A study conducted by DecisionQuest, a jury and trial consulting firm, showed that GC’s expected a 20% turnover in their own top in-house ranks. In light of that instability, how do you build long term relationships that yield future business? Are today’s decision makers going to be there long enough to support your firm, listen to your law firm marketing presentations and take action?

Will non-lawyer executives be able to exert greater impact on the decision-making process after attorney business development efforts? If so, which ones in particular? How did they attain this position of influence? What could you have done to get to know them earlier? Contact us for the answers.

Is it any wonder that law firms enter pitch or proposal meetings without being aware of “what keeps ‘em up at night”? I have heard an in-house counsel describe her outside firms as “dumb” and “arrogant”?. Recent surveys offer detailed maps of the minefields in which many law firms get trapped. In January 2005, an INSIDE COUNSEL survey indicated that 59% of responding GC’s would soon be firing at least one of their outside law firms. If your firm is terminated, do you know why? Is it:

* Budget pressures?
* Consolidation of companies?
* Tightening of supervision and management of outside support?
* Desire for fresh strategies and new approaches?
* Turnover of counsel, either outside or inside or both?

Next time we’ll discuss the turnover rate of in-house counsel and its impact on client relationships.

A major complaint I have often heard from in-house counsel is that their attitudes about outside counsel are unsuspected. And many go on to say that their needs are unexplored by law firms.

These are two different concerns, but the same theme pervades. The next few articles will cover what inside-counsel are facing and what you should be doing to be truly “clientcentric.”

Issues they confront include:

* GC’s positions have become more tenuous;
* Shareholder pressures on corporate value have increased;
* New product or service development costs have grown;
* Boards of Directors’ expectations of in-house counsel and their
roles in “preventive law” present even greater challenges;
* SOX has created liability for GC’s that many do not want to bear,
or simply can not bear; and
* CEO’s are breathing down their necks.

So, when you enter a pitch or proposal meeting, are you really aware of
WHAT KEEPS ‘EM UP AT NIGHT?

PROBLEM: What do we do with our up-and-comers?

RESPONSE: A true business generating pipeline includes ideas for deploying junior partners and associates. Take them to sales meetings. Encourage them to get their names out there via articles and speeches. With younger lawyers, the key is to encourage business development without undue pressure. Whatever they bring in is gravy, and you’re making a great investment in the future as well.

RESULT: Some firms are creating a true sales culture, from top to bottom. You can too.