Effective, experienced business development support for lawyers to improve profits.  We help you to ENGAGE your people, clients, introducers and prospects to DEVELOP new strategies and IMPLEMENTnew initiatives to build a stronger legal business. 

Specialist advisers on business development for lawyers in private practice and to in-house legal teams, adding extensive know-how from outside legal too.  We guide and support lawyers and management in to develop and improve the performance of their legal practice; enabling your team to produce better results, faster.

We add a different perspective, challenge established perceptions constructively, lead fresh thinking and can be a catalyst for innovation and change.  Our independence and objective viewpoint enable us to find, ask and help your team address difficult questions, maintain accountability and the persistence needed to keep momentum going.

We tend to focus on initiatives that enable lawyers to add value to services for clients, equipping them to tap into new opportunities more effectively.  Key areas of business development for your law firm include:
  • Client relationships, market and client intelligence, client listening, CRM systems.
  • Legal technology - new systems, new thinking, new service offerings, tools to support GDPR 
  • Introducing Lean thinking to achieve radical process improvement
  • Development of new skills needed to put these into practice
If you are  involved in management of a legal practice, ABS, Barristers Chambers, in-house legal team or other businesses providing legal-related services, we can probably help you in some way.   

We are always willing to talk and meet to explore options in confidence and with no obligation - so please get in touch.
Click on the image below to go to the relevant post on our blog.

Law Firm Management Insights

By Allan Carton 31 Oct, 2017

If you want to implement technology to support your approach to managing and developing client relationships, it helps if you can pre-empt and quickly address the inevitable obstacles that you are likely to meet along the way.

Given that the project’s scope is likely to be quite broad, it takes a clear strategy – tested in pilots – to build the confidence and persistence needed to see initiatives through. It’s not easy, but being able to be pro-active with client data to develop stronger relationships, introduce new service propositions and open up new opportunities is the way forwards for most legal firms today.

Although not many are yet doing it effectively yet, it’s the firms that have started down this track – which takes commitment and drive – that will shine in the future.

Get focused on what really matters

What are your main reasons for investing in a Client Relationship Management (CRM) system? Are you looking to productivity? Cut customer service costs? Or increase sales?

Then decide where to get started with projects in bite-sized chunks – getting data cleansed, so people can share a reliable single view of the client. Create the right structure for information you need to gather; agree what is the easiest way to do this and keep data up to date – make it really easy. Don’t ask people to do too much too soon. There is a circular challenge – people need to have reliable data to feel the benefits; but they have to help put the right data in before it can be reliable … How do you address that?

More can be less

As you’ve probably already discovered, suppliers of CRM systems are eager to differentiate their products with different features, such as social media connectors or linked apps for smartphones and tablets.

However, more is often less. The extra complexity and blitz of features can just serve to distract you and your employees from your core aims. It might be great that you’ve got a feature that lets you tweet customers from within your CRM, but will that really make much difference to generating more business? Maybe at some stage … but not at the outset.

Don’t forget the end user… from the outset

Input from your lawyers and support staff is crucial at every stage as they are the people who have to use whatever tools they are given. It’s essential you get end users involved in the buying decision – not just when you get to implementation. By that stage, their hands are tied by the system you have already paid for.  Engaging them earlier will help point out barriers presented by certain systems and will likely save you a lot of time and money.

Realise the value of integration (Microsoft Office etc.)

The biggest challenges you’ll face with any new CRM system is user adoption. Anything that you can do to reduce the friction of using the system, will make this upcoming problem easier to handle. That’s where an integration with your existing systems become really useful.

Don’t be overly ambitious (sprint – in small chunks)

When you start out with a CRM system, you might want it to do a lot of things with it. If you pile all these requests up, you can build something that adds a lot of extra cost and time. Then you might discover that some of these features aren’t necessary later down the line.

At Inpractice UK, we use our experience of working with lawyers over many years on business development alongside the SPRINT methodology with our technical implementation partners (Crimson, when working with Microsoft Dynamics CRM) to build your CRM system. This means we focus on keeping the build process as lean as possible. We first build the elements and features which will get you the majority of results. You then test and pilot them, we modify based on your feedback from the pilot group – then we move on. This ensures that you don’t waste money and that we build something that genuinely benefits your business the way you want to develop it.

Plan for change management and training

It takes time for people to figure out how they can best use a CRM system. They need clear guidance, but also time to play with it, see how it works and to understand how it will benefit them. Change management and training is often more work than you expect it to be but we have the capacity and the patience to deliver all the training and ongoing support you need to guarantee you get the best experience for your users, so they adopt the system.

We can help you set out your objectives, strategy and plan of action to steer you through the potential pitfalls in implementing (and continuing to develop) your CRM system, so please …

TAKE YOUR FIRST STEP to introduce or relaunch your CRM initiative with us.

Contact:  Allan Carton  on 0161 929 8355, complete this contact form , or schedule a free telephone consultation here .

By Allan Carton 31 Oct, 2017

Claiming Embedded Capital Allowances is simple, straightforward and stress-free when you use specialist advisors with experience of building and presenting your claim effectively, so that you receive the tax relief you are entitled to in a way that requires very little input from you.

Owners with a potential claim are often put off by the idea of working through the claiming process but specialists who can quickly interpret the rules relevant to your particular circumstances can do the difficult bit for you.  They only need an hour of your time to gather information and talk you through the process; then they can do the rest, talking first to your Accountant to get information from the past few years, then obtaining a Land Registry for the property. This doesn’t take long and only relates to information that is needed for a sucessful claim. 

Complete an online assessment here to decide whether or not you may have a claim >>

Once a potential claim has been confirmed, a surveyor with experience of dealing with these claims will look around your property to identify unclaimed items which qualify for tax relief.  Based upon the findings from the surveyor, a specialist Tax Accountant will complete a detailed report for approval by HMRC to quantify the level of allowances your property will qualify for.

On average, it takes only 8 weeks from our initial meeting to you receiving your relief from HMRC. This relief often adds up to tens of thousands of pounds, making a positive impact on any businesses’ cash flow. 

FIRST STEPS:  Contact Allan Carton on 0161 929 8355, complete this form or schedule a free telephone conference here to arrange a meeting with a specialist in this area, so they can begin the straightforward process of identifying your unclaimed tax refunds.

By Allan Carton 03 Oct, 2017

If you are paying monthly for Microsoft cloud services, such as Office 365, Azure or Microsoft Dynamics 365, you can now switch to Crimson and earn cashback on your monthly licence fees.

The cashback varies depending on the software you’re consuming and the volume of consumption, but for some ‘services’ savings could mean double digit percentage points, possibly worth tens of thousands of pounds a year.

Work out how much you can save using this calculator.  https://goo.gl/Lk1N59

For more information, contact Frank Manning or Allan Carton at Inpractice UK.  

You can schedule a free telephone conference to explore further here >>

By Allan Carton 04 Sep, 2017

Frank Manning, legal tech specialist at Inpractice highlights just a few of the options, but get in touch to find out how to put these and much more to work for your practice.  Here is a quick look at just some of the  tools built into Office 365  that can help you get up and running quickly with some aspects of GDPR compliance.

The Content Search feature lets a firm scan all sources of data held within the Office 365 environment although there are options to import data from other systems to manage within O365 too. It’s quite powerful in any event as it allows you, for example, to scan emails, documents and even Skype messages.

With content search, you specify keywords for it to search against. You can also use Boolean to combine keywords (i.e. instead of searching for client, account, number as separate keywords combine these into client AND account AND number if you wanted all keywords to be present to return a result). In addition to keywords, you can specify message sent/received dates, modification dates, sensitive information and labels. See more on this function below.

Here is a really good resource detailing everything that is searchable. Once the search has been completed and any matches identified, Office 365 then provides you with the ability to preview the search results in a preview pane. For example, you can preview the contents of emails, Word, Excel files and more …

Depending on what you want to do with files that present a breach of GDPR you have several options. You can, for example, delete the files or export them.

The Labels feature allows you to apply a label to a data item that will identify it as a particular type. For example, if I’m holding data on an individual that needs to be retained until they reach the age of 18 I could create a label called “Retain until 18”, but note that items can only have one label applied at a time.

The label can then have automatic actions applied to it. For example, it can automatically delete the data or just trigger a review. There is much more functionality to help law firms comply with GDPR, but as ever, technology is just an enabler even if it has the potential to radically automate and ease many of the steps that have to be taken; just part of a bigger project that requires leadership, strategy, policies, engagement, training and stringent management to produce the right results for your practice .

To discuss how we can help you meet the 25th May 2018 compliance deadline, book a free telephone conference to find out more in confidence and with no obligation. 

By Allan Carton 13 Jul, 2017

Only 39% of RFPs received by KCOM during an 18 month period allowed or encouraged suppliers to be innovative. But more than half of these prevented the development of a strategic partnership – a relationship that is critical to creativity – leaving just 18% of enterprise IT RFPs that truly sought innovation.

This review covers RFP's mostly from outside the legal sector, but our experience shows the same happening in law firms, in spite of new initiatives and developments on AI and process improvement.

In this insightful report on research by KCOM, they explore why the IT RFP process is failing to deliver on the key challenge of our time – innovating the customer experience.

The best IT projects are highly creative, innovative and collaborative. IT professionals everywhere are highly motivated to deliver on all these goals. But the IT RFP process is stifling these positive impulses with outdated and inflexible practices:

  • Only 39% of RFPs encouraged innovation and creativity from vendors – so how can enterprises leap forward in terms of customer experience?
  • 76% of customer-focused IT projects have no measures in place to assess impact on the customer experience or overall service.
  • Half of legacy IT replacement projects fail to take an innovative approach - what a missed opportunity.

This report from KCOM analyses real examples of RFPs - admittedly outside the legal sector - and share their ideas on how to fix the problems that are holding businesses back.

Make sure your IT projects deliver on the innovation and creativity needed to meet customer expectations by heeding the guidance in this report.

DOWNLOAD the report here - check out the section at pages 12 and 13 in particular on " Things to consider procuring enterprise technology projects" and talk to us at Inpractice UK  if you want to find out more about how we help law firms deal with this in the legal sector.

By Allan Carton 14 Jun, 2017

“Growing evidence reveals that firms define ‘giving value’ very differently from the way clients assess whether they receive it. There are three simple things a firm can do to get – and stay – on the same page as the executives paying their bills.” from the article below by James Bliwas.

Why does this matter?

As an example: Helping lawyers become more effective at “ Pricing” to agree and recover higher fees is high on the agenda for most firms at the minute  and quite rightly too.

However, most lawyers still bypass the first critical step – listening to the client – which throws this and just about every other initiative that impacts on client experience, out of kilter. Not listening properly is likely to at least substantially dilute the results of many of the new initiatives in which progressive law firms are currently investing.

Listen to clients (and introducers too) at the beginning to make sure you are aiming to implement a solution that gives them what they value most; not what you think they do.  The understanding that will develop at this point will establish a sound base for new initiatives, including management of client relationships themselves.

On our pricing example – Lawyers can only agree the “best” price that a client is willing to pay (whatever pricing model they use) if the client feels that a lawyer’s involvement helps or enables them to meet the challenges that matter most to them, in a way that works best for them. Business owners and execs are interested in how it impacts on them personally, on their role in the business and on the business itself – so you need to hear all of this whenever possible.

We say –  talk to the owners or execs at the client business first to understand what they value (including what is currently missing), make time to explore new options; how the service could change to deliver more value for the client.  Then base your pricing (process or relationship management as discussed below) on the components and value to the client of the new service and relationship; not the old – and the sooner the better if you want to retain good clients.

Lawyers can’t get the relationship or the service right for the client until they know what clients really “value”.  Most think they do, but make too many assumptions when options and expectations are changing quickly; and where every client is different and developing at a different speed.

Many firms are introducing big and expensive changes on  Process Improvement , CRM , Artificial Intelligence and wider Technology  at the minute (again quite rightly), with the aim of reducing costs and improving service … but are these initiatives being developed with a real understanding of what different clients want from them – apart from a reduction in price?

How do you find out?

All 3 solutions proposed in this  informative article (well worth reading) – from James Bliwas  – involve 1 key step; “listening to clients”.   I would take that further to say …  listen to clients talking about their business, what is expected of them and their challenges, with an open mind and a clean sheet on what the “legal” service could look like. Be prepared to start again … and price the service that flows from this discussion – not the one you provide today.

Find out more about client listening here >>  

Why do it?  

Most firms miss the mark because they don’t dig deep enough, so don’t discover what could be done differently that might, for example, involve more or different collaboration, integration or communication … and more.  Often “less is more” so there can be opportunities to cut out wasted time and steps on both sides; for the lawyer and the client.  New options in these areas have been developing quickly; perhaps even faster and further with some clients than with many law firms.

There is also a tendency in reviewing relationships to look backwards, rather than forwards.

Talk about other aspects of the business that matters to clients … as well as price.  There are usually missed opportunities to make the relationship stronger beyond the handling of individual legal transactions.  What are they … for each client?  Find them.  Things that will keep the client coming back and justify a better return for everyone from the relationship.  To find out what those opportunities are, take time out to discuss and explore options.

Then find ways to share this with your people to develop their understanding so that you can put meaningful new initiatives into practice. Modify current services, develop new, introduce better communication, collaboration and integration and whatever else it takes to help clients want to keep coming back.

Our Client Listening  is NOT about “client satisfaction”.  We focus on looking forwards in every relationship to new options and opportunities to do better and do more of what the client wants, willing to challenge established ways of working together; but few firms do this effectively.


We can help you put together the plan and to make this happen for your practice.  

To discuss how we can help   you, please  complete this contact request form    or  schedule a free telephone conference  (confidential and with no obligation) with  Allan Carton  via the link a the top of this website.

By Allan Carton 31 May, 2017


1.   When you make a will for a client, ALWAYS ask ... this question.

2.    Make sure you have a good quality leaflet available  to send by post and/or email that provides useful insights into the role of an executor; well presented, with readable FAQ's - and an outline of who you are and what you do.  

3.  Send it  and  invite them to drop  in for a chat to discuss.  Ensure compliance with GDPR to get the executor's consent to you keeping in touch.  

4.  Add their names to your database  and  keep in touch  with information about your practice and your services.


A]   This is an easy opportunity to grow your client base quickly  from people who can become clients for life.  

B]  This can produce n ew work for your private client team tomorrow ; maybe conveyancing, PI, their own wills etc.

C]  Knowing about executors' responsibilities would be helpful to the client and the executor.

D]   These executors are amongst your best prospects for new business because your client should speak well of you.

E]   They probably fit with the profile of people that you are likely to appeal to .

F]  They may know your practice already, but that doesn't mean they will always use you.  It's a useful prompt.

G]  If they don't know you, this gets your name in front of them - in a good way.

H]  It creates an opportunity to meet face to face - although most are more likely to come along when they need you.

I]  It's more likely these executors will use you for their wills and probate work in the future - so do the same again!


It takes preparation, planning, coordination and commitment from everyone in your practice.  Very few firms invest the time and effort because they don't recognise the potential and the lost opportunity, so it's worth some effort to get organised; others are reluctant to ask the question and few put enough effort into gathering, cleansing and using their client data effectively.  So there are some key steps to take to be able to get the full return on this.

For example:

1.   Make sure all your staff know that what matters most is making the clients comfortable, taking time to build a rapport with them, as well as doing the legal job well.

2.  If you don’t have a reliable and user-friendly marketing/prospecting database , get one organised now. You’ll have to set aside chargeable time to sort out a good system, but it’s an investment worth making. If you don’t have searchable records of executors, trustees and beneficiaries, as well as testators, set these up now, before your campaign begins. Otherwise, you will lose out on one of the best sources of new clients available to high street practices.

3.   Sell your service as a joint executor. Don’t just tell your clients what you will do – tell them how it will make things much easier for the people they leave behind. Find out what matters to your clients, by exploring their ideas and fears on what will happen after their death and respond with practical advice.

4.   Get your clients’ agreement for you to keep in touch and keep them informed. Add them to your mailing list and do actually keep in touch. To do this, you need to get your client and contact database in order. This should be an absolute priority for every law firm right now.  Don't let the GDPR requirements inhibit your plans.  Deal with them.

6. Invest some time in business development with your clients’ consent. Invite every executor and trustee into your office when the will has been made to discuss their role and responsibilities, and your role in helping them. Give executors and trustees information to take away and get their agreement for you to keep in touch.  Add them to your mailing list and do keep in touch.  Again, you need that database.


We can help you put together the plan and to make this happen for your practice.  

To discuss how we can help  you, please complete this contact request form  or schedule a free telephone conversation (confidential and with no obligation) with Allan Carton via the link a the top of this website.

O ther related topics that might be of interest:

By Allan Carton 30 May, 2017

"What struck me most about the event (GC Summit Switzerland with an  audience of about 80 Swiss GCs) was the fact that much of what Hamish spoke about centered on talking to and ultimately knowing what your client really wants and needs. This approach means going away from looking at the ‘what’ and much more at the ‘why’. Not how can we make our widget better but but why and how are our customers using it in the first place."

Valuable insights and conclusions in this interesting article  from Catherine McGregor , Editor in Chief of GC Magazine and Publishing Director at the Legal 500.  

By Allan Carton 11 May, 2017

Part 2 of a 3-part series of short articles.  We explain how law firms are using "independent client listening" to generate new business, strengthen ties with clients (referrers and business partners too); to develop new service propositions valued more by clients, innovate on service delivery and develop a client-focused culture across the business. It helps lawyers to find tangible new ways to differentiate from competitors and future-proof relationships with clients.

“For the smartest firms the opportunities are waiting to be seized, but it will take a dynamic and questioning mindset and an ability to look at the business from the client’s point of view, to be consistently successful.”   (The Age of the Client – LexisNexis Bellwether Report)

Focus Initiatives on whatever clients value – make it tangible.

Law firms should combine independent “client listening” with other relationship, account and business development activities as all have a part to play.

We use independent client listening at the front end of most projects, to get a perspective for our clients - from theirs - about what they would value as tangible outcomes for them of the initiative we are about to work on. It helps dramatically to inform the project and the results our clients want to see from it.

Bear in mind that all our key areas of work have a direct impact on clients, so this is very pertinent. All are aimed directly at adding value to our legal clients’ services – revolve primarily around technology, client relationships (from CRM strategies and systems, through research and systems), process improvement (including “lean”) and development of the skills needed to make the most of these enhancements to the capability of the practice.

Client listening can be used in many different contexts, some of which we outlined in the first article, but overall it:

  • Is not rocket science
  • Explores the personal and business objectives and priorities of the client; their world.
  • Is personal, to actively engage with clients, meaningfully about their views and plans.
  • Recognises that people run your client’s business and that they don’t all think the same
  • Makes clients feel valued and involved
  • Identifies some trends for groups of clients and sectors
  • Enables your practice to make decisions based on client preferences and strategic needs
  • Takes the guesswork and navel-gazing out of how to deliver legal services
  • Brings people closer, creates creative thinking time and positive debate.
  • Results in action
  • Generates new business.
  • Enables lawyers to innovate with confidence

 The best results are produced from one-to-one, face-to-face interviews and we are reluctant to carry out any relatively small scale initiative in any other way. As the numbers rise, it makes more sense to incorporate some other forms of listening; perhaps telephone calls or Skype for one-to-ones at a distance, but interaction is essential. Focus groups can be very productive too in the right situation, but can be expensive and challenging to coordinate for the right mix of people.

Listening Looks Forwards – Not Backwards

Client Listening is not about “client satisfaction” related initiatives, which have a big part to play too and are much more prevalent in the legal sector. They tend to look backwards at what service has been like, asking “how are we doing, what could we do better?”.

Client listening looks forwards to what the relationship and services should look like in the future asking “What can we do differently … to give you more value from our relationship and the services we deliver for you?”. Everything should be up for discussion - no holds barred. The past has got you this far, to establish the relationship, but expectations and possibilities have changed radically.

Independent Listening Produces Better Results

Independent Client Listening involves the introduction of an experienced, objective view to add a new dynamic and a different perspective. Our experience has shown that this involvement very often opens up new, totally unexpected, opportunities that would not otherwise have been identified.

Why this works so well, so often?

The business people we talk to have generally never experienced this kind of investment and interest in a relationship with them from a law firm before. They recognise it as exceptional now. Perhaps it wouldn’t have the same impact if all firms did it.

Being independent, we can talk candidly and very directly about their personal and business objectives . We can explore the concerns that could generally keep them awake at night to find out about them and their business world, setting specific legal services aside for good parts of the discussion. Experience tells us where to draw the line.

We assure them of confidentiality in any areas they don’t want attributed to them. In practice, it is rare for clients to exercise this right to anonymity, but it lets them talk without any inhibition or reservations.

We explore options; what might be possible – we don’t agree any actions, making that clear to the person we interview. It is agreed that we take their comments “back to base” for the law firm to chew over and come up with any proposals from there, with a clearer understanding of what the client wants to achieve.

We make it clear that we really don’t know anything about the detail of past transactions, which means we don’t get bogged down in that detail . We are only interested in looking at how the relationship and services should develop going forwards.

In that context, we can use our wide experience of the market for legal services and our research into their sector to identify (alongside our client’s views on untapped opportunities) to open discussion on their view of the legal service they want in the future. What could that look like for them?

    We explore options from all angles, with our experience of technology, process, relationships, skills etc; asking any questions we want because there are no boundaries to this discussion on either side. Anything could be possible

    Talk about what other firms do and DON’T do – for real
      Allow them to explore freely, without the restraints of the current relationship ;

        You will find that Independent Client Listening can be used very effectively in a wide variety of situations to help develop your business. It should be a resource that every firm should use one way or another as a matter of routine.

        Also see -   PART 1: Why Smart Law Firms Listen to Clients

        Coming soon - PART 3: Getting Started: How Independent Client Listening works Inpractice.

        Find out more about how we help lawyers introduce effective Client Relationship Management below:

          For more information or to discuss how this could work for your practice - in confidence and with no obligation - contact Allan Carton on 07779 653105 or at acarton@inpractice.co.uk

        By Allan Carton 10 May, 2017
        Although a lot of knowledge and skills were lost in this sector during the recession - because many experienced conveyancers moved to other areas of work when the property market collapsed - there is an opportunity now for new recruits to learn new and better ways of working.

        The findings from this (estate agency focused) research should help you refocus on the key initiatives you ought to be implementing now to develop a successful conveyancing practice fit for today:

        Just 18% of homebuyers based their choice on getting the lowest price . 82% were more concerned about other aspects of service. Not a surprise; our research since 2000 has always shown this to be the case.

        78% would recommend the conveyancer they used to a friend – but only 14% did. (i.e. choose based on a recommendation from a friend!) Conveyancers are still missing out badly here!

        38% particularly valued a conveyancer who keeps in touch once a week.

        Just 31% chose a conveyancer they had used before (4% less than the previous year, so conveyancers are not improving). This is very poor for the solicitors that 69% used previously! From these results, conveyancers can to a lot better by being more proactive in developing and maintaining relationships; and it doesn’t take much to make a big difference.

        68% of home buyers would consider using a conveyancer recommended by their estate agent – not a surprise as estate agents make it easy to ask the question.

        46% did chose the conveyancer recommended by their estate agent – a 5% increase on last year. If conveyancers were proactive, this could be a much lower figure.

        These are the results from credible, extensive research carried out by the Property Academy in association with the TM Group with more than 4700 consumers across England and Wales took part.

        Action Points:

        Prioritise getting to know your client AND their situation from the outset – don’t just focus on the legal transaction; a huge failing before the recession and it hasn’t changed much. Ensure that how you are set up and how people work prompts discussion outside what is just essential to get the job done.

        Get technology and systems in place to streamline your work and leave time for communication with clients (and other parties e.g. estate agents who want to promote your services)

        Work on your database and relationships with clients AFTER the legal work has been completed, to make sure they don’t forget you.

        Help to let the personality of your people stand out so that their clients recommend them (and the practice) to friends for conveyancing work – and in other areas.  Help your conveyancers understand how to sell your services.

        Two Key elements here:

        Help your people respond to enquiries in a way that enables them to talk about other aspects of the service – not just price; something you can change overnight using the approach we recommend here.

        Review your systems for handling enquiries to make sure you are following up as effectively as you can on every one of them – via the telephone, from the web, recommendations to make sure you don’t lose opportunities; most firms do.

        Find out more about our services to help build a more profitable conveyancing business.
        By Allan Carton 26 Apr, 2017

        “For the smartest firms the opportunities are waiting to be seized, but it will take a dynamic and questioning mindset and an ability to look at the business from the client’s point of view, to be consistently successful.”

        “80% of lawyers think they’re delivering above average service … but only 40% of clients say they are receiving it.”   ( The Age of the Client, LexisNexis Bellwether Report) 

        In this 3-part series of short articles, we explain how law firms are using "independent client listening" to generate new business, strengthen ties with clients (referrers and business partners too); to develop new service propositions valued more by clients, innovate on service delivery and develop a client-focused culture across the business. It helps lawyers to find tangible new ways to differentiate from competitors and future-proof relationships with clients.  

        PART 1: “Smart” Firms Listen to clients to gear up with confidence

        To be one of these “smartest firms”, lawyers need to listen more intently than ever before to clients; to understand what the people who run any business envisage for their future. What they want to achieve … for the business and for themselves. You want to know what your practice can do to add more value to your service for them and to make it tangible.

        The best way to find out about this is to ask and explore options; but ask with an open mind and a willingness to change, adapt and develop what you currently offer, to develop and deliver new service propositions.

        Independent Client Listening is …

        a)  The best first step  when you want to introduce (or re-launch) a meaningful Client Relationship Management (CRM) strategy or initiative; one which enables you to differentiate your practice from competitors;

        b)  A catalyst to develop new services  and methods of delivery that add value to your services; which differentiate your practice from the competition. It enables law firms to explore options to disrupt the status quo for the better and to innovate; do things very differently;

        c)  Shared Reflection and Innovation  – to identify what might be possible; then explore options and find solutions that hadn’t been considered (possible) before;

        d)  Ammunition to help change attitudes and practices . Once lawyers know what clients really want, they generally knuckle down to find the best way to deliver it. It gives your people confidence to innovate and makes a more interactive relationship with clients more rewarding;

        e)  A successful way to generate substantial new business from existing clients and,

        f)   Not just for clients .  It works for introducers, referrers and business partners too.

        Help Lawyers Visualise What Can Differentiate

        Our experience shows that most lawyers need help to envisage – sometimes radically different - new ways of working with and providing services to clients and business partners; often involving more collaborative and integrated working relationships. With long-standing relationships, it can be very difficult to see the wood from the trees as handling day-to-day work the way we currently do becomes the norm. It is very difficult to consider any significant change, if it is all running along nicely; as it often does. 

        The way people do business has been transformed in even the last 5 years, with dramatic developments in IT, communications, working practices, efficiency, restructuring of business, working patterns, attitudes to collaboration, use of data and much more; all of which creates new challenges and opportunities. Every owner and manager in business clients you work with is considering how best to respond and capitalise on these developments – now and for the future.

        Do you know what they are thinking and how best to respond?  Every business owner, CEO, FD and COO thinks – just like you - that what they do makes a difference; they can’t all be thinking and doing the same. They are looking to play to their strengths and the strengths of their business to make them successful in their world.

        How can you play some part in making that happen, even if only in some small way for now?  What changes could be made in the way you deal with them and their business to help them achieve their personal and business goals and objectives? Breaking the status quo is otherwise very hard to justify.

        Does client listening work? What are the results? Resoundingly, yes. As a direct result, we can demonstrate that:

        • Closer and more personal working relationships have developed.
        • Radically new service propositions have been introduced.
        • Issues that would have remained hidden have been exposed and addressed successfully.
        • Clients that would have been lost have been retained.
        • New instructions have started to flow from new parts of the business.
        • More collaborative and integrated ways of working together have been developed.
        • Lawyers get inspired by clients and become more confident to innovate.

        This kind of approach enables your good people to get better in managing client relationships, which we see as even more critical for law firms going forwards.

        The 10 Key Steps

        We will elaborate on each of these in Part 3 of this series “Getting Started: How Independent Client Listening Works In Practice” but so that you can see what is involved here, those key steps are:

        • Choose the clients – between 5 and 20 for a pilot.
        • Audit and review each with us – with your key contact at each
        • We research the business, the people and the sector
        • We agree discussion topics with you.
        • You get approval to engage from the key contact at the client
        • We engage, set up and deal with a batch of meetings
        • You thank the client after the meeting and give timescales for a response
        • We report back to you with findings, conclusions and recommendations. 
        • Further internal discussions to share learning, agree and action steps needed to respond.
        • You report back to client on proposed actions – and proceed from there.

        What does Independent Client Listening Feel Like?

        We will explain in Part 2, why independent client listening is highly effective. For now, here are a few of the questions we are likely to include in the tailored “Discussion Topics” document that we use as the starting agenda for an interview with each client involved. Some examples to give a feel for just part of the territory we cover with most clients:

        • What do you see as your main business challenges and opportunities over the next 18 months?
        • Where is your personal focus likely to be during that time? Your key priorities? 
        • What would success look like for you? Any performance measures?
        • Have you discussed/considered how a strategic relationship with providers of lawyer services can be most valuable to your business? 
        • What bearing could this have on which law firms you instruct?
        • What changes (if any) would you like to see made to the team within [Law Firm] that deals with your work and how they operate?
        • How would you like to see the relationship with the firm develop over the next 12-24 months?
        • If the firm were to make just 2 key improvements, what do you think they should be?

        Coming soon:

        PART 2: Why “Independent” Client Listening Works Best

        PART 3: Getting Started: How Independent Client Listening Works Inpractice.

        Find out more about how we help lawyers introduce effective Client Relationship Management below:

        For more information or to discuss how this could work for your practice - in confidence and with no obligation - contact Allan Carton on 07779 653105 or at  acarton@inpractice.co.uk  -  www.inpractice.co.uk

        By Allan Carton 30 Mar, 2017
        It is time for solicitors to work harder to differentiate their services from competitors such as banks, insurers, accountants. Give clients a good understanding (and experience) of how a strong working relationship with you - local solicitors they can rely on - will benefit them and their family; then make it as easy as possible for get clients to talk about it and share that with their friends and work colleagues. It just takes some time out to rethink how you make this happen (or not) now and what you can do better. It doesn't cost a lot of money, but it does take time - more about attitudes and client focus.

        Overview of 2017 YouGov research from the Law Society here >>
        By Allan Carton 29 Mar, 2017
        Independent Client Listening adds a new dimension to your practice, to open up new opportunities by breaking down boundaries between you and your clients, referrers/introducers and business partners.

        To stay ahead, this is a highly effective means of finding out what services to provide - where to innovate, with confidence that clients will work with you - and how to deliver them in a way that they want.  You can identify what adds value for them and develop your solutions to match … sometimes even before they know they want it.  

        Independent listening is a no-risk way to dig deep with clients - to identify what really makes a difference for them; and how you can add more value to your services for them.?

        Clients will answer the critical and difficult customer experience questions for you; enabling you to identify how to differentiate your services from your competitors.

        So, engage your people in the feedback that listening meetings always generate.  The produce powerful business intelligence that allows you to make improvements that will probably extend well beyond the services delivered to the group of clients involved in any client listening exercise.

        Dig deep in areas that matter.  Get to know what is really going on in your clients’ businesses and how can you help them to achieve their objectives.  What is their vision of the ideal business relationship with your practice and what is the potential to do more, in a better way for them?

        Find out more about how we help lawyers introduce effective Client Relationship Management below:

        By Allan Carton 29 Mar, 2017
        In the early days, the biggest ROI justification for a CRM software application is not necessarily clients retained or new business won - as it should be in the medium and long term.  Short term, it can often be the saving of lawyers' time by not duplicating activities already done by someone else, finding contact details easily, seeing what others have said and done, building lists that can be shared and adjusted without replication and so on.  

        However, you want as many people as possible on board and "singing from the same hymn book" to make better and more effective management of client (and prospect) information work as well as it can, as soon as you can; so the sooner you make a proper start, the better.

        Business strategy and CRM Strategy objectives should be one and the same; and a client-focused business strategy should aim to, for example to:
        • Maximise the lifetime value of clients as this is directly related to the lifetime profitability of the practice;
        • Keep profitable clients and shed unprofitable clients;
        • Maximise efficiency and productivity of communication and service delivery;
        • Achieve minimum 95% client satisfaction ratings;
        • Convert 50% of clients to advocates within 12 months.
        Objectives like these can set an agenda to help lawyers understand how they can benefit from, for example, initiatives to:
        • Segment clients and prospects to decide how best to work with each group;
        • Review accountability and rewards for lawyers to line practice up with the strategy;
        • Focus on engagement and managing expectations at the outset on billing;
        • Focus on business processes to streamline service delivery and cut costs simultaneously;
        • Improve and introduce new / better methods of communication;
        • Share information on clients with others to cross sell and delegate
        Opportunities that stem now from the current economic revival and Brexit uncertainty make getting closer to clients more important – but no CRM "system" can do this on its own.  Any system can just make it easier for lawyers who know what they can do to get closer, make it happen in the limited time they have available.

        At Inpractice UK, we can provide the know-how and resources to get your people in tune; enabling you to make this work for your practice.  Please get in touch with Allan Carton to bounce your ideas (and frequent frustrations) around for free, in confidence and with no obligation.

        Find out more about how we help lawyers introduce effective Client Relationship Management below:

        By Allan Carton 21 Mar, 2017

        Work harder to communicate and manage expectations.

        It is no surprise that the Cloud Industry Forum, which exists to "champion and advocate the adoption and use of online (cloud-based) services by business and individuals" published research findings confirming that communication with users an managing their expectations require more attention than they currently get.

        This is a discussion we often have with law firm clients, service providers when a legal practice is considering a move to secure cloud or hosted technology.   We find that solicitors are inclined not to be persistent enough in helping people to engage on the project during preparations for the transition to working in a different IT environment.

        The main hurdle we have to overcome to make this happen is about releasing the expensive fee earner (and support staff) time to listen and engage when they otherwise see fee earning work as more of a priority! Structured effectively, managing this effectively to ensure a smooth transition that keeps people working after the transition is easily justified.

        According to the report, firms are “finding the migration to cloud computing is not as straightforward as they first thought it would be.”  IT staff, partners and senior managers often don’t appreciate the complexity around moving to externally hosted services; and service providers often expect that the firm will handle aspects of the project internally – this is not always clear.

        We also find that hosting companies that have already dealt with law firms fare better because they have a better understanding of the challenges within law firms.  However, law firms often under-estimate the effort that is appropriate.  Investment of time here should, in any event, be a catalyst to further improve the performance of people and the business going forwards.

        Users of a new hosted system want it to be provided with exactly the same familiar functionality as their old system; usable in the same way on day 1.  However, that is not generally what they will get when the management team wants to introduce improvements ; ways of working that are different ... and better!  It is therefore essential that users know what they can expect to see and experience that is different; and how to use it.

        Otherwise users will understandably - but frustratingly - quickly conclude that “nothing works” or that ” this is all rubbish.”  That negativity spreads quickly to others, providing ammunition for those employees that are resistant to change.  However with effective planning, investigation, lots of cross checking and then effective internal engagement and communication in advance, most of this can be avoided.

        Niggles are inevitable .  The issues that arise can be very simple, but taken for granted; for example, it would be surprising if users do not understand that on day 1 of the move to a hosted system that they will have a somewhat different desktop.  The extent of that difference will depend on your supplier and the solution you have agreed with them.  However, it is unlikely that they will be able to find any “recent documents”; shortcuts and auto population of email addresses may have gone or changed, and they  could lose their internet favourites unless they are copied across.  How does printing work and what’s the best way to get support if there is a problem?  How is this communicated?

        Changes in functionality could be more fundamental or complex .  For example, related to use of digital dictation, or the challenges caused by a new version of Microsoft Office, where people want the old familiar look and feel.  How will printing work now?  These are all aspects (and there are many more) that will contribute to either the success or failure of your project.

        If you are considering a move to the Cloud or a hosted environment , speak to Frank Manning on +44 (0)161 929 8355 or at fmanning@inpractice.co.uk to find out about some of the pitfalls and to discuss how you can prepare your business to avoid them.  

        Find out more about our services to help you make decisions on the Cloud here >>

        We can help you anticipate and prepare your people to ensure a smooth transition, having learned from our experience in managing these moves over the last 5 or 6 years.

        Read a short review of the research findings here >>

        By Allan Carton 07 Mar, 2017

        FREE CONSULTATION to plan your path and avoid the mistakes others have made.

        “The audit and analysis they performed enabled us to increase the productivity of the Admin/Support team and reduce the costs of document output across the firm. Excellent use of our time and a valuable resource”   (Operations Director, Express Solicitors)

        Our process automation partners, TBA Group  will introduce how they are working with other firms to reduce paper/print volumes, exploring how that can be applied most effectively in your practice to enable you to transition from Paper to Digital.

        When it comes to funding the work on a project, TBA will share the risk with you so you pay ONLY a % of the agreed savings that result.

        TBA’s Managing Director, Alex Hutchinson will cover all the key steps that ensure the success of a project. He will also discuss any areas where you would like to increase the Operational Efficiency of Documents within your practice, offering free advice on how to make this work in the context of your particular business, taking account of, for example:

        • Your existing use of technology and any options as yet untapped.
        • The nature of the work you handle.
        • Size of your practice and spread of offices.
        • Skills and attitudes of your employees, which can often be critical
        • The needs of your clients and introducers of work.

        There is no obligation to progress the discussion further. However, you will learn a good deal about how the TBA approach has successfully added value and increased the Net Profit of similar businesses; a win/win opportunity.

        If you go ahead with a project: TBA Group’s fees are a % of agreed financial savings achieved so they share your risk and their goals are aligned with yours.

        For more testimonials on Inpractice UK services to the legal sector – go here >>

        To book a consultation with TBA Group, email  solutions@inpractice.co.uk   or call +44 (0)7779 653105 in confidence, with no obligation.

        By Allan Carton 07 Mar, 2017

        Let us help you explore how you can use some tools to make this happen (to keep the momentum going), with confidence, using   Simitive  to help structure and manage engagement, projects and development of people .

        Senior management in most law firms struggle to find or make enough time to engage and develop people; and to implement new business development initiatives on target.  Nobody feels they have enough time, but much precious management time and energy is easily wasted through lack of consistent focus on what everyone is trying to achieve.  

        People – from the CEO or Managing partner to the office junior – work more effectively if they are helped to understand what they can do to make the best use of their skills and experience – and fill gaps as they become apparent; not having to wait for the next formal appraisal.

        Many senior managers are too busy because they feel only they can do all of the jobs they do; eating up every second of the day. That does not make for a sustainable business. Management need to find a way to develop others around them to share the load, contributing more, with sound support to ensure results now and fill the gaps in skills and experience along the way.

        Arrange a FREE Demonstration of Simitive for you and your team.

        Simitive – developed and implemented successfully in other professional services sectors – provides a framework to support better and more effective, routine engagement of people in all aspects of the work they do;  fee earning, management, projects, personal and business development, mentoring etc.  Transparency and alignment of objectives and tasks enables managers to constantly review progress and provide input when needed, quickly adapting the plan by agreement as things progress.  Internal communication, collaboration and innovation all benefit too.

        The   Simitive   solution comprises 3 key components to add structure to management of your practice:

        • Simitive Goals & Projects provide interactive, real-time management and monitoring of organisation, team and individual goals, objectives and projects. The system ensures that all organisational, team and individual goals and projects are clearly defined, agreed, visible and up to date, with a clear line of sight upwards and downwards through the whole organisation. Clients using Simitive Goals & Projects report a 20% saving in administration time, a 20% saving in wasted effort and a significant increase in the level of employee engagement on the desired outcomes of the organisation.
        • Simitive Review creates an on-going ‘living review’ that aligns with an individual’s goals and allows a more sophisticated, ongoing and adaptive way to communicate. Users of Simitive Review typically see completion rates increase to over 90%. At the same time the quality of conversations increases with over 85% or reviewees and reviewers reporting significant improvements in the quality and value of their appraisals.
        • Simitive Learning Management helps law firms manage  the SRA’s new competency requirements (that are replacing CPD) , providing a real-time learning management platform that engages every individual directly in identifying, agreeing and completing learning and development activities.  It enables you to work together with your people to define what learning activity is required, when, and by whom.  It also chases your staff pro-actively to advise of training required.  Simitive’s Learning Management System (LMS) supports SRA-style behavioural, competency and skills frameworks, providing the platform for talent management and succession planning.

        To arrange a demonstration contact Allan Carton on 0161 929 8355 or at acarton@inpractice.co.uk

        By Allan Carton 03 Mar, 2017

        Why and how the CMgr “Chartered Manager” qualification can unleash the potential of managers in your law firm.

        It is widely agreed that we need to develop more management skills in law firms to generate and implement the innovation and change that is needed now; to enable firms to differentiate their service and to find ways to deliver more value.

        I hadn’t heard much about the Chartered Management Institute’s “Chartered Manager” – CMgr – qualification before.  However, having researched it recently, I am impressed now by how it works;  just  as I was with Legal Service Apprenticeships a few years back , which have proved a big success in law firms.

        Qualifying as a Chartered Manager is a relatively condensed approach to learning.  It appears to fit better with the ongoing demands of the day job when compared with other similar qualifications. It is very practical, with live project work done as part of the programme and the results (researched and reported in depth in the report that you can download below) certainly appear to justify this investment to develop new skills and confidence in your people.

        The snippets below might prompt lawyers and other managers to find out more about this as an option from your Learning & Development or HR Managers and Directors.  Firstly, here are some assured comments based on personal experience from the CEO of Greater Manchester’s Police Federation who earned the qualification …

        Some informative downloads:

        NEXT STEPS?  How to get on the right path for this qualification?

        I suggest that you explore this new CMgr Programme Tailored for Managers in Law Firms due to run soon in London & Manchester.

        Next Level Impact  and  e-Alliance  (both specialists in learning and development in the legal sector) have combined their experience and resources to deliver a CMI (Chartered Management Institute) accredited programme tailored specifically for law firms.  It takes account of, for example, the role of Lexcel and the  SRA’s new competency requirement s for solicitors in both the structure of the programme and the “improvement projects” that are an essential part of the learning experience; also the obligations and opportunities created by ABS’ and other significant developments that impact on law firms.

        The programme comprises condensed learning in 3 insightful Masterclasses, with the skills learned then applied in practice.   Successful completion requires participants to deliver an “improvement project” within their organisation to demonstrate and support their progress towards recognition as an “Chartered Manager,” accredited by the Chartered Management Institute.  Participants are supported by extensive online learning and research resources.

        Participants become a student of the prestigous CMI on enrollment and then select the level of qualification they want to achieve, with their involvement then tailored to enable them to meet that level.  They will become full CMI members on completion.

        The 3 Masterclasses cover:

        1. Leadership & Management Essentials
        2. Unleashing Leadership & Management Potential
        3. Maximising Effectiveness

        More Information about the content of each of these masterclasses is included in the programme outline that you can download here >>

        To explore further and discuss your particular requirements, please contact the Programme Coordinator, John Baxter on 01787 370735 or at john.baxter@ea-learningtech.com

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