Ask ten partners in the same firm to describe their approach to client service and you will likely hear ten different answers.

One partner will insist on quarterly check-ins. Another prefers to let the client reach out when they need something. One responds to every email within the hour, while another believes that as long as the work is delivered on time, the client will be happy. Some actively introduce colleagues from other practice areas. Others rarely do.

None of these approaches are necessarily wrong. But when they all exist within the same firm, they create a challenge. The result . . . [more]

Two columns ago, I followed the money through a law firm’s student recruitment program and found nearly $500,000 a year in lawyer time and expenses before a single billable hour was worked. Last column, I followed that same money into the delegation of actual work and found that firms were quietly losing much of it back through vague instructions, overworked memos, and write-downs nobody quite wants to talk about.

This column follows that same money to where it gets spent – on the reps junior lawyers used to log before anyone trusted them with something that mattered. Those reps are . . . [more]

The troika of artificial intelligence, pricing, and talent transience has been with us for some time now. As a result, traditional pyramid-structured law firms grappling with these bet-the-business juggernauts are at an inflection point. I propose a flatter way forward.

I have been writing and talking about this issue for many years, most recently as part of my ‘The Law Firm’ series: Pyramid Rollover, Private Equity Puzzle, Disappearing Act, Foundational Rebuild, and now this one, Inflection Point.

My argument throughout this series is that traditional law firm pyramid structures will not hold against AI, pricing, and . . . [more]

Ten or fifteen years ago, the professional who sent a newsletter, mailed a holiday card, and maintained an updated LinkedIn profile was considered ahead of the curve.

The bar was low. Showing up, in almost any form, was enough.

Today, that communication strategy blends into the background. This is not because newsletters stopped working, direct mail disappeared, or LinkedIn became oversaturated. It was because client expectations changed, attentions changed, the way we build trust changed. The shift was gradual, then sudden, and now permanent.

Where We Were Five to Ten Years Ago

In the mid 2010s, most mass communication followed . . . [more]

In my last column, I wrote about the hidden economics of law firm student recruitment and the substantial investment firms make in attracting and hiring students. The conclusion was relatively straightforward. Most firms devote enormous attention to recruitment, but the return on that investment is largely determined after students arrive.

That return is shaped through hundreds of small interactions that rarely receive much scrutiny. How work is delegated. How instructions are delivered. How drafts are reviewed. How students learn what is expected of them.

In most firms, these processes are informal and highly variable. That is understandable. Lawyers are . . . [more]

The legal services sector is in for rough times for the foreseeable future after which we will see a rebirth of legal services entities that bear little resemblance to those operating in the market currently. This is why your firm’s foundational rebuild must happen now.

Law firms are in the midst of grappling with a tsunami of changes within the legal services market that are impacting both practice and business. This is especially true after coming to terms – if we can honestly claim that – with the ravages of the pandemic. I understand that many people would like . . . [more]

Most professionals review their financial portfolios regularly. They assess what’s performing, what’s stalled, and what no longer fits the strategy. They make deliberate decisions about where to invest time and capital.

Almost no one applies the same discipline to the most valuable asset in their professional life: their relationships.

The Asset You’re Not Managing

A contact base that isn’t actively maintained doesn’t stay neutral. It erodes.

The client you worked with intensively three years ago and haven’t spoken to since? They’ve moved on. The colleague who moved to an interesting company but slipped off your radar? They needed someone with . . . [more]

A few years ago, I was asked to review a law firm’s student recruitment program. The firm had a respected brand, an engaged student committee, and a long history of bringing in summer and articling students.

The assignment seemed straightforward: review the process and suggest ways to strengthen the program.

So, I began by following the time.

There were student committee meetings. Planning sessions with marketing and talent professionals. Law school outreach events and receptions. Resume reviews. Interview preparation. Full days of interviews involving partners, associates, and administrators. Post-interview debriefs. Offer discussions. Candidate follow ups.

By the time the exercise . . . [more]

Some legal marketers become indispensable strategic advisors. Others stay stuck in the ‘can you make this brochure’ zone. The difference isn’t talent, experience, or even luck. It’s curiosity.

After 20 years in this field, I can tell you: curiosity is a choice and it’s within your control. The marketers who ask better questions, who dig deeper, who challenge assumptions are the ones who earn a seat at the table. They move from taking orders to shaping strategy. The difference? They choose to be curious.

Where curiosity matters most

To succeed in legal marketing, you need four core competencies: relationship . . . [more]

Disappearing acts pertaining to people, skills and talents have always happened every few years in the global legal services market as the sector continually refreshes itself. But disappearing has never been more prevalent than it has been of late and will become even more common in months and years to come. Act now.

As mentioned in my previous column, I am well aware that my opinions and perspectives especially over the last few years and more so lately are becoming more fearless and urgent as factors impacting the global legal services market surge with a magnitude of force that demands . . . [more]

For most of my career, I have worked on the inside of law firms — advising partners, managing change, fixing things that quietly but persistently get in the way of good work. Strategy. Marketing. Associate retention. Recruitment. Training. Culture. All the unglamorous but consequential pieces that impacts whether a firm thrives or stalls.

Along the way, I noticed something that never really changed.

Every year, bright, capable law students arrive at firms deeply motivated to do well — and surprisingly underprepared for what the job actually requires. Not because they lack intelligence or work ethic, but because no one ever . . . [more]

Firms that have multiple lawyers in the same practice who can land marquee clients are in an enviable position. However, if not managed correctly this advantage can quickly turn into a nightmare for the firm.

The McLaren Formula 1 team has this problem. They have two incredible drivers who could each be world champion but only one can stand on the top step. To maximize the team’s success without hindering either of their drivers, they have developed the “Papaya Rules.” The rules are basically race hard but clean, with a team‑first mentality and no contact between teammates.

With a few . . . [more]