Many law firms have created an industry-group structure that failed miserably. Not surprisingly, the failure is not in the concept but in its execution.

What lawyers view as legal problems, clients see as business problems that may have a legal solution. As a result, from a client perspective, it makes more sense to shop for lawyers by industry knowledge than by legal specialty.  

Accordingly, perceptive law firms have been quick to create a series of industry groups to make themselves more attractive to clients.  

Unfortunately firms tend to view industry groups as marketing platforms rather than as a means of providing needed services. Specifically, that approach often presents itself in the following seven common mistakes that cause industry group structures to fail:

1.     Too many groups.The list of industry groups on many large law firms' websites looks like the SIC directory and includes every conceivable industry. Firms sabotage their own credibility with clients by pretending to have a breadth of expertise that no law firm could possible possess.

2.     Groups that are too broad. Clients that make silicone chips have nothing in common with companies that make cars, but law firms keep creating "Manufacturing" industry groups. The key is finding industry definitions that reflect the firm's actual client base and experience.

3.     Lack of actual business knowledge.   Experience in doing transactions for or handling litigation involving specific industries is valuable. But clients are looking for more. They want lawyers who have at least a basic knowledge of the economics and competitive structure of their businesses.

4.     Not being active in trade associations. Especially for mid-sized and smaller companies, trade associations represent an important lifeline. Active participation in trade associations provides law firms with the dual advantages of being able to build their expertise while hanging out where the potential clients are.

5.     Not demonstrating expertise. Any firm can put a paragraph about an industry on its website and pretend to be an expert. Writing articles or speaking at trade events on industry topics builds credibility and name recognition within an industry.

6.     Lack of practice breath within an industry. Clients that come to a law firm because of its industry knowledge expect their industry experience to extend over a range of necessary legal specialties. Successful industry groups are narrow in their industry focus but broad in their practice capabilities.

7.     Slow reaction to industry news. Clients coming to an industry group expect their law firm to be an industry insider. The best way to do that is to be the first to advise clients on breaking industry news. A simple client email within 24 hours of an important regulatory change affecting an industry screams industry knowledge much more than a well-crafted formal newsletter a month later.

Contact the author, Ed Wesemann

I will defer the raging debate between hourly billing and alternate fee arrangements for another time. This article is about not getting caught in the trap of thinking that your value is reflected by your time. When reporting to a client, we need to be able to project all the good reasons why the client should value our efforts... and see our fee account for the bargain it is.

When I ask lawyers about the value they provide to their clients, they very often have no idea because they haven't thought about it. How can that be? Simple. Too many of us assume that the calculation of our time multiplied by our rate equals our value. That is absolute nonsense. Such a calculation may reflect the cost of providing the service, but it does not begin to describe what that service was worth to the client.

For example, a litigator successfully defends a lawsuit where $250,000 was being claimed. The lawyer is squeamish about the $40,000 account and thinks that the client will not be very happy. But what factors were involved, and how did the client benefit from the assistance of the lawyer? 

Before you report to your client, ask yourself the following questions:

• Did your efforts protect the reputation of your client, or at least prevent further deterioration of that reputation?
• Did you save senior executives time and consternation that almost definitely would have accompanied more protracted litigation?
• Did you negotiate during the transaction or litigation in such a way that you streamlined the process, saving your client time and money?
• How much money did you save your client? What was your client's "downside"? Dig deep here... consult your colleagues about this....
• Were you able to take advantage of your good connections with regulators to streamline processes - and if so, how did that benefit your client?
• Did you provide a creative solution or two during the course of the matter that benefited your client in some way that you can describe?
• Did you coordinate an internal team that had the requisite experience and knowledge - a good fit that saved your client from the significant additional research and/or preparation that a less suitable team might have had to do at the client's expense?

After asking yourselves these and similar questions, report to your client with enthusiasm framing the benefits. I'm not asking you to go over the top here... I just don't want you to conceal what you achieved. You can be as humble as you want: "I was so delighted by the outcome because I know that it saved you from...."

You want, and if your client deserves it, go ahead and compliment her, too. "It was sincerely a pleasure working with you.... By being available for my questions so promptly, you enabled me to do much more for you, much faster than might otherwise have been the case."

I believe that most law firms are significantly under-appreciated because they do not spend the time to analyze and then communicate to the clients the reasons why their work often has value that well exceeds the fee charged.

Share your own concerns. Many nervous speakers are surprised to discover that colleagues experience anxiety as well.

Here are my three best tips to reduce fear of speaking - which you may choose to pass on.

First: "Perfect is the Enemy of Good" 

Secondly: Write from your "Speaking Brain"

Finally: Take Control of the Room. 

As you know, Nervous Speakers often dread eye contact and focus anxiously on their own performance. As a result, they look and feel like a nervous "visitor."

The cure is to accept the responsibility of being the "Host." Welcome and relax your listeners (and yourself) with friendly eye contact before you speak. Begin by speaking specifically to two or three individuals with full eye contact. Express your sincere interest in your listeners, your enthusiasm for sharing this particular topic - and what three or four benefits you have prepared to share with them.

Now you are taking control. No time for anxiety to build. Stay grounded; as you proceed, take time to pause, look calmly and purposefully at your notes - perhaps have a sip of water - then re-connect - and then continue. It's called Commanding Presence.

These three simple techniques have the potential to reduce speaking anxiety substantially and help your colleague to rediscover the joy of speaking.