Creating a Cross-Selling CultureShift

Transcription

1 Creating a Cross-Selling CultureShift David H. Freeman, J.D. Founder, Law Firm CultureShift CEO, David Freeman Consulting Group

2 Increase Share of Wallet The typical law firm has about 23% of the business they could be getting from a top client. New business is sitting there, right in front of you.... You can go from capturing 23% to 75% of the work available to you. Mad Clientist Blog post, BTI Consulting, Wellesley MA

3 1445 Respondents Average score for all statements = 3.34

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5 Selling Referring Connecting Protecting Serving Cross-

6 Cross-Serving Cascade Increase amount of client feedback Better client service Serve the best interests of the client Increase client retention and loyalty Enhance communication between groups Higher performing teams Deepen understanding of other lawyers services Know, like and trust Improve lawyer retention Context to ask for new business Greater personal accountability Proactive leadership

7 Obstacles to Cross-Serving Trust Inertia/Habits/Time Internal and external communication Identifying best opportunities Replacing existing relationships Understanding others skills Understanding client needs Understanding our lawyer s needs Capacity Credit and compensation Lack of comfort/skill Lack of planning Accountability, follow-through and tracking

8 Name 2 3 of your biggest cross-serving obstacles

9 Cross-Serving Culture Shift Unleash, direct and sustain cross-serving efforts

10 I can t because It won t work because I tried this once before and it didn t work. The comp system doesn t reward me for this. My firm doesn t My partners won t It s not in our culture to That s not how we do things around here. The market is bad. All the good clients are taken.

11 Increase Engagement Find/create windows of opportunity Find high level pain/needs Build the business case Start with the coalition of the willing Access their inner entrepreneur Align personal needs with group goals Make it their idea Gain permission (e.g. collaborative planning) Compensation Assign deputies

12 Discuss your most effective techniques for increasing engagement

13 Develop High Performance Organizational Habits: Activate Key Accelerators

14 Activate the Accelerators The Client Feedback Accelerator The Key Client and Industry Team Accelerator The Exceptional Client Service Accelerator The Internal Cross-Connections Accelerator The Internal Giving Accelerator The Internal Approach Accelerator The Client Contact Accelerator The Technology Accelerator The Compensation Accelerator The Key Measures Accelerator The Internal Communication/PR/Education Accelerator The Accountability Accelerator The Leadership Mega-Accelerator

15 Client Feedback Accelerator Focus on your best targets Go three levels deep Understand firm capabilities Create a replicable process Develop an action plan Establish Watcher systems

16 Client/Industry Team Accelerator Identify targets Team dynamics Team standards Team roles Client feedback Exceptional service Share knowledge Cross-selling Market visibility Educate client Deep client/industry knowledge Proper measures Tracking and reporting

17 High Performing Teams Project Aristotle - Google initiative on how to create perfect teams Understand and Influence Group Norms Traditions, behavioral standards and unwritten rules that govern how we function when we gather The Key Factor = Psychological Safety A shared belief that the team is safe for interpersonal risk-taking Team members treat each other well Most critical norms = communication and empathy High social sensitivity to feelings and needs Members listen to each other Speak in roughly the same proportion Create interpersonal, human bonds Smarter Faster Better, by Charles Duhigg

18 Exceptional Client Service Accelerator Trust & Loyalty Know Their Business Highly Responsive Add Value Be Proactive Manage The Relationship

19 Cross-Connections Accelerator Know, like, trust (Effective) internal presentations Connect the right lawyers Connect the right groups Connect the right practice leaders Connect client & industry team leaders Connect offices

20 Approaching/Giving Accelerators Build the business case Make it easy Give before receive Find high priority client needs Look good to the client Manage service and credit expectations Probing questions Gifts

21 Client Contact Accelerator Soften the ground Build relationships in advance of need Look for openings/contexts for contact Meeting preparation and execution Ongoing follow-up

22 Key Measures Accelerator Client feedback Meetings between complementary lawyers Client teams formed/meetings Extraordinary client service On-site visits Introduce other lawyers to clients Ongoing follow-up with top prospects Number of practice groups used

23 Internal Communication Accelerator Reminders, PR, Education Consistent and persistent Internal newsletters, group meetings, teams, retreats, one-on-one, teams Compensation Highlight Champions

24 Leadership Mega-Accelerator Unleash, direct and sustain cross-serving efforts Manage the culture shift Hold people accountable Gain permission Assign deputies Establish Watchers Managing Partner as the ultimate Watcher

25 Prioritize Your Accelerators The Client Feedback Accelerator The Key Client and Industry Team Accelerator The Exceptional Client Service Accelerator The Internal Cross-Connections Accelerator The Internal Giving Accelerator The Internal Approach Accelerator The Client Contact Accelerator The Technology Accelerator The Compensation Accelerator The Key Measures Accelerator The Internal Communication/PR/Education Accelerator The Accountability Accelerator The Leadership Mega-Accelerator

26 Creating a Cross-Serving CultureShift David H. Freeman, J.D. Founder, Law Firm CultureShift CEO, David Freeman Consulting Group