Practice Management

What if you only represented clients you actually "liked"?

By Dan Hull

Only a few books I can find on the subject of rendering services to customers in the business sections of Borders or Barnes & Noble ever mention it. In the context of lawyer services, it's simply this: except for some court appointments and pro bono engagements, what if we only chose to represent clients we liked?

By "like", I mean it loosely: to derive for whatever reason real pleasure and satisfaction while doing legal work for a individual or organization.

My firm shies away from individuals as clients, regardless of his or her resources. We usually represent businesses. So in the case of an organization, we "like" the client because overall we somehow feel comfortable with or maybe even admire the personality, business culture or goals of that client, personally like/admire the client reps and general counsel, or both.

My firm "likes" business clients which are experienced, sophisticated users of legal services. When we perform well, the client appreciates us and signals that appreciation. So then we like the client even more, and want to do an even better job or keep doing the good job we are doing so we can derive more real pleasure from the engagement, and obtain more work.

As simple and as annoyingly Mr. Rogers-esque as this all sounds, we have never, ever had good long-term relationships with any organization client which did not genuinely appreciate what we were doing for it and show it (good clients "get" lawyering, have used different lawyers frequently in the past and understand the vast differences in quality between lawyers out there in the international market), or which had disturbing corporate personalities (i.e., mean-spirited Rambo cultures, groups with employees given to blame-storming, or companies with disorganized, internally-uncommunicative or just plain lazy staffs).

Full post as published by What About Clients? on February 15, 2008 (boomark / email).