It’s a brand new Day, Relatively Speaking
As an attorney leader, you’ve read again and again about the need for educating your associates running a business development skills to assist them to develop their very own clients faster, mitigate their overhead and be worth more towards the firm’s main point here. And, there is no secrete that there’s a substantial gap between associates’ school education of other nutritional foods theory-based and interesting in professional training regarding how to step-by-step create a book of economic and become lucrative inside a private practice.
Kimberly Alford Rice is Principal of KLA Marketing Associates (www.klamarketing.net), a
business development advisory firm focusing on legal services. As a law marketing
authority, Kimberly helps law firms and lawyers develop practical business development
and marketing strategies which lead directly to new clients and increased revenue.
Additionally, Kimberly founded Women in the Law Rainmaker Forum to provide women
lawyers guidance in professional and career management issues. She may be reached at
609.458.0415 or via email at email@example.com
As a law firm leader, you have read over and over about the value of educating your associates in business
development skills to help them develop their own clients quicker, mitigate their overhead and become more
valuable to the firm’s bottom line. And, it is no secret that there is a significant gap between associates’ law
school education of all things theory-based and engaging in professional training on how to step-by-step
develop a book of business and be profitable in a private practice.
In this tough competitive environment, however, how often does your management team seriously consider
concrete ways to educate your associates on how to win new clients in the most productive ways possible?
Having worked with hundreds of lawyers over many years, we have encountered so few associates who are
unwilling to learn new skill sets, develop professionally and make valuable contributions to secure their futures
with their firms. And, those few who are a bit under-motivated, they don’t last long for a host of reasons.
There are a multitude of ways to deliver business development skills training to your associates which will
positively affect their productivity and professional development that it is almost irresponsible from a leadership
perspective not to provide it.
Why, then, is there so little political will in some firms to provide these useful programs? One explanation we’ve
heard repeatedly is that management recalls how they pulled themselves up by the bootstraps back “in the
day” to figured out the business development puzzle themselves, and don’t see the need to spend the firm’s
money to spoon feed their young lawyers. Think again, we advise.
In this post-recession era, it has never been more important for lawyers to be educated and adequately
equipped for new business development — to contribute to the profitable growth of their firm, to become
partners, and to have a more fulfilling practice.
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