The Voice of the Client: Lateral Hiring and Integration

For illustration purposes, he explains, “assuming one of my outside lawyers is moving from one good firm to another good firm, I then have a whole new set of administrative ' never mind substantive ' matters to learn, such as telephone numbers, e-mail addresses, people and billing cycles, just to name a few. Things as small as what expenses are client-chargeable vary from firm to firm” comments Weintraub. To guide law firms moving forward, Weintraub has a few suggestions to help create a bridge from an attorney's lateral move to client service.

How to Help the Client

Stop using the “perfect pitch.” Weintraub cautions against calling clients and using what he calls the “ perfect pitch”: “I am leaving ABC firm to join XYZ firm. They have a better platform to help me service clients like you with more breadth and depth. XYZ is a law firm leader in your industry. My new firm's business model will also allow me to do your work personally instead of forcing work down to associates to save you money. My new firm is also very entrepreneurial and allows me to offer you more alternative fee arrangements and more flexible billing.

“That's an uncomfortable call for several reasons,” notes Weintraub. “First, we know you have promised your new law firm some number or “book” associated with the work you perform for us, the client. It also gives rise to questions about why you have persuaded us to use your former firm if they are so poor at servicing our needs.” Instead, Weintraub encourages lawyers to have a frank discussion about your choice to leave your firm.

Don't assume work follows you. Instead, earn it.'Weintraub suggests that you focus your efforts on building client work at your new firm in stages. “Start small and go with a real point of strength at your new firm. From there, build and spread relationships.” He also notes, “There are very few times when all the work will follow the attorney to the new firm so don't assume the work will always follow.”

Build contingency plans. As we mentioned, Weintraub believes that clients won't always lift their matters from an existing law firm relationship and place them at the lateral's new firm “especially if we are in the middle of a time-sensitive matter, or a matter involving a number of specialists who are not moving.” Laterals must build several scenarios and variables into their planning versus relying 100% on existing client portfolios. Weintraub suggests that on matters that may not follow you, offer to stay involved, overseeing the work, and not charging the client.

Be sure to create multiple touch points. According to Weintraub, having a relationship partner is important but having several relationships “to call when I have question that doesn't rise to the level of my relationship partner is important.” We also know that, generally, the level of client service rises with the increased number of relationships a client has at a law firm.

Vet your new partners for service. Weintraub suggests having open dialog with your new firm's client team members so that everyone is clear about the client's expectations regarding responsiveness, accessibility and beyond. “As a client, it's important that the service level doesn't dip when a lawyer we work with changes law firms ' it may cost you future work” says Weintraub.

Heads Up for Laterals and Firms

Weintraub also warns both laterals and law firms: “To law firms that have partners and associates leaving their firm to join another firm ' get better about communicating to clients when an attorney leaves. “

Beth Cuzzone, a member of this newsletter's Board of Editors, is Director of Client Service and Business Development at Goulston & Storrs PC. She may be reached at 617-574-6525 or via e-mail at [email protected].

'

'

Yes, another article about lateral hiring. The continuing trend is invading our industry and, therefore, articles in our trade publications. Is the trend as prevalent as we read about every day? Yes, according to ALM's October 2012 report titled “Thinking Like Your Client: Strategic Planning in Law Firms.” The top three upcoming business strategies according to law firm leaders who participated in the research include: 1) Growing the firm; 2) Talent and acquisition and retention; and 3) Improving profitability.

The report also indicates that 96% of the participating law firms have prioritized “acquiring laterals” as part of growth plans in the next two years. Most, if not all, law firms a have a process, checklist and protocols to integrate laterals joining our firms. BUT, what about integrating the client?

Have we really created our processes with the client at the center? According to Daniel Weintraub, Managing Director and General Counsel of Audax Group, “Law firms do not realize the burden a change in law firms creates for us, the client. There is little upside for me, the client, when a lawyer moves to a new firm.”

For illustration purposes, he explains, “assuming one of my outside lawyers is moving from one good firm to another good firm, I then have a whole new set of administrative ' never mind substantive ' matters to learn, such as telephone numbers, e-mail addresses, people and billing cycles, just to name a few. Things as small as what expenses are client-chargeable vary from firm to firm” comments Weintraub. To guide law firms moving forward, Weintraub has a few suggestions to help create a bridge from an attorney's lateral move to client service.

How to Help the Client

Stop using the “perfect pitch.” Weintraub cautions against calling clients and using what he calls the “ perfect pitch”: “I am leaving ABC firm to join XYZ firm. They have a better platform to help me service clients like you with more breadth and depth. XYZ is a law firm leader in your industry. My new firm's business model will also allow me to do your work personally instead of forcing work down to associates to save you money. My new firm is also very entrepreneurial and allows me to offer you more alternative fee arrangements and more flexible billing.

“That's an uncomfortable call for several reasons,” notes Weintraub. “First, we know you have promised your new law firm some number or “book” associated with the work you perform for us, the client. It also gives rise to questions about why you have persuaded us to use your former firm if they are so poor at servicing our needs.” Instead, Weintraub encourages lawyers to have a frank discussion about your choice to leave your firm.

Don't assume work follows you. Instead, earn it.'Weintraub suggests that you focus your efforts on building client work at your new firm in stages. “Start small and go with a real point of strength at your new firm. From there, build and spread relationships.” He also notes, “There are very few times when all the work will follow the attorney to the new firm so don't assume the work will always follow.”

Build contingency plans. As we mentioned, Weintraub believes that clients won't always lift their matters from an existing law firm relationship and place them at the lateral's new firm “especially if we are in the middle of a time-sensitive matter, or a matter involving a number of specialists who are not moving.” Laterals must build several scenarios and variables into their planning versus relying 100% on existing client portfolios. Weintraub suggests that on matters that may not follow you, offer to stay involved, overseeing the work, and not charging the client.

Be sure to create multiple touch points. According to Weintraub, having a relationship partner is important but having several relationships “to call when I have question that doesn't rise to the level of my relationship partner is important.” We also know that, generally, the level of client service rises with the increased number of relationships a client has at a law firm.

Vet your new partners for service. Weintraub suggests having open dialog with your new firm's client team members so that everyone is clear about the client's expectations regarding responsiveness, accessibility and beyond. “As a client, it's important that the service level doesn't dip when a lawyer we work with changes law firms ' it may cost you future work” says Weintraub.

Heads Up for Laterals and Firms

Weintraub also warns both laterals and law firms: “To law firms that have partners and associates leaving their firm to join another firm ' get better about communicating to clients when an attorney leaves. “

Beth Cuzzone, a member of this newsletter's Board of Editors, is Director of Client Service and Business Development at Goulston & Storrs PC. She may be reached at 617-574-6525 or via e-mail at [email protected].

'

'