Your SlideShare is downloading. ×
  • Like
Leading client relationship development
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Now you can save presentations on your phone or tablet

Available for both IPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Leading client relationship development

  • 963 views
Published

This cutting edge program in client business development and marketing teaches lawyers, teams, and law firms the skills, cultural advantages, and discipline to create client relationships that cannot …

This cutting edge program in client business development and marketing teaches lawyers, teams, and law firms the skills, cultural advantages, and discipline to create client relationships that cannot be reproduced by competitors and become a true competitive edge. Alternate billing, value billing, and mutually beneficial relationships is the goal, which is accomplished through a four-phase program.

Published in Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
963
On SlideShare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
15
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Leadership Development Assessment. I use the Leadership Practices Inventory developed by Kouzes and Posner. It’s based on their leadership model, “the 5 practices of exemplary leadership” These are model the way, inspire a shared vision, challenge the process, enable others to act, encourage the heart. The heart of the process is to improve communication, and in particular to develop the skill to create conversations that help move a person or team closer to a goal.
  • Off-site is the starting point for individuals and the team to develop skills and design a business development action plan grounded in strong relationships. Once team is chosen, all members are assessed using LPI also. Since communication skills are critical, MBTI assessment is also used to show the differences in how people see the world, make decisions about it, and take action. Understanding these differences is an important step in being able to have effective conversations. In addition to becoming an effective communicator, the team will learn a strategy planning planning and implementation process through lecture and, more importantly, by doing it.
  • (1) MOST CLIENTS USE WORKSHOPS LIKE MBTI AND OTHERS ANYWAY SO GOOD CHANCE TO GIVE VALUE ADDED. (2) PREPARE FOR CONVOS ON ALTERNATE BILLING, VALUE ADDED, FIRM-CORP COMMUNICATION, WHAT CLIENTS REALLY NEED AND WAYS TO CREAT SOMETHING NEW.Once a plan has been developed, it’s time to implement it and build the powerful client relationships by bringing the clients in the door. This is a second retreat where the focus of goals and action plan shifts to the mutual needs and wants of firm and client, lawyer and GC. This can be done with lawyer team and a single client team or lawyer team and representatives from several different clients. If you can’t get GCs in the door, get GC’s team member. More than one client representation is a chance to offer clients something else…the opportunity for them to meet others with whom they might develop strategic alliances and it creates a web of lawyers, team, firm at the center and clients all around. This is where the leadership and conversation skills are tested.
  • After the off-site, we debrief with a +/∆ and consider whether and how to evaluate the effectiveness of the team-client offsite. We evaluate what we have learned, what we need to adjust, develop our next phase of action plan, whether we need additional skill-building. When this process becomes embedded in the culture, it gives the firm a competitive advantage b/c it cannot be copied by any other firm. The actual process is always unique to a particular firm, which has designed it.

Transcript

  • 1. Leading Law Firm Client Relationship Development The Process, Skills, and Art of Developing Client Relationships that Create Mutual Value
    • Creating Mutual Value
    Susan Letterman White, J.D., M.S. www.lettermanwhite.com 610.331.2539 susanlettermanwhite@gmail.com
  • 2. Why is there a need for a program like this?
    • Lawyers, who are less privileged because of their social identity, business relationships, leadership and business development experience, have fewer opportunities to build deep relationships with chief legal officers who decide where to send work.
    • Clients want lawyers who know how to lead and manage diverse teams, value outcomes as well as time, support their business strategy, and learn what they need and want.
    • Law firms need diverse lawyers with diverse skills who can work together, develop businesses effectively, and thrive.
    • There is a perfect storm of forces….
    © Susan Letterman White 2010 susanlettermanwhite@gmail.com www.lettermanwhite.com
  • 3. What is the Program?
    • 4-Phase Project
      • Create Teams
      • Develop Leadership and Business Development Skills
      • Learn Strategy Design and Implementation Process
      • Develop Deeper Client Relationships and Mutual Value Propositions
    • Outcomes
      • Embed people with leadership and business development skills throughout the law firm
      • Create inclusion and cohesive glue for law firm and between firm and clients
      • Increase and improve client relationships and business
    © Susan Letterman White 2010 susanlettermanwhite@gmail.com www.lettermanwhite.com
  • 4. 4-PHASES
    • Phase I: Team Leader Focus
    • 3-6 months
    • Phase III: Team and Client Focus
    • 3 months (end of 1 st year)
    • Phase II: Leader and Team Focus
    • 6 months
    • Phase IV: Ongoing Relationship Deepening
    • 6 months
    © Susan Letterman White 2010 susanlettermanwhite@gmail.com www.lettermanwhite.com
  • 5. PHASE I: TEAM LEADER COACHING
    • Define the project
    • Identify desired outcomes
    • Select team members
    • Build motivation
    • Develop action plan for Phase II
    • Begin team leader skill development
      • Evaluate level of necessary skills
      • Skill building as needed
    © Susan Letterman White 2010 susanlettermanwhite@gmail.com www.lettermanwhite.com
  • 6. PHASE II: INTERNAL WORK FOR LEADER AND TEAM
    • Offsite facilitated retreat followed by regularly scheduled on-site and virtual meetings
    • Collaboratively develop team cohesion through shared vision of goals and outcomes
    • Begin team development and member skill development
    • Learning strategic planning and implementation process
      • Environmental scanning and scenario planning process
      • Internal assessment process
      • Creating strategic intentions
      • Identify opportunities and possibilities
      • Selecting clients and target clients
      • Develop individual and team action plans
    © Susan Letterman White 2010 susanlettermanwhite@gmail.com www.lettermanwhite.com
  • 7. PHASE III: CROSS BOUNDARY WORK WITH TARGET CLIENTS
    • Implementation of Phase II action plans
    • Offsite retreat with team and target clients
    • Collaboratively discover mutual value propositions and working processes leading to deeper lawyer-client relationships
    • Embed leadership relationships across firm-client boundaries
    • Create shared sense of purpose, working principles, and goals
    • Create action plan for developing mutual value relationships
    © Susan Letterman White 2010 susanlettermanwhite@gmail.com www.lettermanwhite.com
  • 8. PHASE IV: INTELLIGENT EXPERIMENTATION PROCESS
    • Implement action plan steps of Phase III
    • Learn process of intelligent experimentation
      • Collect outcome data
      • Analyze data
      • Adjust action steps
      • Repeat
    © Susan Letterman White 2010 susanlettermanwhite@gmail.com www.lettermanwhite.com
  • 9. QUESTIONS?
    • LEADERSHIP
    • MUTUAL VALUE RELATIONSHIPS
    • BUSINESS DEVELOPMENT
    • SUSAN LETTERMAN WHITE, J.D., M.S.
    • LETTERMAN WHITE CONSULTING
    • www.lettermanwhite.com
    • 610.331.2539
    • [email_address]
    © Susan Letterman White 2010 susanlettermanwhite@gmail.com www.lettermanwhite.com