Ask the Coach

Q: Like many firms, we struggle with the ability to cross-sell our firm's services. How can we change lawyers' attitudes and beef up our cross-selling efforts?

A: Encourage your lawyers to think like grocers. Large law firms are similar to today's supermarkets. They offer an array of products (services) to fill as many corporate needs as possible, and aim to be the source buyers turn to when those needs arise. Instead of acting as general grocers, many lawyers assume the roles of produce managers ' trying to steer the customer only to their specific aisle. To create an environment for successful cross-selling, take a tip from what grocers have learned: it isn't important which specific needs bring customers into your store. It is only important that you get customers to continue returning to your location.

Lawyers often seem interested only in finding demand for their personal practices. An environmental lawyer meets a business executive and automatically directs the conversation to potential environmental problems. Instead, suggest that your attorneys discuss the executive's industry and company. Probe for the corporate need that will motivate an executive to come into your legal services 'store.' The easiest point of entry for business dealings are those business problems ' and, by inference, legal issues ' foremost in a decision maker's mind.

Whatever the size of your firm, the grocer analogy works. Once a buyer has a pleasant experience 'purchasing' in your store, you'll have plenty of opportunities to discuss other issues, including those which directly benefit individual practices and practice groups.

A: You already recognize the importance of letting potential business sources know about your services. That way they can refer potential clients to you. Have you provided referral sources with information on when to refer you, and to whom? Unwittingly, we saddle our colleagues with the burden of figuring out how to help us. In reality, it's our job to make referrals as simple as possible.

For example, don't just remind referral sources that you offer employee benefits services. Instead, describe the three most frequently-occurring business problems that their clients face which might require changes to benefits plans. Whenever a referral source's clients reveal such problems in casual conversation, your firm will be associated with the solutions and introduced while the problem is foremost in a potential client's mind.

When you express your practice in terms of business situations, internal and external referral sources will know what triggers demand for you, and will find it easier to send business your way.

Q: Like many firms, we struggle with the ability to cross-sell our firm's services. How can we change lawyers' attitudes and beef up our cross-selling efforts?

A: Encourage your lawyers to think like grocers. Large law firms are similar to today's supermarkets. They offer an array of products (services) to fill as many corporate needs as possible, and aim to be the source buyers turn to when those needs arise. Instead of acting as general grocers, many lawyers assume the roles of produce managers ' trying to steer the customer only to their specific aisle. To create an environment for successful cross-selling, take a tip from what grocers have learned: it isn't important which specific needs bring customers into your store. It is only important that you get customers to continue returning to your location.

Lawyers often seem interested only in finding demand for their personal practices. An environmental lawyer meets a business executive and automatically directs the conversation to potential environmental problems. Instead, suggest that your attorneys discuss the executive's industry and company. Probe for the corporate need that will motivate an executive to come into your legal services 'store.' The easiest point of entry for business dealings are those business problems ' and, by inference, legal issues ' foremost in a decision maker's mind.

Whatever the size of your firm, the grocer analogy works. Once a buyer has a pleasant experience 'purchasing' in your store, you'll have plenty of opportunities to discuss other issues, including those which directly benefit individual practices and practice groups.

A: You already recognize the importance of letting potential business sources know about your services. That way they can refer potential clients to you. Have you provided referral sources with information on when to refer you, and to whom? Unwittingly, we saddle our colleagues with the burden of figuring out how to help us. In reality, it's our job to make referrals as simple as possible.

For example, don't just remind referral sources that you offer employee benefits services. Instead, describe the three most frequently-occurring business problems that their clients face which might require changes to benefits plans. Whenever a referral source's clients reveal such problems in casual conversation, your firm will be associated with the solutions and introduced while the problem is foremost in a potential client's mind.

When you express your practice in terms of business situations, internal and external referral sources will know what triggers demand for you, and will find it easier to send business your way.