“Fewer clients.” This is the ideal that began the story of the transformation of Jerry Maguire.
Haven’t seen the movie? Watch it. Absorb it. It’s a great premise by which to build your practice.
Now that January is over, an invaluable piece of paper walked in to my office. In prior years, I attempted to mentally keep track of who called me and who hired me, but I wound up forgetting a lot of the details. This year I’ve made some changes. On a monthly basis, I’m reviewing prospective clients who called, as well as who referred them, who took their calls, their case types, and whether I was retained.
The percentage of calls-to-retained used to be “most.” Most potential clients that came to my office retained me. I made it easy. I’d bring them in, spend some free time, smile a lot, negotiate the fee, and get the case.
So the matter/case (whatever you call it) is over. You’ve resolved the contract dispute, formed the corporate entity, ended the marriage, had the criminal case dismissed, resolved whatever the client’s issue was for which you were retained.
Your guess is that you send a nice letter advising the client that you’re done here, thanking them for retaining you, and possibly reminding them that there’s a balance due.
Not a bad idea.
Not the best idea, but not a bad idea.
I suggest that the end of your representation is where you give the free consultation, instead of at the beginning.
Time for a face to face meeting with the client, to continue the relationship. Time to ask: “Is there anything else I can do for you?”
I’m terrible at this. I rarely do it. I generally say goodbye to the client in court, or with a phone call and tell them to “take care.” I may say, “Call me if you need anything,” but I don’t often take the extra step to continue the client relationship. Many times the relationship is already established through the representation, so I don’t feel the need for the face to face “exit interview,” but I’m missing out on an opportunity, and I know that….
Ed. note: The Asia Chronicles column is authored by Kinney Recruiting. Kinney has made more placements of U.S. associates, counsels and partners in Asia than any other recruiting firm in each of the past six years. You can reach them by email: firstname.lastname@example.org.
We currently have a very exciting and rare type of in-house opening in China at one of the world’s leading internet and social media companies. Our client is looking for an IP Transactional / TMT / Licensing attorney with 2 to 6 years experience. The new hire will be based in Shenzhen or Shanghai. Mandarin is not required (deal documentation will be in English) but is preferred. A solid reason to be in China and a commitment to that market is required of course. This new hire will likely be US qualified (but could also be qualified in UK or other jurisdictions) and with experience and training at a top law firm’s IP transactional / TMT practice and could be currently at a law firm or in-house. Qualified candidates currently Asia based, Europe based or US based will be considered. The new hire’s supervisors in this technology transactions in-house team are very well regarded US trained IP transactional lawyers, with substantial experience at Silicon Valley firms. The culture and atmosphere in this in-house group and the company in general is entrepreneurial, team oriented, and the work is cutting edge, even for a cutting edge industry. The upside of being in an important strategic in-house position in this fast growing and world leading internet company is of the “sky is the limit” variety. Its a very exciting place to be in China for a rising IP transactional lawyer in our opinion, for many reasons beyond the basic info we can share here in this ad / post. This is a special A+ opportunity.
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When Chintan Panchal decided to leave a global BigLaw partnership to start his own firm, he could only hope that he would face the high-quality problem of firm building that many had cautioned him about. Focused on the uncertainty surrounding of a new firm launch, he decided to tackle staffing needs, IT challenges, and financial planning requirements after he had built up his legal practice.
Panchal Associates LLP–a corporate/finance and outside general counsel boutique–was quickly off to a great start. Clients and matters were flying in the door, and Chintan soon had a team of lawyers and staff with a variety of operational needs. To continue building an excellent team and provide them with a competitive benefits package, to expand his physical presence to include a European practice and additional partners, and to scale his operations and IT capabilities to support this growing enterprise brought with it demands of time, money, and expertise. Chintan knew he needed help.
“With the assistance of NexFirm, we have upgraded the capabilities of our firm to meet, and in some cases exceed, the standards we were used to at our former BigLaw firms. Operationally, we can now attract and service clients we didn’t have the bandwidth to support in the past, and continue to build our team with the best and brightest legal talent in the industry,” said Chintan Panchal, adding “It has worked out quite well in our case; NexFirm is an essential partner for us.”
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