It's the relationship, stupid.

• Author: Coulter, Silvia

I speak with a lot of clients headquartered outside the United States. One thing I often hear is that the firms with which the clients have the best relationships are very focused on the relationship itself When it comes to relationships, I get mixed feedback about the U.S. firms in particular. I hear that they often don't take the time to build relationships with the clients outside the United States and are not as good at the relationship piece as firms in foreign jurisdictions can be. Clients say: "They take me to lunch once a year, and that's it. And sometimes they don't even do that." Lawyers outside the United States are more focused on building the relationship. In the United States, lawyers say they know clients are busy, with no time for chitchat. But clients say, "Not true. Come meet with us and take the time to focus once in a while on the relationship itself." This comes from every client in every client interview.

As far as the sales process, there are cultural considerations, including within the United States. You don't do the same things in the South as you do in New York. The perception generally is that lawyers in the United States can take a more aggressive approach. It's a little bit softer approach outside the United States, even in Canada It's less aggressive In the end, though, relationships are what drive business, and it is wise for relationship lawyers to focus on this. Every once in a while you have to tell your clients you appreciate them. This is especially true with clients outside the United States. I just talked with a Canadian firm. The clients they have are considered the firm's clients. The relationship is everybody's responsibility: associates, secretaries, partners, patent officers. Client teams get greater emphasis, as does leadership of client teams They establish accountability of team leaders As the chair said: "What's the point if the client team leader isn't doing what he/she is supposed to do? It's not considered negotiable It's all about the client It's not about our partners "

I think the U.S. firms can learn from the firms outside the United States, and the origination credit issue is one of those issues that prevent many firms from growing their client base. Many U.S.-based firms don't understand that this "ownership behavior" does not occur as much outside the United States where the cultures dictate stronger camaraderie. All of this transfers to clients and how they feel and how they are...