Providing sound legal advice is, of course, a baseline expectation for all private practice lawyers. Many partners have even gone a step further to understand their clients’ full business operations to provide comprehensive guidance. However, the question that emerges is what truly sets apart a lawyer whom a general counsel would seek out for a long-term relationship?
This question was brought to the fore at the Legal Marketing Association’s annual conference in San Diego, where a panel of top general counsels provided tangible perspectives about what they look for in business development.
The conference made it clear that meeting the standard stakes is insufficient in today’s competitive legal environment. What general counsels now demand is more proactive, pragmatic, and actionable advice that they can act upon immediately.
An intriguing insight from the conference was the potential unique value that smaller firms may deliver. Often, these firms can build deeper relationships, provide certainty in cost and outcomes, and offer lower rates. Client-based companies such as Google have been known to employ middle-sized and even solo practitioner firms, deriving benefits from direct interactions and knowledge preservation.
General counsels also revealed they were not unduly worried about seniority but rather sought responsiveness and value. This sentiment has led to an increased engagement with junior colleagues who are often more receptive to diving into the client’s business operations. As such, both savvy law firms and in-house counsels should look to connect junior team members across their respective organizations to build cooperative relationships.
Engaging with a law department’s junior professionals through firm-sponsored events and other attempts can help law firms remain prevalent with in-house counsel. However, firms should be aware of not overwhelming in-house teams with excessive communications.
From a general counsel’s viewpoint, lawyer communications that further their, and their organization’s, business, are always welcomed. General counsels appreciate regular updates of high-value articles, commentary relevant to their organization, and even non-legal considerations that bear relevance to their organization’s domain, demonstrating that they are indeed ‘top-of-mind’ for their law firms.
In a slightly paradoxical sentiment shared at the conference, it emerged that private practice lawyers could deepen relationships by referring colleagues from other firms, reinforcing the notion that they are vested in the client’s best interests rather than merely accruing billable hours.
Above all, the panel made it evident that what general counsels are after transcends beyond mere legal advice. They desire a level of understanding and engagement that aligns closely with their business objectives. Essentially, they are seeking legal partnerships that can add significant value to their organizations.
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