The question.

• Author: Hirsch, Stewart
• Position: Ask the Authorities

My firm's two senior partners are zealously protecting their clients from the next generation of lawyers who are more tech and marketing savvy. I'm concerned that the clients will leave when these partners retire. Suggestions?

Nancy Manzo

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Lawyers are skeptical by nature and protective of their client relationships. Think about it from their perspective and try to empathize. Here are some ideas:

1. Create policy that rewards collaborative behavior: sharing client origination, spreading responsibility for client management, financial incentives and public recognition for collaborative business development.

2. Consider the accounting firm model that employs an account management approach to secure client succession. A senior partner might work with the major owners. Another might handle estate planning. By transitioning some work to younger colleagues, you ensure they will find ways to connect with the next generation of owners.

3. Try to understand their motivation and encourage a conversation. Open, non-leading questions like, "How can we keep client retention high and bring our best expertise to each engagement?" can determine if these issues matter to them. It's valuable to make sure you understand not only their conclusions but the assumptions that led them to their views. Good questioning helps. "What led you to that conclusion?" or "What information have you seen?"

In the end, pick your battles. Identify partners who are more amenable to a collaborative approach and look for opportunities to celebrate or exemplify matters where collaboration led to profitable client succession.

A former LMA Chicago president, Nancy Manzo has counseled law firms for 20 years. She helps lawyers achieve a more satisfying and profitable practice. Reach her at: nancy@manzomarketing.com or 206/633-3624.

Beth Marie Cuzzone

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It's a valid concern, and one our industry faces far too often. To jump start some additional relationship building between the law firm and client companies, perhaps you could try implementing an initiative that has a short-term goal of making the senior partner look good to the client and a long-term goal of expanding the number of relationships with client companies:

Offer the client(s) a "Rising Star" or "Junior Management" Skills Building Program.

This could be positioned so that your senior partners get to offer their senior clients a chance for the firm to invest in the next generation at...