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Herding Cats and Motivating Teams

By Dawn Gertz
July 01, 2004

When it comes to marketing and client development, law firms with multiple offices or with lawyers who practice in different practice groups face challenges that are substantially different from the issues that single office firms or specialized boutiques must handle. This is true whether the larger firm has only a few practice groups or is a full service general practice firm as well as whether its offices are located in one state, across the same region of the United States, spread widely throughout the U.S., or both here and overseas.

The difficulties stem from the very nature of the multi-office firm (distance still does matter, even today) and the multi-practice firm (litigators, for example, are different from trusts and estates lawyers, and they are different from corporate practitioners). Additionally, the more lawyers who work at a firm, whether in the same location or different offices or whether in the same or different departments, the more likely it is that there will be lawyers with different levels of interest in marketing, different levels of motivation, and, ultimately, different levels of participation in the client development process. When combined with the fact that lawyers typically are trained to work alone ' although marketing requires that they work in a group ' and with the particular culture of the firm, the problems can seem daunting.

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