In the brave new and enduring post-crisis world, Jerry Maguire’s famously-hollered maxim must become a workaday reality for professional practices.
Just as in other businesses and sectors, professional service firms now have to adapt or become increasingly uncompetitive when it comes to addressing the financial realities of their client relationships. Why? Because that is what more and more clients are saying….
“A recent survey of more than 120 general counsel and in-house lawyers around the world found that 44% expect their company’s spend on external advisers to fall over the next two years…more than a third (38%) said they had already reduced their spend over the past two years”. Legal Week, April 2013
So what, in practice, must professionals in all sectors of the professions do when faced with clients who want reduced costs and alternative payment methods?
For many, the traditional professional stance on money conversations was that they were somehow rather impolite and to be avoided if at all possible. This is an outmoded nicety. Professionals must move as quickly as possible to the point where discussing money, the bill, fees incurred, performance vs. budget etc. is a frequent agenda item or topic for meetings, phone calls, and all other regular forms of communication.
It is time for fee earners to pucker up and embrace their profession as business people. And if they aren’t already, it’s also time to have these data compiled, reported and at each professional’s fingertips.
The unfettered hourly rate (“a licence to work as many unproductive hours as possible” as a client once lovingly put it) is dying. Explicitly, clients want their advisers to work more and be seen to work more in their interests by helping them to work smarter.
Traditional firms – but by no means all of them still – are beginning to come to terms with the concepts of re-engineering service delivery processes and continuous improvement: practices that have been current in business for decades. The new wave of firms in many branches of the professions are already there and have such a philosophy built into their DNA and best practice hard-wired into the way they work.
The practical, front-line issues here centre quite a lot on better team working and leadership. Fee earners have to be guided, empowered, encouraged, and rewarded for seeing their client relationships in this new light; to be the source of ideas that improve the client’s (and thus the firm’s) lot. It’s a whole different way of thinking and working for people conditioned to operate rather differently.
But it doesn’t need grand re-orientation projects to get going; just switched-on partners, directors and other client management personnel. Do you have them? If not, how quickly can you get them?
Finally, the advice above exemplifies a growing need for firms when managing their important clients – the need to get better and improve continuously the way they do this as well. Some firms (or teams within firms) are responding well to this issue. Others have barely scratched the surface. All firms now require their key client relationships to be rigorously and regularly reviewed and challenged. Are they doing the right things? Are they missing out on opportunities? How satisfied are their clients…really rather than assumptively?