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There are difficult depositions. Unproductive depositions. Ones where people cry or are rude or angry. And then, as the Delaware Supreme Court noted, there's Carole Shorenstein Hays. The 70-year-old Tony award-winning theater producer's behavior during her deposition prompted the Delaware Supreme Court to issue a 20-page addendum blasting her.
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Nine ways you may be hindering your efforts to win new legal business, and a few ideas on how subtle improvements can maximize both success and overall win rates for firms and attorneys.
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Nine ways you may be hindering your efforts to win new legal business, and a few ideas on how subtle improvements can maximize both success and overall win rates for firms and attorneys.
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Building rapport with prospective or existing clients and referral sources requires intentional ongoing communication and patience. When relationships fail to progress, it is most often due to a lack of follow-up.
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At the end of the day, a lot of noise is created in the effort to hear the voice of the client. We propose that while these efficiencies and innovations in law are valuable, the clients keep asking for something different: a lawyer who deeply understands their business and their specific issue — at the time they need it.
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<i><b>Ready, Set, Benchmark! </i></b><p>Underlying great client service is a strong understanding of the client's business and goals. There are many barriers to success when it comes to helping lawyers develop a strategic client mindset. So, how do you break down these barriers to create a Client Intelligent Law Firm?
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<b><i>Part Two of a Two-Part Article</b></i>
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VUCA is an acronym we don't often hear in the legal industry. It stands for volatile, uncertain, complex and ambiguous, and was coined by the U.S. Army to describe the post-Cold War world. Buyers of legal services are more sophisticated than ever and are redefining the meaning of value, some are involving procurement professionals in the buying process.
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<b><i>Part Two of a Two-Part Article</b></i><p>This two-part article defines the specific and best actions lawyers and law firms can take to expand client relationships. This second part covers what law firms as institutions can do to help the firm's departments, practice groups, teams and lawyers expand client relationships.
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<b><i>Part One of a Two-Part Article</b></i><p> For a variety of reasons, many law firms and lawyers struggle to effectively cross-sell or cross-service. This article defines the specific and best actions lawyers and law firms can take to expand client relationships.