How to Steer Your Firm to Greater Revenues when you're not in the Driver's Seat

By Alycia Sutor and Paul Trout

A law firm partner recently admitted that he has come to the frightening realization that he's operating in "an era of a new covenant." He can no longer take for granted his continued success as a partner of the firm by relying on his ability to do good work. In other words, he understands that his personal success, as well as the firm's ongoing sustainability, rests in part upon his ability to become just as good at selling as he is at practicing law. For many attorneys, the idea of a new covenant involving selling is a scary, if not downright abhorrent, concept. After all, what attorney decided to go to law school to become a professional salesperson and how many attorneys have the needed skills and knowledge to be comfortable with the concept of sales, let alone be successful at it?

So, why should this matter to administrative firm management? After all, while a few progressive firms are experimenting with dedicated "business development" professionals, the majority of law firms leave the rainmaking up to the attorneys. The reality, though, is that to be personally successful, your firm and your individual attorneys must be successful and, like it or not, you too are now operating within a new covenant where sales is a part of the formula for success. And, as firm management, it is your responsibility to provide your attorneys with the tools they need to be successful within this new legal landscape.

To develop business successfully and efficiently, attorneys must now intentionally and proactively engage in the process of professional selling. So, here are some things that you can do to help drive your firm's business, even if you are not necessarily allowed in the driver's seat.

Clean off the windshield – provide a clear vision of professional selling

First, you can help debunk the myths about what must be done to sell professional services. Too many attorneys, there is a reluctance to think about selling because people think selling requires being inauthentic, insincere or at best, "cheesy."

In fact, just the opposite is true. Professional services selling works best when it is based on developing genuine relationships that spring from a desire to help people solve problems. Occasionally, those problems can be solved through the provision of legal services, but more often than not, they can't. But, by demonstrating a general ability and willingness to help, you increase your probability of being the go-to person when a legal need does arise. Sales is not about manipulating or strong-arming someone into buying something they do not presently need. Sales are about putting the client or prospect first to solve their current needs.

By debunking the myth of what sales is and is not, you can help to change an attorney's vision of sales so he or she can begin to see it as an extension of the same core drive – the drive to help people – that motivates them to be a good lawyer. At the same time, you'll help to alleviate some of the fears and obstacles that prevent lawyers from embracing sales – and generating revenue – for your firm.

Offer a Roadmap

Selling is a process. To be good at selling is to effectively manage the sales process. Since they didn't teach attorneys a sales process in law school, you can assist by providing one that you know will work for your firm and its culture. There are many out there, so pick one and follow and adapt it to your attorneys' needs. Here is the proprietary sales acceleration framework we use at Akina:

• Target Market Analysis: identify who your target market is by understanding who is a good fit client and what is a good fit situation with those clients.
• Offering Definition: consider yourself as the product and be able to describe what is unique and compelling about you and/or your firm.
• Lead Generation: focus your time and energy to strategically position you in the midst of your target market. This includes creating your brain trust of everyone in your network (family, friends, clients, neighbors) and having conversations.
• Sales execution: prepare thoroughly, asking good discovery questions, facilitating the meeting and follow-up.
• Qualification, Pursuit and Closing: know the criteria needed to close and "ask for the business".
• Account Management and Penetration: manage the client relationship to get additional business from the client.

Read More:

• Help Stay the Course - Navigate Along the Way
• Conclusion

Other Whitepapers:

• Technology Sales People – The New Success Profile
• Diagnosing Your Revenue Generation Issues
• Building a Client Service - Minded Staff
• High Impact Returns from Strategic Account Management
• How to Steer Your Firm to Greater Revenues when you're not in the Driver's Seat
• Sales Tip – Building credibility through "Discovery" Letters
• Selling to Multiple Decision Stakeholders
• Firm Leadership's Role in Retaining and Growing Clients
• The Pursuit Drill ™: Improve Your Sales Team's Ability to Close Deals

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