Lawyer Personality Traits

My peer and colleague, Leigh Dance, just posted this article in the LME group:

Turf war: Law firm bosses see Big Four as ‘threat’ as they aggressively expand into legal sector.

I’m leaving it in big, bold print because it is one of the most important things you can read today.

This is a pivotal moment in the legal industry, and I can already hear the lawyers doing what they were trained to do and do best: pick away at the argument and why it doesn’t or won’t apply to them:

Why is it important? We don’t have offices in London.

My clients don’t care about AI.

Well, if that’s the future, I’m outta here. 

How’s this for a response:

Cornelius Grossmann, Ernst & Young’s global law leader, said in a press release that the acquisition “underlines the position of EY as a leading disruptor of legal services.” EY says the company will help it cut the costs of routine legal activities.

EY’s global legal leader Cornelius Grossman said: “We have a plan for the next five years where we will aggressively grow the legal business.”

“The Big Four will have a very large impact on the mid market. They have got such a strong client base and they are so good at integrating business services into their offering,” he said.

Continue Reading Can you handle the truth? Are you prepared for the new reality?

test patternIt’s me. You do not need adjust your settings. My posts haven’t fallen through the cracks. You have not inadvertently unsubscribed yourself from this blog and all my wit and insights. I’ve been busy. The kind of busy where my laundry doesn’t get done, and quality time with the Sports Dude is listening to the radio show he produces. I am starting to come out of it … perhaps it’s the summer lull that comes with everyone else taking a vacation. It could be that I’m just burning out waiting for my vacation and have returned to my old and faithful keyboard for comfort and inspiration. Either way, hi there. It’s been too long. I was inspired this morning to write a brilliant post after reading Tim Corcoran’s What’s your RSTLNE? I was starting to research different ways legal marketers can help lawyers think about differentiating themselves, and … squirrel However, in my case it was the The Definition Of Hell For Each Myers-Briggs Personality Type. I’m an ENTJ and this fits me perfectly:

ENTJ – Somebody is wrong, and they’re directing a large group of people! You can’t do anything about it and will have to obey whatever inefficient policies they decide to implement.

Continue Reading Levels of Hell for This ENTJ

My old boss Steve Barrett shared this story with me many, many years ago. It was meant to illustrate how lawyers really don’t like change. Considering the 8:45 a.m. phone call I got this morning, all I can say is, ten years later, the story still has merit:

The Banana Story

Start with a cage containing five monkeys. Inside the cage, hang a banana on a string and place a set of stairs under it. Before long, a monkey will go to the stairs and start to climb towards the banana. As soon as he touches the stairs, spray all of the other monkeys with cold water. After a while, another monkey makes an attempt with the same result – all the other monkeys are sprayed with cold water. Pretty soon, when another monkey tries to climb the stairs, the other monkeys will try to prevent it. Now, put away the cold water. Remove one monkey from the cage and replace it with a new one. The new monkey sees the banana and wants to climb the stairs. To his surprise and horror, all of the other monkeys attack him. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted. Next, remove another of the original five monkeys and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer takes part in the punishment with enthusiasm! Likewise, replace a third original monkey with a new one, then a fourth, then the fifth. Every time the newest monkey takes to the stairs, he is attacked. Most of the monkeys that are beating him have no idea why they were not permitted to climb the stairs or why they are participating in the beating of the newest monkey. After replacing all the original monkeys, none of the remaining monkeys have ever been sprayed with cold water. Nevertheless, no monkey ever again approaches the stairs to try for the banana. Why not? Because as far as they know that’s the way it’s always been done around here.

So, dear event organizers, if you choose to change how you’ve always handled your event sponsors, please let us know in advance. Attorneys really don’t like change.

No one likes to think that they are a type, or so a psychologist told Don Draper last night in the latest episode of Mad Men. But, we’re all a type:

  • We all have personal and professional experiences that influence every decision we make, every day;
  • We all receive and digest information differently;
  • We all want what we want, versus what is expected of us.

For years, twelve or so now, I have listened to presentations of corporate counsel talking about what they want from their outside counsel. It rarely changes. I’ve listened to private practice attorneys talk about what they want (usually premium work and more billable hours) from corporate counsel. That never changes. I’ve listened to legal marketers trying to figure out how to get lawyers to interact with clients on the clients’ playing fields, and not the attorneys’. The only thing that changes here are the legal marketers. All kidding aside, over the years it seems to me that the only thing to have really changed in respect to client relations is the technology used to deliver the messages. We have gone from “Out of the Office” pink message pads to voicemail. Then came e-mail, and now text messages. We’ve gone from printed newsletters to PDFs to blogs. But we’re still conveying the same messages. And while the delivery methods have evolved, the senders and receivers of the messages have not. We’re all a personality type. Whether you subscribe to I-Speak (intuiter, thinker, feeler, sensor), Myers-Brigg (extravert/introvert; sensor/intuiter; thinker/feeler; judging/perceiving); DISC (dominance, influence, steadiness, conscientious), or a multitude of other personality systems, the goal is to get one type of person to work and communicate better with another type. All the systems, however, have one thing in common: By better understanding how we personally process and receive information, and by learning how to identify how others do the same, we best communicate and work with one another. The system works for inter-office relations, client teams, attorney/client management, beauty contests, sales calls, etc. Now, back to last night’s Mad Men and our star, Don Draper. While everyone around the conference table grabs a pencil and cookie on cue and begins filling in their bubbles, Don gets up, shakes the psychologist’s hand, apologizes and heads off to his office for a drink. He doesn’t see how understanding himself better will sell more Lucky Strikes. He IS Don Draper, after all. Unfortunately for Don, and for many lawyers, that’s his biggest problem. He cannot see the world through anyone’s perspective other than his own. He has created his world (his own personal sandbox), and everyone must play his game, his way, or get out … and, as we saw in last week’s episode, that goes for clients, too. Unfortunately, this style doesn’t work for the rest of the world (and, really, I don’t think it’s working too well for Don either). For us, I believe by understanding how WE see the world; how WE make decisions; how WE handle stressful situations; how WE prefer to receive, process and deliver information, we can then better understand how our clients and potential clients will do the same. By way of example, I am quite certain that I am as self-absorbed as the next person. It was incredibly enlightening to discover at my first real job after college, that not everyone is an ENTJ like myself, or an intuitor, or a driver. Over the years I have taken many self-assessments during training and coaching sessions. As I have better come to understand myself, I have been able to look at my co-workers in a different light, respecting our personality differences, and differing styles of work. I see how we complement one another, and how, at times, we unknowingly work against one another when we do not compromise our styles. And while some might think the following a form of manipulation, I have found that by understanding the different personality styles and types about me, I can better manage (package) the way I deliver information so that those about me, especially my CLIENTS (who are the attorneys in my firm, and for the most part are thinkers),  can better receive the messages I am trying to convey. Last night Roger Sterling summed it up this way: “It’s a great job … except for one thing … the clients.” I will sum it up like this: “The clients, and all of their differing personality styles and types, make my job great!!” Well, at least it’s never boring.

Hat tip to Patrick Lamb for his post discussing Richard Susskind‘s The Stages of Change:

Stage 1:  “What you’re saying is worthless nonsense.”

Stage 2:  “What you’re saying is an interesting but perverted point of view.”

Stage 3:  “What you’re saying is true but quite unimportant.”

Stage 4:  “I have always said so.”

For those of us (current or former) in-house  legal marketers, we can all recount stories on the evolution of change (or buy-in) that takes place within our firms.

Stage 1:  An idea is presented at a partner/practice group meeting, eyes peeking up from smart phones, feigning interest in the PowerPoint slides/handouts, waiting to bolt out of the room once “Do you have any questions?” is uttered.

Stage 2:  One-on-one with a partner you begin to notice that shoulders do not bristle when said idea is mentioned in casual conversation around the water cooler, or across the desk when discussing business development opportunities.

Stage 3:  Acknowledgment that competitive law firm is doing said idea, but lack of confidence that it will work HERE.

Stage 4:  Attorney walks into office excitedly announcing: “I have this GREAT idea!!!”

For me, I’ve come to find it takes 18-months, give or take, to get from Stage 1 to Stage 4.

Legal marketers just need to have patience, and the fortitude to know, that what appears to be lack of support for an idea does not necessarily mean the out right dismissal of that same idea.

Lawyers, it’s time to cut the apron strings and do for yourselves what your marketing department has been doing for far too long. Legal marketers, it’s time to cut the apron strings and empower your attorneys to do for themselves what you have — begrudgingly — done for them for far too long. Let’s face it. Many of us are in a dysfunctional relationship at work with which Dr. Laura would have a field day. I can hear the call now:

Hi Dr. Laura. My name is __________ and I’ve been a fan for a really long time. I have a terrific job. I earn a great 6-figure salary, and I have the opportunity to work with some really  smart people. I’ve got a degree hanging on my wall, and a window overlooking, well, it doesn’t have the best view, but it’s a window office nonetheless. Anyway, Partner X walked into my office (well, he didn’t really walk into my office, I bumped into him in the hall) and he asked me to get his profile loaded on LinkedIn because one of his really important clients sent him an invitation. But that’s not what I’m calling about. Dr. Laura, I was hired here with the promise of a seat at the table. But that’s not what’s happening. Partner X wants me to bring in more business, get him a speaking engagement at this incredibly prestigious conference that he’s never attended, make reservations for him and a client at a fancy restaurant in our building, and complete an RFP that’s due in two days, but has been sitting on his desk for two weeks. Dr. Laura, how do I get Partner X to respect me as a professional?

Well, Dr. Laura isn’t here right now, so for 5 cents I’ll share with you my experience: Grow up and cut the apron strings. You know something brought his on, and it began yesterday with a conversation over on the Legal Marketing Association‘s listserv where one of our colleagues asked how to get LinkedIn to load all her attorneys’ profiles for her. It continued in the car with a Dr. Laura call about getting your kids to take personal responsibility. And finished off with a conversation last night with a girlfriend about cutting the apron strings to her son because one of her jobs, as a mother, is to help create an independent human being who contributes to society. Which got me thinking about my role in creating rainmaking lawyers. Basically, I don’t. I really can’t. Rainmakers just are. Rainmakers have their own set of personality traits. Then there are the rest of the attorneys who are expected to make their own rain as well. And THAT is where my job gets interesting. Think about it. Rainmakers are independent and aggressive. Rainmakers make it happen. They don’t turn to the marketing department to do it for them.  They don’t wait around for a new client to drop in their lap. They take care of business, and (speaking from personal experience) the legal marketer’s biggest gripe is that they always call us in at the last minute, or they are running outside the firm’s parameters and we need to reign them in “just a little.” So let’s take a step back and take a deeper look at my three points from my day yesterday:

Loading profiles to LinkedIn

This is bigger than LinkedIn. The success of any social media and social networking program is the SOCIAL aspect. While it’s okay to set up an attorney’s profile with their bio and picture, the attorney needs to OWN their profile, OWN their relationships and utilize the tools, otherwise LinkedIn is just another website. But, then again, this is also bigger than social media and social networking. It’s about delegating most of your business development to someone down the hall, which cannot be done to a successful conclusion. Tim Corcoran summed it up nicely in a private Facebook conversation (for which he gave me permission to quote):

Lawyers can delegate marketing, which is about increasing visibility and awareness in the target market. They cannot delegate all of business development, which is about making and nurturing relationships in the marketplace, and moving potential buyers to paying clients. Social networking lies in the middle because some of it is marketing … and some of it is BD. Helping to get lawyers started on LinkedIn by uploading bios is okay, but stopping there so they can check off “Get a LinkedIn profile” on their to-do list is silly.
So, go ahead and pre-load their profile on LinkedIn, but TEACH them how to utilize the tool to their advantage. PARTNER with your partner. Don’t do the minimal amount of work and HOPE they get the most out of the tool, conference, opportunity, etc. Don’t finish a TASK and think the job is now done.

Taking personal responsibility:

I admit it. I loved this call on the Dr. Laura show yesterday because they were talking about MY life: a 9-year old kid who can’t seem to take personal responsibility for ANYTHING. It’s always someone else’s fault. Or, in the case of the dysfunctional attorney/legal marketers relationship: it’s always someone else’s job and responsibility. Attorneys, it’s time to step up and take personal responsibility for your marketing and business development, and not point finger down the hall when your billable hours are down. I’m not asking you to craft brochures or create ads, but I am asking that you not delegate the development of personal relationships to someone else. It WON’T work. I cannot tell you how often over the past 12 years I’ve been in legal marketing that I have had an attorney lament: “I’m too busy to do X, Y or Z.” And then a year or two later the same attorney comes running into my office (whether I’m still working there or not) in a panic because that big case is settling and they have nothing in the pipeline; their contact at Acme-Big Client retired; the client was just bought out my another company who is happy with their current counsel, etc. Real simple: You cannot outsource the development of relationships. Period. You have to put in the time. Every day. ALWAYS. YOU need to identify, connect, and then maintain those relationships YOURSELF. That’s the “authentic” piece to this puzzle. Social networking platforms, such as LinkedIn and Facebook, are great for this. Twitter is being used successfully to identify relationships that can be enhanced and built upon. That’s what a SMART phone is great for … they all come with applications to help you keep  in touch via your social media and social networking platforms. Upgrade today! And, yeah, it takes work, and then some more work. But you can make it work for you. The marketing department can help you build your structure and train you, via the social web platforms, or in the “real” world. But in the “real” world, it takes the attorney’s participation as well. To get on that panel at that conference YOU need to be involved and engaged. You need to join the committee, put in the time. Yes, there are some conferences where you can write a check, helicopter in, give a presentation, and leave before shaking a hand, but you will achieve NO benefit from it. Identifying and developing relationships = attorney’s responsibility. Creating the environment to develop the relationships … that you can outsource to me and my team.

Here’s a little side-note/secret: speaking at the conference isn’t the goal. Building relationships is. The relationships are built at the committee level. They are built at the bar the night before the conference really kicks off. They are built during the really hideous lunch, or at the reception.They are built by hanging out at your firm’s table in the exhibit hall. They are built through CONVERSATIONS.

Cutting the Apron Strings:

As a senior marketer, it is my duty and responsibility to coach, train, prod, and develop these attorneys to be the best that they can be. If I constantly do for them what they can and should do for themselves, I am am not only participating in the dysfunctional behavior, I am actually creating it.

  • You’re an adult, if you write a marketing plan, than do it. My job is not to manage your plan. My job is to help you create it, put it into motion, achieve results.
  • I will give you an idea for a blog post, I will edit it and I will post it, but I won’t write it.
  • I will get all the details for speaking at the conference, but if someone needs to join the committee, it’s not going to be me.
  • I’ll format your PowerPoint, but you have to get me the outline.
  • I will (have my secretary) fill out the check request to join the organization, but you need to attend the meetings, fill the table of ten, SHOW UP.
  • I will prepare the proposal, but you need to write the cover letter and make the follow up call.
  • I will fill out the Chambers’ survey, but if you don’t get me a list of your recent cases/matters, well, you’re not going to get ranked very high, so don’t blame me.
  • If you say you’re going to do something, than do it. I really don’t have the time or the inclination to follow up to make sure you called and followed up on that … fill in the blank.

I think you get the picture. The great thing about social media and social networking tools is that they allow for a perfect opportunity to “deputize” each attorney to be their own legal marketing or PR enthusiast. As we deputize our attorneys to take ownership of their SOCIAL footprint, I know we can EMPOWER them to take ownership in other areas as well.

In the comments section of yesterday’s post, Law Firm Rainmakers: The New Untouchables, Toby Brown wrote: I recall seeing numerous articles in the last downturn about how the lawyer personality is opposite of what you need for sales. I don’t have a current reference to one of these articles, but the basic theme was: people drawn to the law (self selected) are introverts who fear risk. This means your untouchables class is indeed an elite one. From experience, even with business development coaching, many of these lawyers will never enter this class. These people love to create lists of people to call and do research to prepare (and eliminate risk), but picking up the phone scares them to death. Although I agree with your conclusions – they better try. The article Toby refers to is Herding Cats: The Lawyer Personality Revealed by Dr. Larry Richard. In his report, which I referenced here and here, Dr. Richard finds that:

“Lawyers are thinkers,” Richard says. “[Consider] what a lawyer does–thinking, analyzing documents, editing and writing.” According to Richard’s research, low sociability scorers are less inclined to enjoy interaction with others” and “may prefer to spend more time with information.”

So, the question is: “How do you take a lawyer who is introverted, skeptical and autonomous and create a rainmaker??” As I told a partner just this week: Fake it. Then I read the following passage in my morning meditation book, which I thought completely appropriate for this conversation:

– Ramana Maharshi Mind is consciousness which has put on limitations. You are originally unlimited and perfect. Later you take on limitations and become the mind. Much of our daily behavior is conditioned by forces deep below the conscious level of our minds. This means we are limited to a conditioned, automatic way of thinking and responding to the events of life around us. When such a conditioned behavior is strong, we think of it as a fixed part of the personality. Othello is jealous, Hamlet indecisive, Macbeth ambitious; that, we say, is their nature. To many biologists, this is something that is built into our very genes. I do not agree. Jealousy, vacillation, competition, and the rest are not permanent mental furniture; they are a process. A mental trait is a thought repeated over and over a thousand times, leading to words repeated a thousand times, resulting in action repeated a thousand times. At the beginning it is only a burgeoning habit of thought; you do not necessarily act on it. But once it becomes rigid, it dictates behavior. It is possible, through the practice of meditation and the other disciplines, to go against these conditioned ways of thinking and actually change ourselves from the inside out. The Thought for the Day is today’s entry from Eknath Easwaran’s Words to Live By. (Copyright 1999 and 2005 by The Blue Mountain Center of Meditation.)

Many of the negative messages swirling around in our minds are of our own making. We have picked them up growing up in our homes, in school, from society. We are truly limited only by our minds and what we tell ourselves. Toby says that the lawyers “better try” when it comes to rainmaking. I say forget “trying” and, in the words of Nike, Just Do It! Don’t let the limitations of your mind hold you back. Drop the “I don’t like to …” or “I don’t know how to …” mentality. Because I bet you like to eat well, live where you live, drive the car that you drive, and vacation where you like to vacation (not to mention afford those little rugrats running around in your life). All of that takes money and right now this is your career. Own it! It won’t be easy in the beginning, but over time you can let go of the negative messages and “habit(s) of thought” that you tell yourself, and recondition the “ways of thinking and actually change [yourself] … from the inside out.”

I don’t know why this isn’t intuitive, but, if you bring in new business to a law firm, or you are identified as having the ability to bring in new business, your job will be, for the most part, safe in this economy.

The Wall Street Journal Law Blog discusses this in Do Law Firm Associates Fear Rainmaking? The blog quotes Thomas L. Friedman’s New York Times Op-Ed, The New Untouchables:

A Washington lawyer friend recently told me about layoffs at his firm. I asked him who was getting axed. He said it was interesting: lawyers who were used to just showing up and having work handed to them were the first to go because with the bursting of the credit bubble, that flow of work just isn’t there. But those who have the ability to imagine new services, new opportunities and new ways to recruit work were being retained. They are the new untouchables.

However, I find that the following paragraph in the original article, omitted in the WSJ post, incredibly on point:

That is the key to understanding our full education challenge today. Those who are waiting for this recession to end so someone can again hand them work could have a long wait. Those with the imagination to make themselves untouchables — to invent smarter ways to do old jobs, energy-saving ways to provide new services, new ways to attract old customers or new ways to combine existing technologies — will thrive. Therefore, we not only need a higher percentage of our kids graduating from high school and college — more education — but we need more of them with the right education.

Did you catch this line? “Those who are waiting for this recession to end so someone can again hand them work could have a long wait.”

When the economic downturn, recession, depression is over, it will NOT be business as usual.

In addition to the right education mentioned above, I will add, more importantly, the need for the right TRAINING as well. I have discussed here, here and here the need for law schools to better identify and promote business skills, which include the ability to make rain.

I’m not talking necessarily talking books of business in the millions of dollars, but enough so that each attorney is able to feed themselves, and I am not talking “eat what you kill” compensation systems. Moving forward, service partners will only be in demand when times are flush, and the business is over-flowing. But their jobs will always be on the line.

At prior firms I have seen specific rainmaker/service partner relationships that work well, when times are good. But, once a practice slows down due to the loss of the service partner to retirement or another firm, for instance, or the slowing of the economy that most firms have felt these past couple years, who is the first attorney to be shown the door? The rainmaker. No. The attorney with the capability to make rain? Not right away. Or the service partner?? Ding, ding, ding, ding.

I know that a lot of lawyers went to law school to be lawyers, and not necessarily businessmen and women, or, worse yet, salespersons.

However, the practice of law has evolved dramatically over the 11-plus years that I have been in legal marketing. The institutional clients, who were passed down from senior partner to junior partner, the bread and butter of the firm for the past 75 years or more, no longer exist nor can they be depended upon for new and sustainable business. In addition, as firms have grown over the years, they have become multi-million, hundreds of million, or BILLION dollar businesses, and are now managed that way.

I also know that the skills necessary to make it to the top of your class in law school are not necessarily the skills that are needed to prepare you for a career as a legal rainmaker. And, unfortunately, most firms expect you to develop and learn these skills intuitively, and do not provide business development training and coaching as a part of their culture.

The WSJ Blog concluded with this:

So what about rainmaking — or “client development” in the more antiseptic law-firm parlance — is so risky? We’re not entirely sure. But here’s a thought: Bringing in business — at least in its rawest form — involves a bit of gladhanding and salesmanship, which, yes, isn’t always going to work. So the risk is that such efforts will fail, something that lots of lawyers just don’t have the stomach for.

Wow. How depressing.

I’m not going to leave you hanging there. We’re about solutions at The Legal Watercooler. So here are three things you can do today:

1. Personally invest in coaching & business development training

If your firm won’t pay for coaching or training, pay for it yourself. You’re still making a pretty good salary. And considering you’ve already invested tens of thousands into your education, what’s a couple thousand more? There are a wide range of companies and consultants who offer training and/or coaching in every market in the United States. You can expect to spend a minimum of $200 a month for coaching, and $2500-$5000 for business development training, which might or might not include one-on-one follow-up coaching.

2. Take advantage of your firm’s marketing department, or local Legal Marketing Association.

If your firm has a marketing department, make use of their time. Take a marketer to lunch and pick their brain for things you can do to enhance your practice … and do them.

If your firm doesn’t have a marketing department, check out your local Legal Marketing Association and attend some of their monthly meetings. We’re a friendly bunch and pretty helpful. Make contact with the local chapter president, and have them introduce you around the meeting. There are also numerous legal marketing blogs you can follow.

3. Take a rainmaker to lunch.

Identify the rainmakers in your firm and take each one to lunch. Ask them how they built their practices. I promise that each one has a style all their own and you will pick up new and useful information that will help you build your legal practice.

If this is not feasible, look to your law school alumni association. Who amongst your locally practicing alum has a prominent or successful practice? Call them up and ask to take them to lunch. Prey on their ego. The worst thing they can do is say no.

Making rain for MOST lawyers is not intuitive or instinctual, so don’t feel bad if it doesn’t feel natural, but the skills can be learned if you avail yourselves of the resources … and the resources are out there. You just have to invest your time, and perhaps your money.

In Part 1 of Law Firm Web Sites I asked: “Is your Web site so 1999 that it’s holding your firm back?” Well, for many of us, including me, the answer is “yes.” So how do you approach a $40,000 – $1 million upgrade?

The first thing you CAN’T do is try to sell to your lawyers the interactive features of Web 2.0 – blogs, social networking and collaboration.

As marketers, we naturally gravitate to what is new, exciting and dynamic. Lawyers, however, are skeptical, autonomous and lacking is sociability. No wonder they resist Web 2.0.

According to Larry Richard, in an article Herding Cats: The Lawyer Personality Revealed:

Research confirms that not only are lawyers highly autonomous, but they share quite a number of personality traits that distinguish them from the general public.

Personality Trait % Lawyers v. General Public

Skepticism 90 60
Autonomy 89 60
Sociability 12 50

So how do you measure and sell the ROI of a Web site upgrade?

First of all, it is up to the legal marketer to determine what they can and must measure for their firm, and then they need to communicate this importance to the attorneys in a style that they can understand.
Lawyers like facts. Lawyers like charts. Lawyers like results. Lawyers want to know if the new Web site will bring in new clients. In truth, it isn’t often we hit the jackpot by a new client finding us through our Web site, but we can track daily hits, link backs, new subscriptions, downloads, or a multitude of other measurements.
When an article is printed in a legal publication can you crosslink to your site and then track the referrals? When your partner speaks at a conference, can you post his materials online for download? Can you track subscriptions for your newsletter, if you have one? How’s your SEO? Do you know what search terms people are using to find you? All of these can be directly controlled by the legal marketer, measured for results, and then communicated back to the attorney as stats, facts and figures to show value.
Yes, corporate America has embraced Web 2.0. Unfortunately, it’s going to take more than the lure of a blog to get the attorneys to buy in.
For me, the “sell” came down to the ability to send e-newsletters and announcements. At the same time I showed the attorneys how we couldn’t be found via Google searches and an upgrade on our back-end was necessary. No need to explain SEO.
Since our upgrade, our attorneys can now Google themselves and there they are. Success! We sent out an electronic client alert and I was able to show how many people opened the attachment and downloaded the PDF. And, we got a phone call from a client. Success!
Oh, and a service partner just approached me about starting a blog. Eureka!