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Moving up in your Legal career- A game of snakes and ladders?

By Richard Flexer

Richard Flexer is a director of Brunel Professional Recruitment, a consultancy specialising in the recruitment of IP and Legal Professionals throughout the UK.  Richard has a wealth of experience in recruiting senior level candidates for a number of the UK’s leading IP and legal practices. 

Have you ever wondered why some people seem to fly up the career ladder whilst others always seem to be grappling with the snakes?

When looking at the salary information we gather what stands out most is the fact that some people get paid an awful lot more than others with seemingly similar levels of experience. This salary variance comes down to how individuals are perceived by managers and what these managers think of their ability to grow the business. 

Within every organisation there are individuals who become marginalised, or sidelined in terms of progression and reward and these people can soon become ‘cheap brains’. Often these individuals have technical competence which is at least level with but normally far superior to their business winning colleagues and yet they are paid less. 

So, how do you avoid slipping down the career snakes?

Technical competence is a ‘given’ when we are recruiting senior level candidates. It is what else they can bring to an organisation which is of real interest. As such, it is vital to have some business development or marketing ability to secure a good position in a growing organisation. Traditional business development or marketing activities can be thought of as a distraction by some and can also seem very daunting. As such, it slips down the priority list and is only ever given any thought in the few weeks every year just before appraisal time! These is where many people fall down and slowly but surely, start descending the career snake rather than climbing the ladders they intended. 

Successful people make business development personal. Traditional business development activities such as business breakfasts or networking events are not going to be for everyone. The key is to find a way to highlight the strengths of both you and your firm in a way that feels natural to you. Try to be creative and think about the activities that you feel comfortable doing. Then find a way to market your firm and your services whilst doing one of these familiar activities. 

So what sort of things am I talking about? 

Well, we had one candidate who had a keen interest in clay pigeon shooting, so he arranged an open day at his local club and invited clients, or potential clients along. We even heard of one individual who offered flights in his hot air balloon to give him an opportunity to explain what he felt he could offer. All sorts of things have been tried in the past and nothing should be off limits. The trick is to just find something you are comfortable with and give it a go.  The process of thinking through ideas, discussing it with colleagues, thinking about who you would invite and so on, is a major step in the right direction. 

Business Development is as much a frame of mind as it is your actions. The first step for many may be as simple as devoting one hour a week to call all old clients to have a general conversation. Find something you have in common with them and talk about it!  Again, it is about the state of mind and attitude. If you keep your head down be prepared to be side lined.  If you have the right attitude, have some creative ideas and work through them logically and consistently, you will be surprised what you can achieve and before you know it, you will be climbing your chosen career ladder.

 

 

To find your next legal role, browse the latest opportunities from Brunel Professional Recruitment  

The Age of UnLawyering

By Chrissie Lightfoot 

Chrissie Lightfoot is CEO of EntrepreneurLawyer Limited where she advises professional service firms (and their individual people) globally on marketing, personal branding, sales, social media, social networking and innovation. The (London) Times newspaper recently reported Chrissie as one of the Top Ten Best Legal Tweeters. She is a non-practising solicitor, an entrepreneur, international keynote speaker and author, best noted for her groundbreaking book he Naked Lawyer: RIP to XXX – How to Market, Brand and Sell YOU!    

 

A version of this article was first published in The Global Legal Post 26 March 2013 and is reproduced with kind permission.

The last couple of weeks have been yet another hum-dinger kick in the teeth for the legal profession.

I’ve been bombarded with RSS feeds full of reports from copious legal journals about personal injury practices facing financial meltdown as a result of the LASPO reforms. It looks like the demise of Blakemores (Lawyers2You) is only the tip of the iceberg as the SRA painted a miserable picture of financial instability among law firms in general and the Law Society revealed that the number of private practice solicitors has fallen for the first time.

Reshaping the high street

The society warning of the threat of ABSs reshaping the high street coincided with an article in The Times recently entitled ‘Farewell tweedy high street, hello online’ suggesting that “the mix of internet, reforming legislation and the demise of legal aid is creating an evolutionary jolt in the legal high street, consigning traditional practice to a museum of professional history.”

Let’s face it, the predictions for many years and depressing potential outcomes related to the changes and challenges for ‘traditional practice’ in a crowded marketplace from many respected legal strategists and consultants now appear to be the reality.

Radical change

In his recent crystal ball gazing captured in his latest book, Tomorrow’s Lawyers (2013), Professor Richard Susskind talks again about the future of legal services, wherein he predicts that legal markets will be further liberalized and the legal landscape is set to change more radically over the next twenty years than over the last two hundred.

Since the dawn of Man, humankind has experienced, embraced (not without kicking and screaming) and survived the many challenges, radical changes, disruptions and ‘Ages’ during its quest to evolve: The Ice Age, The Industrial Age, The Digital Age and The Data Age. In relation to these latter two Ages, and due to the evolution of the world wide web, we are witnessing the revolution of UnSales (relationship sales), UnMarketing (relationship marketing), UnBranding (relationship and social branding) and UnBundling of legal services throughout the legal marketplace.

Opportunity in adversity

Arguably, for us lawyers, consumers and businesses alike, we are now experiencing the Age of UnLawyering, where the traditional way of lawyering is being questioned, superseded and/or supported by other ways of operating and delivering legal services. I am confident that due to mankind surviving in the past, it will survive this transition (and transformation) too; but not without some serious casualties. However, when in adversity, there is opportunity...

We’re now experiencing the new face of law where the Americans, Aussies, Kiwis, Chinese and entrepreneurs have arrived in the UK legal market space. We cannot ignore the recent new entrants: Legal Vision, Brilliant Law, Legal Zoom and RocketLawyer. When Richard Branson’s Virgin Galactic launches into space in 2014 who knows, the Martians may even arrive too with a new Virgin Law world order furthering the legal space frontier. Little green men aside, the rest are here to stay, agitate, disrupt and quite possibly, help...

The latest enabler

In the past fortnight, amongst the fall-out in ‘law law land’, I noted that Law Plain And Simple, a home-grown website and legal service, was launched as a response to legislative reforms, the demise of legal aid and the imported challenge to help consumers, businesses and law firms.

This latest kiddie on the block in ‘law law land’ is an online legal information and advice service linked to 400 law firms in England and Wales. The website was master-minded by Dave Lister, director at X-Press Legal Services Ltd., which has developed and funded the service, and has been providing property searches to law firms and licensed conveyancers for many years.

It's a win-win

The website explains the fundamentals of the law and its standard processes, as well as translating its terminology. It has step-by-step guides covering 39 of the most common legal categories, ranging from property law, bankruptcy, wills and trusts and business law to guidance about social media and social networking and even image rights.

Dave commented: “We wanted to take the mystique and fear out of the law for ordinary people. The website avoids legal jargon and has been written in very basic English to help people understand the law and how it might affect them in particular circumstances.” Law Plain and Simple has been written by qualified solicitors - no, this is not a misnomer or a joke. Co-director Lynne Lister says: “We intend that our website should give people the facts in words they understand, so they can move forward in resolving whatever difficulty they are in.  We believe that “A little knowledge is a wonderful thing.”

The idea for the website grew out of enquiries from members of the public directly to X-Press Legal  Services Ltd. about legal terminology, particularly in the housing market.  Dave and Lynne commented: “We recognise the importance and value of professional solicitors with their extensive experience and knowledge so we are keen to enhance the service they can provide – not detract from it.”

The website is free to use for consumers, businesses and the law firm clients of X-Press. The website receives no referral fees and doesn’t do data grabs. The law firms in the local search directory are clients of X-Press and these law firm clients set their own fee rates when advising the visitor who has come through the website, as well as providing a continuous stream of legal articles for visitors to read on the site.

With the numbers of users (consumers and businesses) visiting the website set to increase significantly due to publicity and awareness raising through offline and online activity by X-Press HQ, its 40 franchisees and 400 law firms in the network, and deals being struck with high traffic websites, this radical new business model and service is set to be a win-win for all concerned – consumers, businesses, law firm clients of X-Press who are in the directory and providing legal articles on the website, and X-Press itself. Clearly, as more visitors use the website and are pointed in the direction of the client law firms in the directory (whereby those firms may experience an increase in enquiries and instructions), X-Press may no doubt receive more conveyancing searches from those client firms succeeding in serving existing clients further as well as new law firm clients.

Egged on

I believe the real story behind the success of Law Plain and Simple is its history, business model, culture and ability to see around corners. For what the Law Plain and Simple website service is really about is X-Press helping their clients clients. They help their law firm clients to be more successful by marketing to, providing for, and helping the law firms clients by delivering a free helpful legal resource as a first point of call. This ‘client client’ strategy and model is common place for smart marketeers and savvy business people, and proves successful.

And to think, all of this started with a Cadbury’s creme egg ...

I dare say X-Press (and Law Plain and Simple) wouldn’t be what it is today if Dave didn’t manage to woo his childhood sweetheart, Lynne, with an enticing choccy egg during one fine Easter break. For X-Press Legal began many years ago as a husband and wife team, and is now a family run business with a nationwide network of franchisees with a totally entrepreneurial and customer-centric culture.

Perhaps what it will really take for lawyers and law firms to succeed in the Age of UnLawyering (at the very least) are these three things:

1) The ability to see around corners - to anticipate the radically unexpected; and

2) Create a service or product in readiness for the unexpected; and

3) Embrace a truly customer-centric business model which includes marketing to and

    providing for (and helping) your clients clients.

Back in August 2011 Stephen Mayson wrote an entertaining and thought provoking piece entitled ‘Breaking News: Humpty Dumpty falls off wall’ wherein he stated “it will come as a shock to many to hear that Humpty Dumpty (also known as the traditional law firm business model) has taken a tumble. Worse still, all the king’s horses and all the king’s men couldn’t put Humpty together again. Yes, it’s true: however you look at it, Humpty is well and truly scrambled.”

Actually, it’s clear that in many instances, the traditional law firm business model is well and truly fried.

Lawyering but not as we know it

But all is not lost. We can pray along with our new Pope. A couple of weeks ago The Lawyer website bulletin stated: “The Catholic church and the legal profession have more than a few things in common. Both are ancient, slow to change and sometimes require senior members to wear ridiculous costumes. Oh, and both have a fondness for latin, though that probably harks back to the fact that both are a bit ancient.”

Dave Lister et.al will have no need for prayer. Law Plain and Simple doesn’t entertain any of these things, as is apparent in its homepage mantra: “No legal jargon. Certainly no latin.”

In this Age of UnLawyering if Dave and his X-Press crew happen to blag a seat onto the pioneering good ship Virgin Galactic, and bump into Captain Kirk on his Starship Enterprise at the final frontier, no doubt the conversation by those who boldly go where none of us have gone before would be:

“It’s lawyering Jim, but not as we know it.”

The Entrepreneur Lawyer

Author of The Naked Lawyer: RIP to XXX – How To Market, Brand & Sell YOU!

 

To find your next legal role, search and apply on TotallyLegal today  

Working overseas: opportunities and challenges for legal professionals

By Caroline Galtress 

Caroline is a consultant at DMJ Legal, part of DMJ Recruitment. 

Caroline began her career at DMJ Legal in 2010 and her team focuses on placing legal secretaries and other support candidates into some of the top UK and US law firms. Prior to joining DMJ Recruitment, Caroline spent four years working in both financial and legal recruitment.   

We recently hosted a think tank in conjunction with leading accountancy firm BDO LLP to discuss the intricacies of working in African markets. The general consensus of the panel – made up of legal professionals with varied experiences of working on the continent – was that the opportunities that exist in emerging markets are vast, but we should not underestimate the challenges that moving into unfamiliar territories can bring.

Deciding to spend time working abroad - whether it be short-term or on a more permanent basis - is a huge step. But making the leap can give your career a real kick-start.  

Legal professionals who are looking to accelerate quickly may find that looking for their next position internationally will pay dividends. This is particularly true in emerging markets throughout Asia and Africa, where candidates with UK qualifications and technical experience are in strong demand. The British legal profession has an unrivalled reputation across the world. And as a result, UK based candidates are being snapped up by western organisations who are building overseas operations.   

In my experience, ambitious individuals who thrive on adventure enjoy the variety of the work overseas, and the opportunity to rise quickly through the ranks. Even a short-term contract can provide a real boost to your CV, as well as the opportunity to experience a new corporate culture and way of life.

But despite these obvious advantages, we shouldn’t underestimate the challenges that moving into unfamiliar territories can bring. There are, of course, barriers to practicing in some nations. An experienced recruitment consultant will be able to advise you on where you are able to work, or what additional qualifications may be required. There are also the social implications to consider. It may sound obvious but bear in mind that the climate, culture, and food will all be different. Will you be able to handle time away from friends and family? And can you speak any additional languages? Building relationships is hugely important and only those who are able to slot into their new surroundings seamlessly stand any chance of success.           

There is no doubt that deciding to look for work overseas can be life-changing. And as the number of firms expanding internationally increases, so will the opportunities. Working abroad may not be for everyone, but for some lawyers and support staff it will be the best move they ever make. Have you got what it takes to make the jump?

 

To find your next legal role, browse the latest opportunities from DMJ Legal on TotallyLegal

Lawyers' latent non-law competencies

By Nico Jansen 

Nico A. Jansen graduated in private law at the University of Utrecht in the Netherlands and has a Masters of Business Administration (MBA) from Edinburgh Business School/ Heriot Watt University in Scotland. He holds the professional qualifications in marketing (A and B) of  the Dutch Institute of Marketing (NIMA) and the Diploma in Marketing of the British Chartered Institute of Marketing of which he is a Member and admitted as a Chartered Marketer. In his capacity as managing consultant of www.legalmarketing.nl he operates as an interim lawyer and marketer and holds a lecturing position in (European) Business Law at the Faculty of Economics and Business Administration of the VU University in Amsterdam. In 2011 In 2012 he published ‘Law & Self-Regulation. Legal and business perspectives’.

'Positioning', is how you want the market to perceive your offering and it's a core strategic decision for lawyers who want to grow their  business and... which one doesn't?

The growth matrix, as developed by Ansoff in 1957,  provides companies with four growth paths. One way to do this is to develop new products for existing markets. A fundamental  rule in marketing is that products should ‘tap into’ the  needs of the market. Another fundamental rule is that the market, in casu companies, are not aware of what they need. The point now is that companies are in need of (but not aware of it) services which can be provided by lawyers, and not aware that lawyers can offer these services. 

 

So what services can be offered by lawyers because they have the competencies to do so?

 

A few examples:

(i) Drafting codes of conducts and business principles:  

Lawyers are trained to analyse existing texts and draft new ones and these ‘word skills’ can be used to draft the codes of conduct with which companies communicate their values and methods of operations to the company’s stakeholders. Lawyers are usually excellent copywriters capable of formulating short and precise notes, they just need to learn to ‘spice up’ texts by choosing words which communicate positive associations when writing for non legal documents like marketing and communications because that is what marketing and communications is about. 

 

(ii) Structuring websites to include soft law recommendations: 

Lawyers tend not to like what is not law. However many international organisations; for example the OECD and the European Union, develop soft law to steer the business world into voluntarily implementing principles such as on disclosure, transparency, and corporate social responsibility. Lawyers can and should, take the lead in developing policy to ensure that a company behaves responsibly by analysing soft law and indicating what companies should consider and how. The management of a company will then make a decision on the lawyers' proposals and subsequently the choices should be communicated to the stakeholders on the company’s corporate website in texts written by lawyers under ‘buttons’ proposed by lawyerss, such as ‘implemented soft law’, ‘voluntary disclosure, and ‘our human rights principles’. 

 

(iii) Translating the company's CSR principles into contractual clauses: 

By clauses in supplier contracts  companies can impose their voluntarily accepted rules upon their suppliers. Clauses are off course a typical lawyers issue but clauses for non-legal issues are not. However if  lawyers do so they are in the ‘driver seat’ of responsibilisation of supply chains.

 

All examples indicate that lawyers can be more actively involved in reputation management. Lawyers have the competencies to do so as they are trained in analysing and drafting texts. The market is willing to buy these services from lawyers but they are now reluctant to do because lawyers are seen as lawyers. 

So while lawyers can offer new services a repositioning strategy is required, for example from lawyer into a reputation consultant. Progressive lawyers will love the idea, conservative lawyers will not.  Who are you?

 

Did you find this post helpful? Do you struggle with marketing ? Feel free to leave your questions and comments below. 

 

 

To find your next legal role, search and apply on TotallyLegal today  

Contracting as a career choice in Legal

By Emma Walker

Emma Walker is a Senior Manager at Venn Group in Birmingham. Venn Group is the UK’s only company dedicated to the provision of contract and interim staff to organisations in both the public and private sectors across the UK. 

There’s no doubt that temporary and contract assignments have increased since the global economic crisis – and the legal sector is no exception. Organisations and law firms are increasingly turning to professionals who can enter the business on a short or fixed turn basis to ensure projects are maintained.  As a result legal professionals – from entry to senior level – are in heightened demand.

Yet despite this there continues to be a tendency by some job seekers to ignore opportunities that have the word ‘temporary’ or ‘contract’ alongside them.  However temporary work can be a fantastic opportunity to fast track a career, get into work at a time where many are struggling to keep their heads above water, and it can be very lucrative. 

Candice Manifold - a locum Solicitor in the Midlands - is a case in point. She has seen how temporary assignments can really kick start a career. “After completing my law degree and commencing the LPC at the height of the recession, trying to secure a training contract seemed impossible, yet the thought of doing temporary work was not on my radar until I heard of Venn Group.  Venn Group secured me a position almost immediately as an Employment Assistant at Birmingham City Council”.

By taking on a temporary position, Manifold managed to not only remain in work for a sustained period of time but also gain a coveted legal training contract. “Through the exposure I gained from completing two assignments to a high standard, I not only added to my skill set very quickly, but I was offered a training contract with Birmingham City Council enabling me to kick off my dream career of being a Solicitor”.

There is also a reluctance to consider temporary employment because of the need for financial stability and continued employment. However, many assignments can command high salaries and provide work over years, not just months – as Manifold has found. “Since leaving education and starting temporary positions, I have successfully been in employment for over three years and have seen my salary increase by fifty percent in that period – something that may not have happened if I had not explored this option”.

Manifold also notes that pursuing temporary employment can provide flexibility not afforded to many permanent positions. “The ability to choose contracts that fit around my lifestyle choice has been great. I have been able to take on work when I need it, but also pick projects that fit into the direction I want my career to go. Whilst I have been offered several permanent positions, the benefits of locum work I am now doing far outweigh the positives of permanent employment”.

At a time where economic uncertainty is affecting businesses and job seekers alike, perhaps it is time to properly assess the temporary and contract employment market. The opportunities are endless and can propel you up the career ladder in a short time. So what’s stopping you?

 

To find your next legal opportunity, browse the latest jobs from Venn group on TotallyLegal

US law firms make further inroads into London

By Guy Adams

Guy Adams is a qualified solicitor who has worked within the legal industry for the past 12 years. Guy co-heads our EMEA Private Practice team and focuses on Partner recruitment, strategic team moves and office openings. Guy recruits across various practice areas and has worked in Australia, France, Germany, Hong Kong, Hungary, Italy, Middle East, Netherlands, Poland, Romania, Russia & CIS, Singapore, Spain, the Offshore jurisdictions and in the UK. 

Whilst the UK top 50 law firms shifted their focus somewhat away from London for the 2012 partner promotions rounds, senior lawyers with US firms in the capital appear to be fairing slightly better.

Although 2012 was a varied beast for different firms, most would agree that the financial year did not deliver all that was promised by the market at the end of 2011. In terms of partner numbers generally within London, statistics from the Solicitors Regulation Authority showed that this market uncertainty translated into a drop of 153 positions (up until 20 June), compared with 2,100 partner positions having been created in the two years prior.

For the top 50 UK firms, as well as partners leaving the partnership voluntarily or otherwise, the number of partner promotions in London in 2012 also fell by around 20% year-on-year. Interestingly, the total number of global partner promotions made by these firms stayed relatively constant between 2011 and 2012, indicating a shift of focus (deliberate or unintentional) by these firms to regions outside of London. Outside the top 50, the picture was even bleaker, with many firms reporting significantly lower numbers of partner promotions in London; some in the region of 70% less compared to last year.

On the other hand, partner promotions for US firms in London saw a modest resurgence in 2012, increasing from 54 last year to 61 this year (with the majority of the US firms having now reported their promotions). This 13% increase in London, coupled with a global 5% decrease in the total number of partners made up at US firms, meant that London accounted this year for an average of 12% of all partner promotions for US firms (up from last year’s 10%). In fact, only six US firms have decreased the number of partners that they have made up in London year-on-year, whereas fourteen US firms have made up the same amount as, or more than, last year.

It is also good to note that a little over 30% of the partners promoted in this round at US firms are female; not quite at the 50% level that some firms have stated they would like to achieve, but certainly better than the 27% average that the UK top 20 firms are currently promoting.

Of course, percentage comparisons are all well and good, and in real numbers UK firms are still promoting substantially more actual numbers of partners in London than their US brethren. However, it is perhaps fair to say that the above statistics are yet another example of how US firms are making further inroads into the London market, albeit a little at a time.

 

How can legal professionals leverage the potential of Social Media?

By Caroline Rhodes 

Caroline is a consultant at DMJ Legal, part of DMJ Recruitment. 

Caroline began her career at DMJ Legal in 2010 and her team focuses on placing legal secretaries and other support candidates into some of the top UK and US law firms. Prior to joining DMJ Recruitment, Caroline spent four years working in both financial and legal recruitment.   

Facebook now has more than one billion active users, over 500 million people use Twitter and LinkedIn has 175 million registered users. The way we gather information and make decisions is changing. Online networking sites are playing an increasingly significant role in the search for potential employees and legal services. But what are the benefits of using social media professionally? And where do you start? 

Legal professionals should take an integrated approach to devising a social media strategy that focuses on creating and maintaining a solid online presence. It won’t happen overnight. But by slowly building an online brand, you can ensure that should a potential stakeholder search for you on a particular platform – what they find will be an accurate reflection of your professional persona.

If you don’t already have a LinkedIn account, it is imperative you create one right away. This professional networking tool is rapidly becoming the primary source for industry related research. Ensure you connect with anyone relevant to your career. By building a strong network of liked minded professionals you will increase your chances of keeping on top of industry trends.

You should also explore groups and companies on LinkedIn – by joining and following relevant ones such as the TotallyLegal Group - you will not only be able to connect with more people, but also be able to comment on discussions and be seen as a respected expert in your field. By posting thoughtful and relevant updates regularly you will appear in the timeline of your contacts and further raise your profile. And be sure to engage with your network by liking and commenting on their updates. It’s essential that you get involved in the online legal community.  

Although not designed as a professional networking platform, Twitter is also a great way to connect with like-minded professionals, potential employers and recruiters. And with increasing numbers of businesses and recruitment consultancies using the site to advertise positions it is well worth exploring. If you are looking for a new opportunity, following recruiters and companies you are interested in working with is imperative. Often jobs will appear on Twitter (via accounts like @Totally_Legal) before they are advertised elsewhere, allowing you to get ahead of the competition. 

Facebook is another platform companies may use to seek talent.  Take some time to look up organisations you might like to work with and ‘like’ their page. You will be able to comment on discussions, and find out further information about vacancies and the culture of the company. It’s also worth exploring BranchOut - the largest professional networking app on Facebook with more than 25 million registered users – which allows you to connect with professionals through your extended friend network and view vacancies.

We cannot deny the way we network is changing – and the way legal professionals market themselves professionally must change to reflect this. If a potential employer, recruiter or client was searching online for somebody with your skills and expertise who would they find? You? Or your competition?  

 

To find your next legal role, browse the latest opportunities from DMJ Legal on TotallyLegal

 

 

Seven in ten legal professionals put off by lengthy recruitment processes

72% of legal professionals say a lengthy recruitment process puts them off a job, according to the latest Insight Series Whitepaper from recruitment specialists Robert Walters. 

The whitepaper, entitled “Managing Your Employer Brand Throughout the Recruitment Process”, reveals that 70% expect a full recruitment process (from application to job offer) to take four weeks or less – but only 25% of employers say it takes this little time in reality. 

During the process, 70% of legal professionals also expect a response within six days of applying for a job, while 65% expect a job offer after two interviews (96% expect a job offer after three interviews). But – despite these preferences – 88% have applied for a job and not received any feedback and 56% have been for a job interview and not been given any update on their performance. 

Crucially, 91% of legal professionals also discuss their experiences of the recruitment process with friends and/or colleagues.

Colin Loth, Director of Legal Recruitment at Robert Walters, comments:

“It’s clear from these survey results that legal professionals who apply for jobs like the recruitment process to move quickly and many would turn down a role if it took too long. They also like to be provided with feedback on both their initial application and interview performance.

 

“With the majority of legal professionals also tell people about their experiences during the recruitment process, failure to comply with these wishes can clearly impact an employer’s reputation in the market and companies that – for example – that take the time to explain a rejection provide job seekers with a positive representation of their brand despite the fact they may be delivering disappointing news.”

 

To find your next legal role, browse the latest opportunities from Robert Walters on TotallyLegal

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About the Robert Walters Insight Series

The whitepaper, Managing Your Brand Throughout the Recruitment Process, is the first in the Robert Walters Insight Series. The findings are based on research conducted by Robert Walters in September 2012, with the statistics based on the survey responses of 1,306 job seekers and 250 hiring managers. Of these responses, 168 of these job seekers were legal professionals (either working in-house or private practice) and 59 of these hiring managers routinely recruit legal professionals. 

The Insight Series is a range of thought-leading whitepapers aimed at assisting employers in their recruitment strategies and helping them to address key talent management issues. 

About Robert Walters

Robert Walters is a leading international recruitment consultancy, with a network of 51 offices spanning 23 countries, including the United Kingdom, Ireland, Continental Europe, the United States, Australia, New Zealand, Asia, South Africa and South America. For more information, visit www.robertwalters.co.uk 

Visibility 101: You have to be seen at the right events

By Douglas McPherson

Douglas is Director at Size 10 ½ Boots, a business development agency that works solely with professional service firms.Tenandahalf help their clients grow by winning more new clients and by generating higher fees from their existing clients. Due to their innovative methods, the marketing of private client services is now an area in which Tenandahalf lead the market.

The real enemy of legal marketing isn’t a lack of commitment, it’s inertia.

Have you read Legally Branded?

By Shireen Smith 

Shireen Smith is a solicitor specialising in intellectual property, technology and internet law. Shireen qualified over 20 years ago and founded Azrights Solicitors 6 years ago. Looking after SME clients requires unique skills and knowledge; client needs from an IP lawyer are subtly different to those of big business.

The legal aspects of branding a business are often seen by people, even by those in the branding industry, as something to turn to at the end of a project.  Many entrepreneurs want to avoid incurring legal fees, and prefer to only turn to the law as a last resort – such as when they get into trouble.

Even people in the legal profession are not generally aware of the right order in which to do things when it comes to branding.  When should you purchase a domain name, or register a trade mark? What is more important to register your name or your logo?  Many businesses, even law firms, commission a website without taking legal advice even though the website is for many businesses the most expensive outlay they incur when starting or marketing a business.

I wrote Legally Branded as a way to combat this lack of awareness and to help businesses create a brand and identity that is built to last. So do you know how to make the most of your business idea? Make sure your business name is distinctive, and really make your business a brand that is differentiated from the crowd? Learn how knowledge of IP law can make this happen.

What is a brand?

Building a brand is incredibly important when setting up a business and taking early advice from a brand lawyer is crucial. The Lawyer recently published an article featuring research that customers picked law firms based on their brands much like they would confectionary in a shop demonstrating that the need for firms to ‘look at their brands more like Nestle and Cadbury’s do- as a carefully managed and valuable asset’ is important to business success.

Often so many businesses have a lack of awareness of what a brand is, and how to go about creating one.  Designing a really striking logo or picking a catchy name is far from enough when it comes to branding.

Whilst the definition of what a brand is may lead to differences among experts, a brand, according to the book essentially ‘involves creating a good business that’s reliable and known for delivering on a specific promise’. This attracts customers who positively want to do business with it rather than with the competition. So, a brand is not a logo, it’s about having pulling power.

Often a good name and logo will all be vital factors when creating a brand, but fundamentally a brand is the culmination of all these ingredients that can give your business a strong image and identity.

Building a brand that will last

Legally Branded discusses everything a business owner needs to know about branding; demonstrating the importance of not only building a brand, but making sure that it is something that can endure.

In business much of what you create is intellectual property- your name, the content you produce, products, website design. In order to make sure what you create stays yours and stays something that can help your business remain a success, it is necessary to protect what you create by paying early attention to IP principles.

Legally Branded will help any business owner, including a law firm, to access the legal insights available to the big brands so they create a brand that will increase their chances of success.

Virtual Launch

Not only did Azrights host a physical launch at the British Library to release of the book on 11 September, but also a number of virtual activities occurred last week to celebrate the launch.

As part of our virtual launch pictures were uploaded to the Legally Branded Facebook page, and videos from the night, including the speeches by myself and Jeremy Phillips founder of the IPKat blog and Professorial Fellow at Queen Mary’s Institute, are on Legally Branded YouTube. There you will also find a video which features  interviews with the guests.

In writing the book, and my speech, I realised that Azrights should be branding consultants rather than just focusing on the black letter of intellectual Property law.  That is the way clients can achieve a holistic approach to branding.

So if you are interested in learning more about this pivotal area of the law, make sure you have a look at those videos and read our blog which gives an overview of the evening’s events. One part of the evening you will not want to miss out on is George Hadwick’s IP Rap.

If you want to build a brand that is unique, powerful and bulletproof make sure to download a free chapter of Legally Branded by visiting Legally Branded’s book page.  There is a link from that page to Amazon where it is possible to order a copy of Legally Branded.

  

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The Best Business Development Blueprint for Marketing Private Client Law

By Douglas McPherson

Douglas is Director at Size 10 ½ Boots, a business development agency that works solely with professional service firms.Tenandahalf help their clients grow by winning more new clients and by generating higher fees from their existing clients. Due to their innovative methods, the marketing of private client services is now an area in which Tenandahalf lead the market.

Women have already invented the best business development blueprint for marketing private client law.... 

In 2010 the majority of the workforce in the US was comprised of women, for the first time in the nation’s history.

While no credible demographic explanation has been afforded this momentous shift, Atlantic Magazine argued in their article “The End of Man” that this post-industrial economy and the lead role women are playing in its leadership was based upon “innovation, emotional intelligence and stronger networking skills”.

This immediately struck a chord – it’s the same advice (and not even in different words) Tenandahalf have been giving private client and matrimonial lawyers for almost 10 years.

Be innovative – don’t be afraid of doing some new or trying something you've never tried before. Take direction from successful consumer focused marketers. Specialise. Develop new practice areas. Track economic trends. Most importantly, develop the way you provide your services in line with the way people want to receive them.

Employ emotional intelligence – your technical abilities aren’t the reason people choose to work with you, they’re a given. People want to work with people they like; people they feel sure will look after them and give them the right advice when they need it. You need to remember you are likely to be acting for a client at a time of trauma often linked to bereavement or divorce. Your clients want to work with someone who possesses the emotional intelligence to communicate in the right way at the right time, in a way that's most appropriate to the given set of circumstances. 

Increase your network – However much you network, you need to do more of it. Your future success as a lawyer is inextricably linked to who you know and how much you’ve invested in building up those professional relationships. The more people who know you and trust you, the more likely it’ll be they’ll refer you on to their own networks when the time is right. And remember, clients should be managed in the same way as contacts. When it comes to wills, tax & probate or to family law, your clients are always going to be your primary source of referrals.

 

Did you enjoy this article and find it useful? Have you got a different viewpoint on the subject or a question for Douglas? 

Feel free ro leave your comments and questions below. 

 

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Branding - pre and post London 2012

By Chris Hoole 

Chris is a trainee solicitor at Walker Morris in Leeds.Before joining Walker Morris Chris studied English Law and European Law at University where he focused on cyberlaw and cybercrime as part of his dissertation. Since University, Chris has worked both in Dubai and Hong Kong.

Post Olympic Branding 

The feel good factor of the Olympics has almost subsided, nevertheless, the legacy of the Games continues, and in this blog I reflect on how the opening ceremony, in particular, may have benefited our very own National Health System, both in the UK and across the globe. 

In-house and the Business - ‘Change is coming'

By Nico Jansen 

Nico A. Jansen graduated in private law at the University of Utrecht in the Netherlands and has a Masters of Business Administration (MBA) from Edinburgh Business School/ Heriot Watt University in Scotland. He holds the professional qualifications in marketing (A and B) of  the Dutch Institute of Marketing (NIMA) and the Diploma in Marketing of the British Chartered Institute of Marketing of which he is a Member and admitted as a Chartered Marketer. In his capacity as managing consultant of www.legalmarketing.nl he operates as an interim lawyer and marketer and holds a lecturing position in (European) Business Law at the Faculty of Economics and Business Administration of the VU University in Amsterdam. In 2011 he published ‘Law & Self-Regulation. A legal and business perspective’.

 

A legal department’s business functions 

In-house lawyers are rarely involved in decision-making at the corporate level and their involvement in key strategic decisions remains limited. This can probably, at least partially,  be explained by the professional and cultural differences between business managers and lawyers. The fundamental question in this respect is what the legal department can contribute to the business?

What is the optimal age for a legal professional to start a family?

 

Study highlights:

• Laurence Simons survey found 31.6 to be the optimal age for legal professionals to start a family
• Female respondents perceived 32.3 to be the most favourable age to have their first child
• Male respondents would ideally start a family at the age of 30.6
• The average in-house lawyer at the age of 31.6 will compromise £75,287.84 in earnings during a 12 month maternity period earning statutory maternity pay
• The average lawyer within private practice will compromise £68,678.72 during a 12 month maternity period earning statutory maternity pay

 

Laurence Simons has conducted a survey of 300 international legal professionals asking at what age they feel it is optimal to start a family, so to not impact on their careers. On average, respondents felt that 31.6 would be the right age to start a family.  

 

Marketing private client law: This sporting life

By Douglas McPherson

Douglas is Director at Size 10 ½ Boots, a business development agency that works solely with professional service firms.Tenandahalf help their clients grow by winning more new clients and by generating higher fees from their existing clients. Due to their innovative methods, the marketing of private client services is now an area in which Tenandahalf lead the market.

For some reason whenever the subject of networking – or business development or marketing for that matter - comes up in conversations  with professional services, one tends to instinctively think of formal networking events, which to some are dull after work affairs that couple tepid wine with equally tepid company and serve no purpose than to make you get home even later than you would normally.

The truth is that while growing your network is an essential component to winning new cases, networking doesn’t have to mean working the room. In fact, you can actually enjoy yourself when you’re out meeting people simply by dovetailing the way you meet people with things that interest you - things you actually enjoy doing.

We have a client who makes sure his fee earners join the local sports clubs. They run, play squash, tennis, badminton – basically any sport that involves you being paired up with the other members.  The beauty of this is that because matches and match-ups are managed by the organisers, there’s no uncomfortability in making that all important first move.

There’s also no end to the number of new people you meet … and tell what you do. More importantly, by telling the other members what you do you’ll be front of mind when they talk to their friends and the subject of wills, tax planning, probate, trusts or even divorce comes up.  Just by getting on with people, staying visible and creating a positive first impression you will build a network of advocates, trusted referrers that will continue to generate work for you as long as you continue to keep in contact with them.

Another client has based his entire (long running and very successful) business development campaign on his table in the corner of his golf club bar. Over time the other members have learned he’s a lawyer and come to him when they need advice.

Not only has this won him a lot of work, it’s also proved extremely fertile ground for generating work for his partners as the answer to the many requests for help he receives is often “no … but I know I man who does”.

Some of you reading this will switch off.  “Sports are not for me” you’ll say.  Fine.  This model is equally applicable to walking, gardening, book clubs or anything else that gives you the opportunity to expand your social circle. Wherever people gather and there’s common ground, you’ll be able to build the types of relationships that will win you work. The fact you’ll enjoy yourself at the same time is just an added bonus. 

 

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In-house or Private Practice? - The never-ending debate

By Naveen Tulli

Global Managing Director, Laurence Simons International Legal Recruitment. With over 20 years experience within the global in-house market at Laurence Simons, Naveen has gained unrivalled expertise and experience working with some of the world’s best known multinationals. 

For as long as I can remember, there has always been a debate revolving around whether it is better to work within private practice or in-house. Laurence Simons recently conducted a survey asking 339 legal professionals across the globe whether they would consider a move from private practice to in-house and vice versa, or whether they were happy and would not consider moving. The results are quite interesting… 

Marketing private practice services - how?

By  Douglas McPherson

Douglas is Director at Size 10 ½ Boots, a business development agency that works solely with professional service firms.Tenandahalf help their clients grow by winning more new clients and by generating higher fees from their existing clients. Due to their innovative methods, the marketing of private client services is now an area in which Tenandahalf lead the market.

....‘luxury’ services for the well-heeled (overseas property, equine, fine art and specialist tax advice) have also yielded success. 

Continued... 

(Read Douglas's previous post here)

 

Whichever sectors you choose, you have to provide comprehensive legal coverage. To do that, your team needs to be exactly that – the team needs to be ready and able to work together. This is a more holistic approach and it makes it much easier to cross-sell. Over time this will generate a higher level of feed than the traditional matter by matter approach - especially when you overcome certain colleagues’ reluctance to make the necessary introductions.

Once you’ve identified your sectors how do you take your sector groups to market? Because of the increased focus that sector strategy affords, this becomes the easy bit. Having specific target groups means you know what they read, where they meet, which associations they’re affiliated to and which websites they use. You just need to make sure that all the relevant avenues are covered by your marketing plan and that individual responsibility for utilising each has been distributed to a named individual.

Your increased focus will have a positive effect on your top line because you’ll bring in more fees. It’ll also help your bottom line as you’ll cut out expensive advertising and sponsorship ‘opportunities’; you’ll be invited to write for relevant publications and speak at the right events; you'll send out less direct mail and spend less time attending generalist networking events. Better still, because you’re spending less time marketing you’ll have more time to do the work which will improve your utilisation.

Once your marketing kicks in and the word gets out that you're the experts in your field, personal referrals will increase. This is the most effective (and cost-effective) form of marketing.  It’s cheap, it’s easy and, because your name will be passed on by someone your prospective client trusts your conversion rate will go through the roof.     

However, if you still think sectors should only relate to commercial practice areas could I leave you with a final suggestion? Marketing private practice services - how? 

If you're planning on launching commercial sector teams, please include representatives from the private client teams within your sector groups. All companies are run by people with personal legal requirements.  If they are willing to have you look after their business affairs, extending that trust to their personal affairs shouldn’t be a difficult job. The idea of any sector group is to maximise level of fees generated from each client and that will never be achieved if you compartmentalise your commercial and private client practices. 

 

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Marketing private practice services - how?

By  Douglas McPherson 

Douglas is Director at Size 10 ½ Boots, a business development agency that works solely with professional service firms.Tenandahalf help their clients grow by winning more new clients and by generating higher fees from their existing clients. Due to their innovative methods, the marketing of private client services is now an area in which Tenandahalf lead the market.

For some time now law firms have been looking to implement a more sector-based approach.  The problem from a private client perspective is that historically sectors have been seen as the preserve of the commercial department.  My question is why?  Why should commercial practice areas be taking all of the rewards when sector theory is equally applicable to marketing private services?   

One thing that drives me to despair when talking to firms about who they target is when they reply “high net worth individuals”.  When I ask them how they plan to identify/meet/engage with those high net worth individuals I am all too often met with an embarrassed silence.  

The truth is, in the same way that general marketing to business owners, company secretaries or FDs is costly and unproductive; choosing to market to an amorphous and anonymous group like ‘high net worth individuals’ is likely to produce little more than generous bills for advertising, sponsorship and printing, and a very poor financial return. 

But that’s the bad news out of the way. 

If you are willing to entertain the idea of a more focussed approach to marketing your private client services, all you need to do is sit down and look at three things: the expertise your private client team has, the groups with whom you have had had most success in the past and the potential opportunities offered by local demographics. 

The results shouldn’t be expressed in legal terms.  If you end up with a short-list that includes tax, wills, trust and probate you’re on the wrong track. The types of groups you should be looking for include the elderly, the severely disabled and foreign nationals.  Additionally ‘luxury’ services for the well-heeled (overseas property, equine, fine art and specialist tax advice) have also yielded success.  

Whichever sectors you choose…..  

To be continued...

 

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Lawyers are closet entrepreneurs

International legal recruitment specialists, Laurence Simons conducted a survey of 323 lawyers posing the question, “If you hadn’t have chosen the legal path, which career might you have chosen to pursue instead?” 39% (the largest proportion of respondents) indicated Entrepreneur.

Less surprising are the 19.5% of lawyers who chose Politics, as over the last 20 years, a significant proportion of the Cabinet have had legal backgrounds. 15.8% selected Teaching, 12.1% said they would abandon the legal field to start up their own restaurant and 6.8% would consider a career as a Builder, Decorator, Electrician or Plumber. Only 6.8% selected Accountant as a career of choice.

Farewell to the Oil Age - What does that mean for Lawyers?

By Chrissie Lightfoot 

Chrissie Lightfoot is CEO of EntrepreneurLawyer Limited where she advises professional service firms (and their individual people) globally on marketing, personal branding, sales, social media, social networking and innovation. The (London) Times newspaper recently reported Chrissie as one of the Top Ten Best Legal Tweeters.

She is a non-practising solicitor, an entrepreneur, international keynote speaker and author, best noted for her groundbreaking book the Naked Lawyer: RIP to XXX – How to Market, Brand and Sell YOU!    

Law firms can no longer hope to survive by providing legal advice alone. If they are to thrive in an increasingly technology-driven era, they must add value in the data field - and be generally more human.

According to Gerd Leonhard, – described as one of the world’s ‘leading media futurists’ by the Wall Street Journal – ‘data is now the new oil’. He proclaims that the legal profession is in the content business, the marketing business and, ultimately, the data business. Why? Because the world is headed towards systems of peer-to-peer collaboration, unbundling and fragmentation. Mr Leonhard says: "We’re living in a digital society where there is a different world view on control, ownership and authority".