Business Development in a Pandemic – It's All about the RelationshipWhile COVID–19 has changed the nature of the opportunities to empower your practice, it has not changed the basic premise that has and will always be the driver of growing your practice – exceptional client relationships.To reach this conclusion we need to shift perspective and look at the provision of legal services through the “eyes” of your clients. The following are the four key perspectives of their value proposition that they see the services you provide through:
It is important to remember that the weighting of the individual perspectives is dynamic and not static, often changing from matter to matter. The change in the weighting is often a result of the strategic and/or emotional importance that the client places on the matter. In all the various value proposition combinations the one constant is SERVICE because in many ways it is the easiest that can be discerned by clients. In a real sense, the only complexity to exceptional client service is the failure to execute. The failure stems in most cases from not having connected the following:
Irrespective of pandemic or non–pandemic times, the four pillars upon which exceptional client relationships are founded on are:
Just because you are not currently able to do some of these things in person does not mean you can not nurture these professional relationships.
So, what are some of the things you can do in the current pandemic (and afterwards) to strengthen your client relationships? While I am not advocating that you must do all of them to have exceptional relationships (you still must practice law and earn a living). Some combination of the activities listed can serve you well:
One of the unintentional side benefits of working on creating exceptional client relationships in the era of COVID–19 is that it may be good for your own mindset and wellbeing. The simple truth of business development during a pandemic is captured by the following phrase:
Stephen Mabey is a CPA, CA and the Managing Director of Applied Strategies, Inc. Stephen's focus is on law firms in general and on small to medium size law firms in particular. He has written about and advised on, a wide range of issues including – leadership, business development, marketing, key performance indicators, strategic planning, mergers, practice acquisitions, competitive intelligence, finance, mergers, practice transitioning, compensation, organizational structures, succession and transition planning, partnership arrangements and firm retreats. In 2013, Stephen was inducted as a Fellow of the College of Law Practice Management in recognition of his sustained commitment to the highest standards of professionalism in law practice management. For more information, visit appliedstrategies.ca or connect with Stephen Mabey on LinkedIn. |