You know it just isn’t always possible to get everyone on board. Different agendas block the team spirit. But even beyond that crucial issue, I don’t see firms trying to training staff to think and act like a distinguishable brand and like a team as Starbucks does. ( I do know one firm that is working at it but its just not easy. In this case the managing partner is a leader and a hero and that’s why they may succeed. I know that when I walked into their reception area I really felt the love!)

Leadership starts at the top. I love the story about Michael Eisner when he stooped down to pick up a piece of litter at the Orlando Disney World – even when he thought no one was looking! The individual spirit is wonderful but to succeed law firms need, I believe, to act like a team and believe in a brand of excellent service.

I don’t see plaques in the reception areas recognizing employees for great service like the employee of the month thing. Do law firms think that is too crass? Too Walmartish? Rewarding exceptional service employees with a primo parking spot for a month or gas card, movie tickets, recognizing individuals – beyond the end of the year raise or good review – might not be a bad idea. I wonder if anyone reading this blog has tried that or seen that in action in a law firm?

Every firm can do exactly what you suggest, and that is to think of how to wow the client at every point of the relationship, to think of those “extra special touches” as you called them, in order to provide an outstanding, consistent, positive experience each and every time they come in contact with a firm. Put it in writing, teach it to everyone in the firm, then implement it to become a natural part of the flow of how we do business.

Great thoughts and conversation Jayne!

Sooo right! Law firms should not wait for the competition to define the acceptable alternative arrangements nor until the ACC or some other group flogs them into action. Discerning what the client desires is even more important in maintaining and enhancing the relationship than identifying what the client needs in legal representation. Desires are emotionally powerful factors, these trump even the rational when cognitive dissonance occurs (“I like my lawyer who just lost my case.”) and facilitate a unique set of value differentiators that CAN’T be competed against with economic schema.