stephanie.jpg Stephanie West Allen Thanks to Stephanie for reading my post Patrick Lamb’s Latest Punchline on Client Visits and steering me (and you) to an article titled: Embrace the ‘human moment’ at work. Two excerpts:

Often the computer encourages superficial attention to streams of data, but talking face-to-face demands focused emotional and intellectual involvement that is uniquely satisfying.

You are likely to be happier during this journey if you concentrate on building and maintaining strong relationships. And there’s no way to do that except face to face.

A THOUGHT: As lawyers, we are the ultimate rational people ignoting feelings in favor of facts, for the most part, necessary to practice law. This can make us linear as we consider business development pracxtices and Stephanie reminds us that perhaps there are subtle consequences, in this case benefits, to having more face-to-face time with clients. PLEA: Stephanie, when are you going to launch your blog – we need you out here in the blogosphere! If you know Stephanie personally, help me nag her – send her an email telling her that her friends and acquaintances are all anxiously awaiting her blog because she has so much to contribute.

sunsetanim1.gif Anguilla I got tagged both by Patrick Lamb of In Search of Perfect Client Service and Bruce Allen of Marketing Catalyst. I think this is all Larry Bodine’s doing – it’s addictive like eating a potato chip – there is no way to stop. Assembling responses for this took me on quite a journey. Here goes: Four Jobs I’ve had: Salesman (while student) Lawyer Managing Partner Law Firm Consultant Four movies I can watch over and over: Killer Bash (Stars my daughter, Raquel) The Game Star Wars Raiders of the Lost Ark Four TV shows I love to watch: CNN Headline News Seinfeld The Apprentice Discovery Channel History Series Four places I’ve been on vacation: Safari, Sabi Sabi, Kruger National Park, South Africa St. Petersburg, Russia Banff & Jasper, Canada Great Barrier Reef (and Rainforest), Australia Four tunes that play through my head: Girl from Ipanema by Antonio Carlos Jobim sung by Frank Sinatra Stop This World – Diana Krall Unforgettable – Nat King Cole and Natalie Cole People – Barbara Streisand Four favorite dishes: Anything my wife, Bethany, prepares at home Filet at Morton’s Peking Duck at Flower Drum (Melbourne) Baked potato (at London’s Covent Garden) Four websites I visit daily: Tons of them (300) by RSS Feed Drudge Report Apple The Anguillian Newspaper (online) Four books I really love: The Laws of Success – Napoleon Hill Tipping Point – Malcolm Gladwell True Professionalism – David Maister Good to Great – Jim Collins Four places I’d rather be: I would rather be where I am: with my wife, Bethany, in paradise (Anguilla) Visiting my grown children, Daniel, Matthew and Raquel, wherever they happen to be At the Spa in the Rain Forest at Great Barrier Reef with Bethany After Posting this, swimming in the Ocean Four bloggers I’m tagging: Robert Millard Ed Wesemann David Maister Kevin O’Keefe Thank you to I Love Anguilla web site for the great Anguilla photos.

imn_lamb.jpg Patrick J. Lamb There are many voices on the subject of the management of law firms but very few have Patrick Lamb’s depth of experience and accomplishment. Patrick continues to practice in a complex and specialized area of the law attracting and maintaining clients at the high end of the curve. I think his own track record entitles him to greater credibility than those offered by pure theoreticians. In his post, Are There Definite Rights And Wrongs For Client Satisfaction Surveys?, Patrick explores the evolution of the discussion on this topic including some of my own contributions. I liked the way Patrick summed up his thoughts:

A lawyer or law firm gains from every face to face meeting with the client, and those meetings should be as frequent as possible. Most of those meetings should be directed to providing service or exploring needs that the client has. The client satisfaction meeting, however, is critical and must be treated as distinct, both in form and in substance. It is a chance for the spotlight to be shifted from the client to the firm, and for the client to provide insights that the firm should desperately want to hear about how it can render service in a way that makes the client happier, more satisfied and more committed to the firm. This keeps the client satisfaction meetings separate in the critical spot they deserve.

PUNCHLINE: Follow Patrick’s sage advice – the most important part is getting out there and “doing it”!

Law.com published Firms Show Modest Growth in New Partners today without a mention of diversity – not even gender. In light of the recent New York Times article Why Do So Few Women Reach the Top of Big Law Firms I would have liked to see some information beyond mere numbers of new partners – wouldn’t you? MY OPINION: Diversity will occur when people start caring about it enough to make it unthinkable to publish an article like Firms Show Modest Growth in New Partners without referencing it.

bruce007v2.jpg Bruce Allen adds some essential thoughts about mentoring in his recent post, Mentoring Works…. In its Own Way His first bullet point is:

The mentoring relationship IS a relationship. It requires a chemistry between two individuals not found in a spread sheet or personality profile. Not every senior attorney in your firm will be selected as one, and not every person that needs one can find it within your firm.

See the remaining four bullet points at his blog. By the way, do you believe that Bruce is a grandfather? He provides evidence – see “Future Blogger” by scrolling down at his site.

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This five page article, Why Do So Few Women Reach the Top of Big Law Firms?, by TIMOTHY L. O’BRIEN in today’s New York Times is an excellent piece with some myth-busting comments like:

Although women certainly leave firms to become more actively involved in child-rearing, recent detailed studies indicate that female lawyers often feel pushed into that choice and would prefer to maintain their careers and a family if a structure existed that allowed them to do so. Some analysts and many women who practice law say that having children isn’t the primary reason most women leave law firms anyhow; most, they say, depart for other careers or for different ways to practice law.

PUNCHLINE: This is essential reading for the Managing Partner and the Diversity Partner (if you have one) but perhaps this ought to be read by every partner.

FASTFORWARD: If you want your firm to be viable in years to come, don’t stop at having the partners read this article — create forums within the firm to discuss these issues and take action to resolve them. This isn’t easy which is why only the best-managed firms will get it right.

cbagley.jpg Constance E. Bagley For your consideration: Whether you are a Managing Partner, a Marketing Partner or a Marketing Professional working in a law firm, Constance Bagley may hold a key to your developing business, both by satisfying existing clients and attracting new ones. What if you invited Professor Bagley to address a meeting of your clients on the subject of “Harnessing the Power of the Law”. What if she could show your existing (and maybe prospective clients) the untapped value that lies in your services just awaiting harvesting by your clients. Why Constance Bagley? Professor Bagley graduated magna cum laude from Harvard Law School in 1977, and was invited to join the Harvard Law Review. She received her A.B., with Distinction and Departmental Honors, in 1974 from Stanford University, where she was elected Phi Beta Kappa her junior year. She is a member of the State Bar of New York and the State Bar of California. She was a corporate securities partner at Bingham McCutchen and now teaches at the Harvard Business School. She has also taught at the Stanford University Graduate School of Business where she received Honorable Mention for the Stanford Business School Distinguished Teaching Award. She still practices law focusing on legal aspects of entrepreneurship and cyberlaw, as well as corporate governance. At Harvard, she teaches the MBA elective Legal Aspects of Management, as well as being on the faculty for the Entrepreneur’s Tool Kit Executive Program. Her Curriculum Vitae is 21 pages long if you care to learn more about her credentials. What’s in it for your firm? I have noticed while working with even large, sophisticated, blue chip law firms that individual lawyers find it challenging to quantify the value that their lawyering can bring to their clients (existing and prospective). I am suggesting that Constance Bagley has the credentials, credibility, knowledge and ,by her own experience, the sensitivity to deliver that message in a way that will appeal to your most sophisticated clients. Look at some of the editorial reviews of her recent book, Winning Legally: How Managers Can Use the Law to Create Value, Marshal Resources, and Manage Risk, which is directed to no less than aspiring CEO’s:

“Winning Legally, with its clear exposition of real-world problems and solutions, is a thought-provoking resource that can only improve the performance of lawyers and laypeople alike. My best business advice to aspiring CEOs is simple: Read this book!” — James W. Kinnear, former CEO and Chair of Texaco, Inc. “Professor Bagley has done a masterful job of showing how managers can work with attorneys as partners to create value and manage risk. Armed with the knowledge in this book, managers will not only be far more likely to keep their firms out of trouble, but will also have at their disposal a set of tools to manage the firm more effectively. This is an important read for managers and the lawyers who advise them.” — Larry Sonsini, Chairman of Wilson, Sonsini, Goodrich and Rosati “Bagley has successfully demonstrated the value of the managerial capability that she calls ‘legal astuteness.’ Instead of focusing only on how law constrains managers, Winning Legally’s systems approach to business regulation and the practice of strategic compliance management provides managers with a far more complete and promising way of managing the legal dimensions of business.” — William E. Fruhan, Jr., George E. Bates Professor, Harvard Business School “Common sense alone is not enough to provide the ethical and legal guidelines necessary to conduct a business. Winning Legally provides the framework for maximizing profits in a manner that assures the long-term viability and growth of the corporation.” — Arthur Rock, Principal, Arthur Rock & Co. “This timely book is required reading for every business manager and general counsel. Professor Bagley has provided a practical guide to harnessing corporate legal resources with sound business judgment to maximize shareholder value.” — David R. Andrews, Senior Vice President for Government Affairs, General Counsel and Secretary of PepsiCo, Inc., retired, and director of Pacific Gas & Electric Corp. and Union Bank Corporation

See the full Book Descripion for more of an insite on what Constance has offer:

The rash of corporate scandals in recent years underscores a fact too often ignored in the business world: flouting the law holds serious consequences. Indeed, all it takes is one rogue trader, one greedy executive, or one misinformed manager to place an entire organization at risk.But respected legal expert Constance E. Bagley argues that staying out of trouble is only part of the picture when it comes to legality in business. In Winning Legally, Bagley shows how managers can proactively harness the power of the law to maximize corporate value, marshal human and financial resources, and manage risk. Through scores of classic and contemporary examples across the business landscape, this no-nonsense guide completely reframes the relationship of law to business. Bagley explains how managers can use the law as a strategic tool to help select and work effectively with legal advisers, spot legal issues before they become problems, weigh the legal risks of specific opportunities, and more.Ultimately, the responsibility for making tough business decisions lies with managers-;not with lawyers. This timely book shows how managers can combine business audacity and vision with integrity and respect for the law to build truly great and enduring firms.

PUNCHLINE: Constance Bagley has not offered the services I suggest you may want to retain her for but in a discussion with her I learned of her willingness to utilize her unique capabilities for the purposes I hypothesize about. I will be fascinated to see whether one or two action-oriented firms actually explore this idea with her. I will certainly be discussing this with my law firm clients.

bmwcabin_night.jpg Would you fly in this airplane? So would I. But why do we care what the airplane interior loooks like – will it get us to our destination faster or safer? By the same reasoning, why would a law firm care about design? I invite you to download my article on that topic Intelligent Design for Law Firms excerpted from our new Edge International Review Magazine. Thank you to Jordan Furlong for first publishing the article in the CBA National. Also, thank you to Gizmodo for the post on this aircraft interior. Supplementary in response to Lorian’s comment below: Lorian, I think you are quite right – design should be in harmony with context. I read about your firm with interest – my mother-in-law is a special education specialist and I commend you on your firm’s good work.

c_hassett_suit-1.jpg Jim Hassett Thank you to Jim Hassett at his Law Firm Business Development Blog for continuing the conversation about Bullet Proofing Crown Jewel Clients with his new post regarding my thoughts on the comments of Steven Bell, Director of Sales at Womble Carlyle. See his post To Sell or Not to Sell in his Law Firm Development Blog today. stevebell-2.jpg Jim’s two part story on my recent presentation to the Marketing Partners Forum can be found in his recent posts: Bulletproofing your crown jewel clients – Part 1 Bulletproofing your crown jewel clients – Part 2