The global legal services market needs optimistic contrarians: strong people who think fast and clearly, and whose actions are decisive and fearless. Their power needs to be united, harnessed, and used for good.

The legal services sector has always had a reputation for being tough. It’s getting tougher by the minute and unlikely to let up.

While disruptive factors are many, the three most daunting are:

• Accelerating advances in generative artificial intelligence that are usurping service-oriented tasks and upending how various types of legal work get produced and priced – all of which is impacting traditional law firm pyramid structures

Recently I was asked to speak to a group of individuals about how to get involved in business development in the legal space. It is not a career that necessarily has a straight path like other professions and many of the best doing it, fell into the profession and then fell in love with the profession.

What Is Legal Business Development?

At its core, business development in law firms bridges the gap between legal expertise and client needs. It can include identifying opportunities, understanding relationships, and creating value propositions that resonate with clients. Unlike traditional sales, legal business development requires . . . [more]

Fearmongering and fretting about impacts of the Big Four on the legal services sector are the equivalent of tilting at windmills and just as pointless.

I’m tired of overheated headlines and breathless reporting. No, I’m not talking about the trials and tribulations of tariffs and trade. I’m talking about the handwringing and blathering around KPMG’s successful application to practice law in Arizona.

For the love of all that’s holy, handwringers and blatherskites – knock it off.

Scaremongering and Stress

Many lawyers are triggered by fear. Anyone who deals with lawyers in any way, shape, or form knows that the . . . [more]

The traditional business development approaches for lawyers – expensive dinners, conferences, and rigid networking events – are not the only ways to build your book. In today’s rapidly evolving legal landscape, we have an opportunity to reimagine business development into something you will want to do rather than feel obliged to do.

The Authenticity Revolution in Business Development

The most significant shift in legal business development is moving away from “should-do” activities to “want-to-do” initiatives. This is not about following a prescribed set of actions. It is about creating a sustainable practice growth strategy that energizes you.

The most successful . . . [more]

Strategic and profitable growth has nothing to do with size. Instead, it has everything to do with market positioning.

[This is Part Two of a two-part series on Strategic Growth in the Legal Services Market and the foundation for the second half of my September 2024 keynote address to the Alberta Civil Trial Lawyers Association in Calgary.]

I noted in my final thoughts of Part One that evolution in the global legal services market has been upon us for well over three decades. Also, that shifts within the staid and traditional legal services industry have been accelerating more fiercely over . . . [more]

In the super-competitive professional services landscape, the ability to deliver an exceptional client experience continues to be a critical differentiator. While firms have traditionally focused on technical expertise and functional capabilities, clients now demand a more holistic, client-centric approach. Clients are hiring you for your legal knowledge and experience, but they also want to know, “What’s in it for me?”

For professionals, the priority should be a deep understanding of the client’s business, challenges, and objectives. The goal is to deliver tailored solutions that meet the client’s needs.

Client Interviews

Conducting client interviews allows firms to leverage client insights effectively. . . . [more]

In November, I’m presenting to law students about plain language and the importance of good communication. As always when preparing for a presentation, my first consideration is ‘who is my audience’ and ‘how best can I deliver my message to this audience’. In this circumstance, who my audience is and the impact on their communications has become the message.

The majority of these students will be in their mid to late 20s: Millennials on the upper end and Generation Z on the lower end. In the 20 years since I graduated with my fellow Gen Xers, communication channels, styles, preferences . . . [more]

“Life moves pretty fast. If you don’t stop and look around once in a while, you could miss it.” – Ferris Bueller, Ferris Bueller’s Day Off.

[This is Part One of a two-part series on Strategic Growth in the Legal Services Market and the foundation for the first half of my September 2024 keynote address to the Alberta Civil Trial Lawyers Association in Calgary, Alberta.]

In 2008, a global financial crisis considered the worst since the Great Depression of the 1930s marked the end of the traditional law firm’s 20-year bull run.

Since then, life in the global legal services . . . [more]

In professional services organizations, launching a new practice group can be a game-changer for firms looking to expand their offerings, enter new markets, or capitalize on emerging trends. Whether you are in law, accounting, recruitment, planning, engineering, or any other sector, the process of establishing a successful practice group requires careful planning, strategic execution, and a deep understanding of client needs. Although the idea for a new practice may come quickly, launching that new area requires careful consideration, including the eleven tips below.

1. Research

Before you begin telling everyone about your new practice, it is critical to research what . . . [more]

Quit the AI theatrics and get on with the business of legal service.

I’ve had it. Had it with the legal industry’s incessant blither blather, adjective-laden hyperbole, and histrionic pearl-clutching – hello, law firms – pertaining to the perils and rarely the pluses of artificial intelligence.

The continuous and roiling notions around AI, its impact on the legal market, and how services will need to be offered, provided, and priced strikes me as a crazy collision of Marx Brothers movies, “A Day at the Races” and “A Night at the Opera.” Wacky, zany, and clear over the top.

AI will . . . [more]

The ability to craft compelling proposals is not merely a skill but an art form. Whether responding to a request for proposal or proactively seeking new business with unsolicited proposals, the process demands finesse, strategy, and a deep understanding of client needs.

Why Proposals Matter

Proposals represent more than mere submissions; they represent an opportunity for your firm to stand out among your peers. Each proposal is a testament to your expertise, understanding of client needs, and a roadmap to solutions. Crafting a proposal is about showcasing capabilities, forging trust and establishing credibility with prospective clients.

Crafting a Winning Proposal . . . [more]

Why be mediocre? Smart strategy developed thoughtfully and executed astutely ignites success that is stratospheric.

Strategy within many law firms is considered optional. These firms prefer to do what they’ve always done, then sweat and bleed to grind out results.

That’s because they choose to play it safe and run with the rest of the competitive herd. But running with the herd does not protect you from harm, it simply makes you one of many.

Playing it safe is a prevalent trait within the risk-averse legal services industry. But how tiresome and dull, not to mention frustrating. This is precisely . . . [more]