<b><i>Sales Speak:</i></b> Asking for Business

Given the reality that law schools, for the most part, do not adequately prepare lawyers to engage in the business of law (including sales), it is no wonder why the fear of directly asking for new business is an obstacle for many lawyers.

Common Concerns

Below are some of the most common concerns clients have shared in the business development and sales training workshops I have conducted over the years as to why they do not directly ask for business.

1. Lawyers are uneasy with directly asking for business. Given the lack of professional training (much less any practice) on how to actually ask for new business, most lawyers are very uncomfortable having those conversations. While nobody wants to appear scripted, my clients have fared well when they have a practiced approach of “getting to 'yes.'” One of the keys is to have statements, open-ended questions, and responses to obstacles at the ready. As important to becoming more comfortable with asking for business is practicing in front of a mirror, observing your intonations, facial gestures and other non-verbal cues.

In the ultra competitive legal services environment, it is essential to be prepared and proactive in seeking new business. Lawyers can scarcely afford to allow sales opportunities to get past them due to their level of unease.

2. Fear of rejection. This is overwhelmingly the top concern and fear of my lawyer clients express about directly asking for new business. While understanding that no one enjoys hearing “no,” I advise my law firm clients to separate a “no” from a personal rejection. Often, when a prospect says no, he or she actually means “not now.” It is the lawyer's task to proactively understand the prospect's needs and to clearly describe the value of his/her services to discern whether they are a good fit for the prospect.

That said, there are many aspects of a sales conversation that require being attentive to non-verbal behavior and other implied messages to help read a prospect's intentions.

3. Lawyers fear prospects' negative perceptions. How many times have we heard, “I don't want to seem pushy,” “I don't want to seem like an ambulance chaser,” from colleagues when speaking of sales situations? The fact is, lawyers' fears of negative perceptions will be reduced proportionately to how much they professionally learn and practice/prepare for directly asking for new business. Directly asking for business is just not something a lawyer can easily “wing” and still present a professional approach.

4. Lawyers are unclear on how to ask for business. This is a different fear than being uncomfortable with asking for new business. Lawyers often don't know what to say to prospects to lead to a “close.” One of the most important techniques I teach my sales training clients is the art of the sales conversation. The sales process becomes infinitely easier and more comfortable when my clients can dissect and clearly understand what needs to happen to lead the prospect to “yes.” When lawyers understand the process and how to logistically have the sales conversation, the fear usually dissipates.

Closing is an important part of the selling process just as presenting a final argument is in the courtroom. Any successful litigator knows that any argument will fail without careful and thoughtful preparation and the same applies in closing a sale. What lawyer can afford to misappropriate even one selling opportunity in this highly competitive legal services environment?

5. Timing concerns. It is a sign of a professional salesperson to clarify upfront the time required for a sales conversation as well as to understand the prospects' decision-making process and the key influencers who will be involved in authorizing the release of funds. While you do not want to “spring” the final “let's do business” comment on the prospect, the most productive sales conversations will include a series of open-ended questions (those that cannot be answered “yes” or “no”) to understand the specific needs, the cost of doing nothing, and whether your services are the best fit. The “big close” is effectively avoided by asking for a number of little decisions, i.e. , gaining confirmation as each point is established, similar to a litigator when questioning a witness.

Take your time to actively listen to your prospect, her needs, challenges, concerns, etc. so that you are in a stronger position to offer help with a more assured understanding of needs and expectations.

6. Fear of overcoming obstacles. When lawyers are prepared and have learned what prospects are willing to give up in time and money to get, it becomes easier to respond to objections. The latter are typically a sign that while a prospect may be interested in “buying” your services, you have yet to adequately describe how you can add enough value and/or help prevent or solve a problem.

Again, asking incremental questions to gain an assurance of what the prospect is seeking to resolve and the precise demand triggers places you in a stronger position to differentiate yourself by presenting a unique value add obtainable only from you and your firm.

I often advise my clients to incorporate questions such as, “Is there anything I haven't addressed that is of concern to you or your organization?” Or, “Explain where we are not in alignment.” By presenting only concrete examples of relevant situations and successful buying decisions by clients most like this buyer, making a buying decision will be much easier for the prospect, and selling will be easier for you.

Conclusion

At the end of the day, we are all buying and selling something all the time. It is in the nuances of actively listening, asking appropriate open-ended questions to fully understand the underlying problems, the value of solving it, the cost of doing nothing, and guiding your prospect to the point of recognition that you are uniquely qualified and situated to best address the issue. Then, practice, practice, practice your delivery to convincingly communicate that your services are the best fit for your prospects' needs.

Kimberly Alford Rice is Editor-in-Chief of this newsletter and Principal of KLA Marketing Associates (www.klamarketing.net). Reach her at 609-458-0415 or [email protected].

Given the reality that law schools, for the most part, do not adequately prepare lawyers to engage in the business of law (including sales), it is no wonder why the fear of directly asking for new business is an obstacle for many lawyers.

Common Concerns

Below are some of the most common concerns clients have shared in the business development and sales training workshops I have conducted over the years as to why they do not directly ask for business.

1. Lawyers are uneasy with directly asking for business. Given the lack of professional training (much less any practice) on how to actually ask for new business, most lawyers are very uncomfortable having those conversations. While nobody wants to appear scripted, my clients have fared well when they have a practiced approach of “getting to 'yes.'” One of the keys is to have statements, open-ended questions, and responses to obstacles at the ready. As important to becoming more comfortable with asking for business is practicing in front of a mirror, observing your intonations, facial gestures and other non-verbal cues.

In the ultra competitive legal services environment, it is essential to be prepared and proactive in seeking new business. Lawyers can scarcely afford to allow sales opportunities to get past them due to their level of unease.

2. Fear of rejection. This is overwhelmingly the top concern and fear of my lawyer clients express about directly asking for new business. While understanding that no one enjoys hearing “no,” I advise my law firm clients to separate a “no” from a personal rejection. Often, when a prospect says no, he or she actually means “not now.” It is the lawyer's task to proactively understand the prospect's needs and to clearly describe the value of his/her services to discern whether they are a good fit for the prospect.

That said, there are many aspects of a sales conversation that require being attentive to non-verbal behavior and other implied messages to help read a prospect's intentions.

3. Lawyers fear prospects' negative perceptions. How many times have we heard, “I don't want to seem pushy,” “I don't want to seem like an ambulance chaser,” from colleagues when speaking of sales situations? The fact is, lawyers' fears of negative perceptions will be reduced proportionately to how much they professionally learn and practice/prepare for directly asking for new business. Directly asking for business is just not something a lawyer can easily “wing” and still present a professional approach.

4. Lawyers are unclear on how to ask for business. This is a different fear than being uncomfortable with asking for new business. Lawyers often don't know what to say to prospects to lead to a “close.” One of the most important techniques I teach my sales training clients is the art of the sales conversation. The sales process becomes infinitely easier and more comfortable when my clients can dissect and clearly understand what needs to happen to lead the prospect to “yes.” When lawyers understand the process and how to logistically have the sales conversation, the fear usually dissipates.

Closing is an important part of the selling process just as presenting a final argument is in the courtroom. Any successful litigator knows that any argument will fail without careful and thoughtful preparation and the same applies in closing a sale. What lawyer can afford to misappropriate even one selling opportunity in this highly competitive legal services environment?

5. Timing concerns. It is a sign of a professional salesperson to clarify upfront the time required for a sales conversation as well as to understand the prospects' decision-making process and the key influencers who will be involved in authorizing the release of funds. While you do not want to “spring” the final “let's do business” comment on the prospect, the most productive sales conversations will include a series of open-ended questions (those that cannot be answered “yes” or “no”) to understand the specific needs, the cost of doing nothing, and whether your services are the best fit. The “big close” is effectively avoided by asking for a number of little decisions, i.e. , gaining confirmation as each point is established, similar to a litigator when questioning a witness.

Take your time to actively listen to your prospect, her needs, challenges, concerns, etc. so that you are in a stronger position to offer help with a more assured understanding of needs and expectations.

6. Fear of overcoming obstacles. When lawyers are prepared and have learned what prospects are willing to give up in time and money to get, it becomes easier to respond to objections. The latter are typically a sign that while a prospect may be interested in “buying” your services, you have yet to adequately describe how you can add enough value and/or help prevent or solve a problem.

Again, asking incremental questions to gain an assurance of what the prospect is seeking to resolve and the precise demand triggers places you in a stronger position to differentiate yourself by presenting a unique value add obtainable only from you and your firm.

I often advise my clients to incorporate questions such as, “Is there anything I haven't addressed that is of concern to you or your organization?” Or, “Explain where we are not in alignment.” By presenting only concrete examples of relevant situations and successful buying decisions by clients most like this buyer, making a buying decision will be much easier for the prospect, and selling will be easier for you.

Conclusion

At the end of the day, we are all buying and selling something all the time. It is in the nuances of actively listening, asking appropriate open-ended questions to fully understand the underlying problems, the value of solving it, the cost of doing nothing, and guiding your prospect to the point of recognition that you are uniquely qualified and situated to best address the issue. Then, practice, practice, practice your delivery to convincingly communicate that your services are the best fit for your prospects' needs.

Kimberly Alford Rice is Editor-in-Chief of this newsletter and Principal of KLA Marketing Associates (www.klamarketing.net). Reach her at 609-458-0415 or [email protected].