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Lawyers need to focus on business outcomes when communicating with clients

Lawyers need to focus on business outcomes when communicating with clients

Becoming a trusted advisor with your clients often hinges on your ability to achieve defined business outcomes. Those results are especially important when communicating with General Counsel and Chief Financial Officers.

Research interviews conducted in part by GrowthPlay’s Law Leaders Lab shows that these groups are far more interested in the outcomes their lawyers deliver than the time and effort lawyers put in to producing the work.

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Building value-based relationships in the legal field

Building value-based relationships in the legal field

Relationships are the cornerstone of any professional services business. But the traditional ways lawyers build relationships are changing. Excellent legal service, responsiveness and knowledge of a client’s business – once considered “value adds” to building strong relationships – are now considered simply requirements for getting business.

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The ultimate guide to articulating differentiation

The ultimate guide to articulating differentiation

In complex B2B sales, there’s always a competitor in the sales equation. Even if your biggest competitor is “No Decision,” effectively articulating your differentiation, and the value you provide to your customer can make the difference between a closed deal and a lost opportunity.

Best-in-class sellers know how to effectively articulate differentiation in a way that connects back to the positive business outcomes their customers are trying to achieve. Having a solid grasp on how your products, services and company are different and better than the competition creates the opportunity for you to show value to your buyer.

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Why we celebrate Love Your Lawyer Day

Why we celebrate Love Your Lawyer Day

Consider the most important ideas, movements or events that figured in to our nation’s history – The Gettysburg Address, The Bill of Rights, Brown v. Board of Education, they’re all possible because of lawyers. The role of a lawyer is to solve specific, individualized problems and to advance the interests of others. At its core the legal profession is other centric. So why then, when attorneys do so much good for others, do they continue to get such a bad name?

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How to create a performance-driven company culture

Thirty years ago, customers’ primary demands were related to product quality. Once international competition met and ultimately surpassed the existing quality standards, it became critical to build quality assurance into most elements of the manufacturing process in order to remain competitive. With that accomplished, while still necessary as the price of entry, quality could no longer be considered a significant competitive advantage. Twenty years ago, with higher quality standards in place, service became a competitive advantage and the driving force in winning market share. Consequently, demands for service forced suppliers to look at customer satisfaction as the primary criterion for success.

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Why you can’t afford to ignore talent retention

Thanks to technology and an increased focus on non-traditional assessment methods, forward-thinking companies are putting larger emphasis than ever before on effective recruiting strategies. Managers or team leaders responsible for driving growth , in particular, realize it’s no longer practical (or efficient) to delegate the recruiting process solely to human resources and have taken the reigns when it comes to selecting and comparing viable employees.

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How to drive predictable revenue growth at your law firm

How to drive predictable revenue growth at your law firm

With clients continuing to demand that firms understand their business, it’s critical that firms have a mechanism to develop associates into more senior attorneys who understand a client’s business objectives, be able to speak their language and be able to look for the problems that actually need to be solved. Firms that are able to arm their lawyers with these critical skills are able to build a pipeline of retained talent who will generate more revenue and preserve firm market share.

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