The 2019 Legal Marketing Association conference focused more on the future of the legal industry than in past years. Perhaps because general counsels buying process has changed, artificial intelligence (AI) has solidified its role, or the #MeToo movement and renewed support of women empowerment have legal professionals looking for more creative approaches to selling their services.

Regardless, we will walk you through exactly what we learned from this year’s sessions and what to expect from law firms in 2020.

The Pancake Versus the Pyramid

The event kicked off with two law professors, William (“Bill”) Henderson from the Indiana University Maurer School of Law and Scott Westfahl of Harvard Law School, talking about a specific ABA rule (rule 5.4 for those interested), and how the rule has put the commercial interests of non-lawyers over those of lawyers, how it has established a hierarchical structure in legal with 75% of the market serving corporations and only 25% serving individuals, and its impact on limiting access to justice.

In short, this rule has perpetuated a major shift towards insourcing, with the number of in-house lawyers and law firms embedded inside of corporations skyrocketing.

To reverse this trend, Bill and Scott asked, “Can a pancake knock down the pyramid?”

At the end of the day, everything you do needs to explain how it will add value, make the lawyers more successful, and make the business more profitable to be taken seriously within a law firm.

The answer is yes. If law firms commoditize their services, offer the full suite of human capital needs (information technology, engineering, finance, marketing, project management and legal), and most importantly, work in cross-practice group teams to play to individual strengths and enhance the quality of their work, then the legal industry will truly be able to serve corporations and individuals alike.

The General Counsel Take

Providing direct support of this, the always anticipated General Counsel panel including DHL Supply Chain’s Mark Smolik, Home Depot’s Will Barnette, Volvo Financial Services’ Alexia Maas, and ALM Media’s Richard Caruso.

When analyzing the billion-dollar legal industry, the GCs admitted that these companies are turning the legal function on its head, embracing disruptors, and in effect creating virtual firms to enhance effectiveness and budgetary efficiency.

Some advice from the team?

…Do not assume the GC is the sole decision maker to hire. Right next to the GC is the CFO, who has a closer reach to the CEO and is wondering, “do you fully understand the business and matter at hand?”

…GCs hire lawyers over their firms, and even then, it all comes down to the billable hour.

…GCs are seeking business advice from skilled professionals, so avoid legal jargon when selling. Speak first as business people and second as lawyers.

…Upgrade firm technology with artificial intelligence to help lawyers work smarter not harder, improve General Counsel processes, and drive efficiencies.

When it comes to buying outside counsel, Mark, Will and Alexia all agree that the lawyer should ultimately make the GC look like a hero and provide fast, immediate guidance.

Becoming Movement Starters

The LMA crowd also heard from Jennifer Dulski of Facebook on movements – which she stressed all start with the small actions of individual people. This will come in handy when selling services to the GCs mentioned above.

Jennifer shared that the key to movement success is:

• The courage to get started;
• A compelling vision;
• Mobilized people;
• Persuading decision makers;
• Navigating criticism; and
• Overcoming obstacles.

When providing examples, it became clear that for any legal professional to succeed in creating a movement, they must assemble a large enough group of supporters within their firm to become equals with the big fish – which could eventually lead to long-term partnerships.

To achieve this, it’s crucial legal marketers influence-map to identify groups within their firm who need their services and could become advocates for their cause, in addition to helping them persuade and ultimately make it easy for the CEO to say yes. While finding these allies, it’s also important to listen to naysayers and work with them to fix any potential issues with your product – in hopes of turning them into valued supporters.

Jennifer argued that by following these steps, you’re likely to succeed in starting a movement that will set you apart from your competitors. But, if you don’t, learn from your failures as they often times lead to success down the road.

Securing a Seat at the Table

As Jennifer pointed out, to start a movement in any capacity a legal marketer must have access to key stakeholders and decision makers. One way to accomplish this is to have a seat at the management table. Closing out the conference was Iris Jones of McNees Wallace & Nurick, who led a panel about the importance of having a seat at the table and how to go about securing one.

First and foremost, to have a seat at the table means to be involved in a project or idea from inception – not being tasked with activities after it’s been initiated.

To prove that you deserve a seat, you must be a true solutions provider for whatever challenges the firm and individual attorneys face. That can only happen if you (like GCs require of outside counsel) completely understand the firm’s or attorney’s business of law.

So that your solutions are actually applied, the panel suggests finding supporters within your team and target practice or industry groups to help build your credibility. If unsure, ask your mentor, “Who are the people I should be spending time with?”

Also, acknowledge that each firm team has a preferred method of communication. So, determine what that is and play towards their preferences. Is the group more formal? Do they use certain language or terms? Do they like to be contact via email or phone?

Iris’s panel recommends always using powerful language, avoiding hedgers, and being prepared with irrefutable facts when communicating with any firm group, whether it be in a meeting or department presentation. Strive to be the smartest person in the room, so that other participants and firm leadership cannot dismiss you.

At the end of the day, everything you do needs to explain how it will add value, make the lawyers more successful, and make the business more profitable to be taken seriously within a law firm.

Law Firms in 2020

From these four #LMA19 sessions alone, it’s apparent that future law firms must better package their services, embrace artificial intelligence to assist their GC networks in improving their own processes, take risks by starting movements, and train and mentor staff to help them secure a seat at the management table.

Only then, will law firms realize a true change in their bottom lines.

If you have questions on these takeaways or need assistance in applying them, please contact us.