Zen and the Art of Legal Network Maintenance has Moved!

Zen and the Art of Legal Network Maintenance is now "Zen and the Art of Legal Networking" and we have a new home!  We can be found at http://www.zenlegalnetworking.com on the LexBlog network, so please update your RSS readers! 

We're also sporting a shiny new look, thanks to LexBlog, complete with a list of our member firm blogs in the LexBlog network right on the home page. We couldn't be happier!

Zen and the Art of Legal Networking had its first post in February of 2009 and after 74 posts, I can say that we’re very excited to be joining the LexBlog network family and launching this re-design of our blog. We look forward to engaging further with YOU, our readers, and the legal community through our blog and continuing to have fruitful discussions for the benefit of our readers and our member firm attorneys. A very special thanks to Kevin O’Keefe and LexBlog for all of their help with the design, hosting and launch! Please join us over at http://www.zenlegalnetworking.com today!

ILN-terviews: Henning von Lillienskjold, DAHL Law Firm

Welcome to ILN-terviews, a series of profiles of ILN member firm attorneys, designed to give a unique insight into the lawyers who make up our Network. 

For our latest interview, we chose ILN member, Henning von Lillienskjold of DAHL Law Firm in Denmark.

In one sentence, how would you describe your practice?
Dahl is a full service, business law firm with specialists in all areas of business law.

Who would be your typical client?
Mid-sized and large companies from Denmark and northern Europe.

What would you like clients and potential clients to know about you?
That I am commercial in my approach to giving advice and deliver on time.

What has been your most challenging case? Why?
My most challenging case was a large transaction involving 140 entities and where the buyer backed off on the day of signing.

What has been your proudest moment as a lawyer?
Every time a deal is closed and my advice has added value to the client - other than just drafting documents.

What do you do when you're not practicing law?
I like skiing and sailing (I have competed in many of the major sailboat classes) and otherwise, I relax in my summer cottage with my family.

What would surprise people most about you?
Probably that I can play the trumpet or that I know how to repair a car engine.

What has been your most memorable ILN experience?
My most memorable ILN experience is my first meeting in N.Y. and the dinner we had at Ellis Island.

What career would you have chosen if you weren't a lawyer?
I think it would have been some kind of engineering.

If a movie were made out of your life, who would you want to play you?
Jim Carrey :) 

How would you like to be remembered?
Honest and trustworthy.

Re-cap of ALM's Law Firm Marketing & Business Development Leadership Forum: The Changing Nature of the In-House and Outside Counsel Relationship

On Wednesday, May 12th, I was fortunate enough to attend a couple of sessions at American Lawyer Media's Law Firm Marketing and Business Development Leadership Forum.  The ILN was a marketing partner for the event, and I spoke on a panel called "Going, Going...Global? The Worldwide Marketing for Legal Services."  Unfortunately, I have not yet mastered the art of tweeting from a panel I'm participating in (and so don't have comprehensive notes for a re-cap), but the first session of the morning on the changing nature of in-house and outside counsel relationships was full of great takeaways for law firms and their marketing departments.

On the panel were ILN member, Martin Beirne, founding and managing partner of Beirne Maynard & Parsons LLP in Texas, Anne Chwat, General Counsel and Corporate Secretary for Burger King Corporation, Kenneth Handal, Former Executive VP and General Counsel and Head of Global Risk and Compliance for CA, Inc (retired), Bob Robertson, Chief Marketing Officer for Greenberg Traurig, LLP, and moderator Anthony Paonita, Editor-in-Chief of Corporate Counsel Magazine. 

While there was a lot that came out of the panel, the overwhelming sentiment, from Ms. Chwat especially, was the importance of relationships.  She let the audience know that although she does go to well-known large firms for some work, she's not going after name brands anymore. She wants a good relationship with a good lawyer, which broadens the competitive landscape for law firms.  

In terms of re-capping the panel, they started with a fictional scenario of a new general counsel coming into a company and being told that she needs to significantly cut her legal budget.  The GC invites in her top 12 law firms of the 100 that the company uses (which the panelists commented was on the low side for most companies), and asks them how they can work with her to reduce fees. Immediately, two of the firms say that they don't do alternative fee arrangements and leave.  The panel then addressed some questions that might come up and how outside counsel can better serve their inside counsel in this situation. 

Ken Handal said that it's the job of the GC to try to preserve the choice of outside counsel that they make in this new cost-cutting environment, which can be difficult because as Chwat pointed out, non-lawyers at major companies see in-house counsel who are purchasing legal fees as a cost center.  Chwat advised law firms to start thinking of themselves as competing for business, because they are. She suggested that they ask themselves "how can I help my client? How can I be their partner and help them through this?"  Bob Robertson agreed, saying that the attitude should be that firms need to do all that they can to help their clients.  If a firm gets a letter from their client about cutting costs, they should reach out to have a conversation with them.  Chwat confirmed this, saying that outside counsel build loyalty and trust with the attitude of "what can we do to help you," and this keeps in-house counsel coming back.  She said that firms need to make themselves part of the team and show they're willing to work with their clients.  She added that in-house counsel are "not trying to steal from you," they just want value for their dollar and help in dealing with the cost-cutting pressures that their companies are putting on them.

Chwat did caution that a need to cut costs doesn't mean she will compromise on quality. She wants her attorneys to think like businesspeople, to be thinking about how they can help their clients to save money.  Practically, this can take the form of more efficient staffing on legal matters.  She used outsourcing to India as another example of how firms can help to cut costs, though she admitted that Burger King has yet to do this.  Marty Beirne agreed, saying that firms are in the service business, and some firms forget that. He said that they need to have a budget that works and has some predictability for their clients.  Robertson added that when lawyers have done a lot of one type of work, they know what things costs and can estimate fees for fixed arrangements or budgets.

Chwat said that if a firm comes in and says that they want to work with you and they know your business, the client will keep using that firm.  She told the audience that she never pays full price for anything, and for any legal services that she purchases that cost over $50,000, she automatically requests an RFP.   An audience member asked how involved her non-attorney colleagues are in the decision to purchase legal services, and Chwat responded that they're not usually involved.  She generally chooses the pricing structure that BK goes with, but she has to be prepared to defend it and will sometimes talk on a case by case basis with the CEO.  She also talked a little bit about relationship-building, relating a story about when she first joined Burger King and a number of the attorneys in her department were out on maternity leave. She said that she seconded attorneys from an outside firm, and the firm sent her great attorneys, not the ones they just wanted to get rid of, and they didn't charge their full hourly rates.  Because of this, she was not only very happy that the firm was willing to work with her, but she also developed relationships with these attorneys and now reaches out to them when she needs assistance.  She emphasized that companies are willing to expand the work that they give a firm based on their relationships (so lawyers, get out there and build your client relationships!).

Another audience member asked about the role of a firm's reputation. Chwat answered that it gets them in the door, but that's it. After that, the firm has to be able to show how they're different.  She echoed what we've been hearing a lot lately in the legal industry - by the time a company wants to talk to you, they already consider you talented and high quality. They want to know what else you can offer them.  She focused a lot on firms being flexible in terms of fees, and said that even at the RFP level, firms must be willing to discuss them.  She added that many times, she's made the point of asking about alternative fees in her RFPs, and firms will come in to talk about the business and either won't be willing to talk about alternative fee arrangements or won't be prepared to talk about them.  Alternative fee arrangements are not going away, Chwat emphasized.  

Someone in he audience asked Chwat about the importance of diversity and she said that it's very important to her that not only is the firm diverse, but that her matters are staffed by a diverse group - she considers women to be a part of the minority group she looks for.  Another audience member asked about outsourcing some work, and Chwat admitted she's a little nervous about taking legal work to India, but said that the more GC roundtables she participates in, the more she's hearing that other companies are doing it and finding value in it.  She cautioned firms again about overstaffing and Handal agreed with her.  Chwat added that the more efficiently a firm staffs a matter, the more engaged the attorneys working on it are, and the more loyal they are to their firm.  Another audience member asked her about recent statements by a GC that companies don't want to pay for first year associates and that they're totally useless, and Chwat said that she considers first year associates to be in training to be good third and fourth year associates. She doesn't have many staffed on matters for her, but doesn't mind it. She did point out that she will not pay $300 an hour for a first year associate, and believes that firms should look at paying their first year associates as a training cost that should not be passed along to their clients.

Paonita asked the panelists if they felt the new relationship between in-house and outside counsel is permanent or if it will go back to the way it was.  They all agreed that it's permanent and said that 70% of law firms interviewed believe that the change in billing and fee arrangements is similarly permanent.  This was the point at which Chwat emphasized that she's not going after name brands anymore, but that she just wants a good relationship with a good lawyer.  She said it's about asking what it is about your firm that's going to make you a good part of her team. It's about chemistry.  She advised firms to do their homework before meeting with a client and said that one constant that will always help a firm to get hired is when a firm is able to set themselves apart.

An audience member asked how much legal rankings mean to her when choosing a firm. She answered that they don't mean much; she cares more about relationships.  The panel finished up with a final audience question about how useful GCs consider client alerts. Chwat said she does read and archive them. She told a recent story about being surprised with a piece of litigation that she didn't know much about - she had a member of her team search through their files and saw one firm's name come up in connection with that area of law, in a client alert.  Because they set themselves apart as experts in that area, she called that firm and gave them the business. So client alerts do help to set firms apart as experts in certain areas.  

The lessons of the panel were overwhelmingly clear: work at the in-house/outside counsel relationship by showing how you can be a business partner for your clients and show your understanding of the cost-cutting pressures they're under by offering real, valuable solutions, whether in the form of alternative fee arrangements, more efficient staffing, discounts, or outsourcing.

Is Anyone Listening?

Last night, I caught the end of Neil Cavuto's show, when he told a story that made me think - he said that he was shopping for a Mother's Day gift and went into a store. Both the store owner and his wife came over to him within the first few minutes to see if they could assist him with finding a gift to purchase. He told them both politely that he preferred to look by himself, that he didn't have anything in mind, but was in a hurry, so he wished to be left alone. They did so, but only for a minute. As soon as he picked something up to look at it, they both immediately came over to him again, giving him information he hadn't asked for, insisting that the gift he was looking at must be what he wanted, and continuing to badger him. He again asked them to let him look for the gift in private, and they continued to ask him what he was looking for and let him know that the gifts in the section he was standing in could all be mailed. As he was getting more and more exasperated, his phone rang. It was his daughter in the store next door, saying that she had found a gift. So he walked out of the first store, leaving the patrons in shock. His message was that "no one is listening."

That message got me thinking - are we guilty of the same thing? Do we bother our clients or potential clients with information that they've asked not to receive? Do we help them when they need it and let them be when they want some solitude? What is our customer service experience really like for them - are we overbearing, like these store owners? Or are we facilitators, business partners, trusted advisors? Do we insist that we know what's best for them, without finding out what it is that they really want and need? Does that ultimately push them away? I think Cavuto's message is a good reminder that part of being great at our jobs, whether as legal marketers, as attorneys, or in any other field, is really listening to our clients, their needs, and even the underlying needs and wants they have that they might not be expressing. Ask yourself today, are you listening?

ILN-terviews: Michael Samuel, Miller Samuel LLP

Welcome to ILN-terviews, a series of profiles of ILN member firm attorneys, designed to give a unique insight into the lawyers who make up our Network.

For our latest interview, we chose ILN member, Michael Samuel of Miller Samuel LLP in Scotland.

In one sentence, how would you describe your practice?
A bespoke niche practice offering quality and specific services to clients at competitive rates.

Who would be your typical client?
Not easy to categorise, but we like to act for successful business entrepreneurs, medium to high net worth individuals, and for quoted and unquoted companies.

What would you like clients and potential clients to know about you?
We would like clients, potential and otherwise, to know that we care primarily about their needs and requirements, and that this is a fundamental part of our philosophy.

What has been your most challenging case? Why?
I deal with private clients. My most challenging case some years ago was when I was able to achieve a result favourable to my clients, in a question of succession to an Estate, contrary to the opinion of the foremost legal authority. Simply put, he said, "you can't do it!" Well, we did it!!!!!

What has been your proudest moment as a lawyer?
I was appointed Dean of our local Faculty for three years in 2005 - the Royal Faculty of Procurators in Glasgow (its proper Title). It has 2,000 members. What was important is you can't apply for the job - you are asked by your peers. I looked upon this as kind of a legal Oscar.

What do you do when you're not practicing law?
I read as much as I can, play tennis as much as the weather permits, watch soccer, and of course, there are many family commitments.

What would surprise people most about you?
I am as old as I am.

What has been your most memorable ILN experience?
I have wonderful memories, but hosting the European Meeting some years ago at Loch Lomond has to be the best of these. The stunned faces of the delegates and companions that cold grey misty Friday night at Stirling Castle when the pipers and dancers emerged from the swirling mist to put on their display was unforgettable.

What career would you have chosen if you weren't a lawyer?
I think my father earmarked me as a lawyer from birth.  He was a dentist. I qualified at 21, so there wasn't much time to think about anything else. I've not really come across another career in that time which I think I might have preferred.

If a movie were made out of your life, who would you want to play you?
Billy Connolly (joking perhaps, but at least he has a sense of humour).

How would you like to be remembered?
Not for a long time!!!!!

ILN-terviews: Tore Hjelseth, Hjelseth, Kilstad & Borgen DA

Welcome to ILN-terviews, a series of profiles of ILN member firm attorneys, designed to give a unique insight into the lawyers who make up our Network.
For our latest interview, we chose ILN member, Tore Hjelseth of Hjelseth, Kilstad & Borgen DA in Norway.

In one sentence, how would you describe your practice?
Our law firm, Advokatfirmaet Hjelseth, Kilstad & Borgen DA ("HKB") is a small firm having its specialisation in corporate law, particularly Mergers & Acquisitions (including cross-border transactions), stock exchange/securities law, tax, and general contract law.

Who would be your typical client?
Our typical client is a Norwegian mid-sized corporation acting in Norway and internationally, being owned either directly or ultimately by a larger foreign company and thus forms part in an international group. Our work will consist both of counselling for the Norwegian entity and for the owner (or ultimate parent), then relating to doing business in Norway through the Norwegian subsidiary.

What would you like clients and potential clients to know about you?
That we, as a small and expedient law firm, are known for providing efficient services with top quality, that the internal communication within HKB leads to quick deliveries not involving a number of lawyers pulverizing the responsibility to respond or enhancing of the legal fees.

What has been your most challenging case? Why?
Dealing with all legal aspects on behalf of a listed restructured company with an overseas management, carrying with it complicated inherited pre-restructuring issues, particularly related to erroneous accounts (in need of restating) dubious actions taken by the previous board of directors, hidden control mechanisms, loss making contracts and possible disloyalty.  The challenges in respect of clarifying historical facts from a regime under a management no longer in place, were numerous.

What has been your proudest moment as a lawyer?
Every time I can call a client late a night (when the client has gone to bed "knowing" that the deal was off), and say the following "we have solved it - they agreed."

What do you do when you're not practicing law?
Tennis, long cooking sessions accompanied with great wine, skiing/playing monopoly with my daughters, Wilma (8) and Andrea (6) in the mountains of "Norefjell" where I have a cottage.

What would surprise people most about you?
That I am an Ayn Rand libertarian, and the compatibility I feel this has with philanthropy and social consciousness (yes, actually!).

What has been your most memorable ILN experience?
I will never forget the first visit with ILN in San Francisco and the exceptionally friendly way in which we were met, and the positive energy this created.

What career would you have chosen if you weren't a lawyer?
Teacher - love to teach and the feeling of hitting the right string with pupils/students/audiences.

If a movie were made out of your life, who would you want to play you?
James Dean (alive!)

How would you like to be remembered?
Fair, friendly, helpful and with integrity to take on the burden to go against the majority and political correctness.

ILN-terviews: Ricardo Cordero, Cordero & Cordero Abogados

Welcome to ILN-terviews, a series of profiles of ILN member firm attorneys, designed to give a unique insight into the lawyers who make up our Network.

For our latest interview, we chose ILN member, Ricardo Cordero of Cordero & Cordero Abogados in Costa Rica.

In one sentence, how would you describe your practice?
Our law firm is a general practice law firm specializing in corporate and business law.

Who would be your typical client?
International corporate clients and individuals doing business or investing in Costa Rica who require general assessment in areas such as corporate law, financial law, and insurance law, as well as real estate and development law.  In addition, our firm also deals with issues related to civil litigation, labor and immigration law, competition and regulation, intellectual property, and telecom law.

What would you like clients and potential clients to know about you?
That our law firm has the sufficient experience and we are professionals with strong legal backgrounds and a set of standards that will help them to achieve their goals in Costa Rica, whether for a particular investment, transaction, or a long-term business.  In addition, we work closely with all of our clients in order to make sure there is a sense of teamwork and co-participation.

What has been your most challenging case? Why?
Our most challenging cases have been a couple of international project finance facility projects that we have worked on during the past year.  Due to the economic crisis, both lenders and borrowers are more cautious and the sources of funding have been very limited.  Thus, we have had to go the extra mile and use a lot of legal creativity, long work hours, and careful strategy to be able to secure such transactions.

What has been your proudest moment as a lawyer?
I think I am living my proudest moment as a lawyer. Together with my firm's partners, we have managed to continue the expansion of our firm's practices, international clientele and exposure as one of the most renowned law firms in Costa Rica. I have also been able to achieve my personal goals as a professional and as co-managing partner of the firm.

What do you do when you're not practicing law?
During my spare time, I try to have a balance between my family, traveling and playing golf.

What would surprise people most about you?
My age.

What has been your most memorable ILN experience?
Since we recently joined the ILN, I would have to say that the most memorable ILN experience has been the Annual ILN Meeting held in San Francisco this past June. On a personal level, I was surprised by the good environment, which seems to be the common denominator for all ILN meetings.  We were greeted very kindly by existing members. On a professional level, I was very impressed by the professionalism and reputation held by all ILN members.

What career would you have chosen if you weren't a lawyer?
I always knew I wanted to be a lawyer. However, if I had to choose another career, I probably would have chosen Business Administration/Entrepreneurship.  I have always enjoyed the business side associated with the practice of law.

If a movie were made out of your life, who would you want to play you?
Tom Hanks. I think he is a great actor who has always chosen the parts he plays very well.  In addition, he seems to be a down to earth, personable guy who lives his life working hard and close to his family.

How would you like to be remembered?
I would like to be remembered as someone who enjoyed life, his family and work; as someone who always tried to do things the right way in the pursuit of excellence. I would like to be remembered as someone affable, who passed on good moral values and the sense of hard work to my next generations.