3 Reasons Why Every Lawyer Should Study JD Supra's Readers' Choice Awards

JD Supra just published their inaugural Readers’ Choice awards, featuring top authors and top content across 26 categories in 2015. The accompanying report provides critical insight into who’s reading what – and in which industry – that every lawyer should know. Some observations:

Clients Read What They Need To Know

First, the awards make clear that the “secret” of leading authors on JD Supra is to give the people what they want. These authors are writing about the issues relevant to the companies they want to reach. That may seem self-evident, but it’s not. Because it means you have to step away from your perspective as advisor, as someone who knows what her clients SHOULD be worrying about, and step into the shoes of those clients trying to understand a hundred different and diverse legal issues all at once. Of course you can (and should) write about issues you think your potential clients need to know. But if you’re not analyzing the developments they think are important, you’re not going to gain the credibility that will lead them to take your word for it.

This is particularly important because the issues keeping your clients up at night may not always be the ones you think. A top concern of Silicon Valley, according to the report? Immigration. Of insurance companies? Cybersecurity and data breaches. Of businesses in the broadcast media industry? Employer liability. And of course you may already know this (200 lawyers writing on JD Supra did…), but the point is the same: you’ve got to drill down and figure out what’s important to the people you’re writing for, if you want them to read your work.

Content Marketing Works

Second, the reader analysis done by the folks at JD Supra demonstrates that content marketing is working: industry insiders really do read the legal analysis and insight that you post online. A quick look at the “notable readers” makes that clear: people from Chevron, Johnson & Johnson, Amazon.com, Time Warner Cable, Wells Fargo, Cisco, Microsoft, Texas Instruments, Bank of America, Office Depot, Medtronic, etc., are going to the Internet for guidance on understanding and responding to the legal and business issues they face every day.

Less Is Definitely Not More

And finally, while it may seem obvious, the awards really drive home the point that you shouldn’t ignore a topic because you’ve already written about wage and hour law, or because your competitors have covered data breaches in the insurance industry, or because there’s nothing more to say about the Affordable Care Act. Your job – like every other lawyer – is to demonstrate expertise on the subjects that matter to your clients. A single article does not do that: you must write about the topics you know again and again and again. People are going to read your work when they need it, so your job is to make sure that when they are trying to understand an issue, your analysis is available to them. You do this the way almost every author in these awards did it: by turning up again and again and writing what matters to your readers and clients.

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First published on JD Supra

3 (More) Ways to Jumpstart Your BD in 2016

Want to do better in 2016? Give your business development a boost. Here are three ways:

1. Talk To Your Colleagues. 

Although you pass each other in the hallway 12 times a day, how often do you stop and talk business development with your fellow lawyers? Why not set aside one lunch per month to get together with one or two of them and talk business development? It doesn't have to be formal, you don't need to bring your BD plan as reference, you don't have to justify what you did or didn't do last month. You just have to talk about clients and opportunities and ways you might be able to get new work. 

2. Drop Your Clients a Line. 

You know it's true: most of the correspondence you send clients is about work – status updates, compliance questions, filing deadlines, and the like. But it doesn't have to always be that way. What if you made an effort, again once a month, to find one article or blog post that one of your top clients will find interesting? Perhaps it's an article about their alma mater, or a ground-breaking development in their industry, or even news from their home town that you can forward along with a "this made me think of you" cover note.  They'll appreciate it.

3. Make an introduction. 

No matter how long you've been practicing, you probably know several people who would benefit from knowing each other. Perhaps your accountant and your biggest client both like to sky dive. Or maybe two clients in complementary industries went to the same college but have never met. Whatever the connection, what if you made the effort to figure out who would gain from an introduction and then put them together? Wouldn't your contacts appreciate it if you made three or four introductions over the next 12 months? 

Make 2016 a great year.

3 Questions As You Rewrite Your BD Plan for 2016

The end of the year is always a good time to take a hard look at your business development efforts of the last 12 months: what worked and what didn't, where you want to spend your time and effort next year, etc. If you're going through that exercise – and you should be – here are three questions you should ask yourself:

1. What do I like to do? No, I'm not talking about horseshoes or hang-gliding (though there are no doubt many lawyers who have turned these and similar interests into BD tactics). Instead, you need to figure out what you enjoy, what you're most comfortable doing, and what you don't like, so that you can shape your BD efforts accordingly. Put another way: if you're more at home in front of the keyboard than in front of a crowd, you probably should put public speaking lower on your list than starting a blog. Because you're not going to actively engage in BD activities you don't like to do.
2. What makes me special? Obviously, you wouldn't be a successful lawyer if you didn't bring something special to the table. Something tangible for your clients. Something that makes you stand out, that makes them continue to give you work. Once you figure out what that is – you might even consider asking one or two of them – you can start figuring out a way to exploit that strength, to determine who will be most interested, to articulate that which sets you apart from the competition.
3. What is the market telling me? Staying on top of trends in the market – what regulators are doing in your key clients' industries, what's going on in China, how the presidential election is likely to change the way your clients do business – is essential at all times. But as you're trying to figure out where your biggest opportunities will lie in the coming year, you should be paying closer attention. A good place to start is BTI's recent Mad Clientist blog post reporting on a survey of more than 300 General Counsel on the areas in which they plan to spend their legal services dollars in 2016.

7 Ways To Make In-House Lawyers Happy

Earlier this week, I attended a Legal Marketing Association Ohio conference, "Perfect Your Pitch," featuring six in-house lawyers:

• James D. Campbell, Senior Counsel – Litigation and Claims, Big Lots!
• Ria Farrell Schalnat, General Counsel and Director of Intellectual Property, Vora Ventures
• Mark G. Stall, General Counsel, Escort Inc. and Cobra Electronics Corporation
• Peter Jurs, Vice President and Legal Counsel, Fifth Third Bank
• Robert Horner, Vice President, Corporate Governance and Secretary, Nationwide
• Fred Stein, Senior Vice President and General Counsel, Redbox

The group shared useful insight into what we should be doing to make them happier and get more work. Some observations (in no particular order):

1. In-house lawyers want meaningful relationships with outside counsel. For the in-house people who sat on the panel, it's all about the relationship. They won't give work to people they don't know, people they just met, people who haven't spent the time and effort to get to know them and their company. One panelist said that two years is the minimum amount of time necessary for a relationship to develop into work for the outside lawyer, and that ten years is probably more realistic. That might be a bit extreme, but the point is that they want to work with people they know and like, so the better your relationship, the more opportunities you will see.
2. They like free stuff. All of the in-house lawyers were in agreement that they appreciated lawyers who give them free stuff: forms and checklists, ideas and suggestions, introductions to potential customers, etc. Doing so demonstrates that you care, that you're willing to invest in the relationship, that you're the kind of lawyer they'll want to have on their team. It gives you a chance to "audition" for more work and, most importantly, it opens the door to reciprocity: additional work, referrals, and the like. It was clear that most of the in-house lawyers who spoke have to operate on limited budgets with fewer people than they need, so becoming a "knowledge source" is a great way to stand out as you help your clients get smarter and do their jobs better.
3. They require transparency. All of the panelists talked about the importance of transparency at one point or another. A pet peeve was outside counsel who blew through a budget without telling anyone, instead sending a bill for twice the amount. That isn't to say that firms must stick to expected costs for unpredictable work (think litigation), but rather that they want their lawyers to keep them in the loop when fees start to exceed the budget. They recognized that it's not an easy phone call to make, but were clear that it absolutely had to be made for the relationship to continue and grow.
4. In-house counsel is always interviewing other lawyers. Like all of you, in-house lawyers attend seminars, conferences, social events, and the like. They talk regularly to other providers, and they meet people they like and want to work with. That's a given. For you, it means always taking that extra step, making your clients happy, asking them what they want and then delivering it. But it also means that you're only as good as your last piece of work, and that your client relationships are always at risk.
5. They're struggling to please their own clients. Several times during the day each of the panelists referenced his or her own clients: the CEOs, executives, Boards, etc., to whom they all report. Those clients are just as demanding as yours and, as one speaker pointed out, the risks are much greater for the in-house lawyer who doesn't make her clients happy. Another said (and said again) that he wants his outside lawyers to ask him how those clients are doing every time they're on the phone together. The bottom line? Knowing who your clients report to and how they're being evaluated can make or break a relationship.
6. They're tired of Alternative Fee Arrangements. "Alternative fees are a race to the bottom where associates are getting squeezed." That's a direct quote from one of the panelists, who said that getting work "on time, on spec, and on budget" was better than an alternative billing arrangement. It's not that they're wedded to the billable hour, but rather that they have learned that AFAs do not always mean lower costs – or greater efficiency – so they are understandably skeptical when outside lawyers pitch alternative fees. We should instead be creative in developing billing agreements that are win-win and that allow both sides to benefit from technology and other delivery improvements.
7. They don't like staleness. From the panelists' perspective, outside counsel should always be improving the delivery of legal services, the relationship, the quality of work. One in-house lawyer called it CQI: Continuous Quality Improvement, and said that he liked lawyers who kept the relationship dynamic.

While you were sleeping, redux. The world keeps getting smaller.

The rapid march of BigLaw globalization continues. Most of the activity is, understandably, focused on China, the "fastest growing legal market in the world."

• Baker & McKenzie opens in Qatar (just ten months after opening in Luxembourg)
• Blank Rome opens an office in Shanghai
• Chadbourne & Parke announces plans to set up shop in Istanbul
• DLA Piper merges with its 700-lawyer Australian affiliate, DLA Phillips Fox (making DLA Piper the world's largest firm, with approximately 4,200 lawyers worldwide)
• Gibson Dunn opens an office in Hong Kong
• King & Spalding opens a Moscow office
• Locke Lord opens an office in Hong Kong
• Nixon Peabody announces a Global Strategies initiative, which will likely include more expansion along the lines of its recent Hong Kong opening
• Paul Weiss opens in Toronto
• Simpson Thacher launches a Hong Kong law practice
• Wilson Sonsini opens an office in Hong Kong

What are you waiting for?

Go West, young man. And East. And North. And South.

What's BigLaw doing in this "down" economy? Getting bigger. Looking for opportunities to add greater value. Opening offices, merging, forming alliances. Gobalizing:

• SNR Denton barely lets the ink dry on its own merger before forming alliances with 10 firms across Africa
• Norton Rose ties up with Ogilvy Renault in Canada and Deneys Reitz in South Africa, then opens in Hamburg and links up in Indonesia 
• Jones Day decides to open offices in Sao Paolo, Boston, and in Riyadh, Jeddah and Alkhobar
• Clifford Chance moves into Australia with mergers in Sydney and Perth
• DLA Piper opens Miami office and forms alliance with firm in Caracas
• Squire Sanders and Hammonds complete their global merger

What do these firms (and others) know that you don't? They read the same news, see the same signs, talk to the same clients and bankers and accountants. Are they getting secret information? Playing insider baseball? Or are they just taking a longer-term view of the crisis, the evolution of the global practice of law, the opportunities to survive and succeed in what promises to be a radically different future?

Maybe it's time you started looking beyond your borders. Go west, east, north and south. It's a big world, full of big opportunities.

Are you talking the talk? Walking the walk?

Or just sitting at home, watching the world go by from the comfort of your office? When was the last time you traveled outside the country? What languages do you speak? Can you carry on a conversation in a foreign tongue? Have you ever tried? Can you find your way through a crowded Japanese city, negotiate a contract in Columbia, interview a client in Paris? In Japanese, Spanish or French?

On a flight to Asia a few years ago, I struck up a conversation with my seat-mate. Like me, he spent a lot of time on planes and as often happens, our conversation turned to the mileage elite threshold of our favorite airline. I told him that I'd made the 100,000-mile mark over the past two years, but I didn't think I'd reach it for a third year in a row. He told me he already had. It was February.

The world keeps getting smaller. Clients, from corporate executives circling the globe to retirees on vacation to entrepreneurs looking for ideas, are spending more and more time outside the United States. They're seeing the world through different eyes, discovering unknown cultures and traditions, meeting new people and eating new foods and getting new ideas about the way things are done. Shouldn't you be doing the same?