity and Collaboration in Law Firms

Do you think that a law firm is generally “unmanageable?” Are most attorneys and staff personnel left to fend for themselves in a sink or swim environment? Are there firms with a collaborative model? Does this dynamic boost employee productivity?

By Harrison Barnes, CEO and Founder - BCG Attorney Search left July 17, 2012

Opening Branch offices

Growth is essential to the long-term survival of any business. American and foreign law firms have grown by marketing to the public, acquiring lateral partners with portable practices, merging with other firms, and starting branch offices.

By Harrison Barnes, Esq. November 30, -0001

Interviewing a Law Firm: Distinctions that Make the Difference

I recently asked a managing partner (who is actively in the market for lateral partners) how his firm distinguishes itself from its competitors. The response I got was, "We've got a great firm and we make a ton of money." I have to give him points for being superlative, if not terribly specific. He wasn't being flip; it was clear that he believes that these are the two reasons for partners to join his practice. But as someone who talks to firms about their senior-level needs on a regular basis, these may be important characteristics of the firm, but they are hardly distinguishing characteristics of the firm. The truth is many firms aren't great at articulating what makes them different from their competitors.

By Harrison Barnes, CEO and Founder - BCG Attorney Search left November 30, -0001
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