Client Management for Solicitors by John Freeman

By John Freeman

First released in 1995. Routledge is an imprint of Taylor & Francis, an informa corporation.

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The well-managed law firms with quality products and services will grow and prosper. Financial management coupled with client management will make the critical difference between the successful and the less successful firms because the distinction between the two will be made by the only person competent to do so – the client. Action checklist 1 Start with a blank sheet of paper and write down what you think are the 10 main attributes of a successful law firm. Then write down the 10 main attributes of your own firm.

If the client partner suddenly drops out of the picture, that to the client is like having a different firm and he may as well go elsewhere. Where the client is king and where the client is put first by the client partner, this can no longer be allowed to happen. 21 CLIENT MANAGEMENT FOR SOLICITORS The role of the group partner Client management re-defines the role of each partner within the firm. Instead of seeing himself as a fee earner, or as a super fee earner, or even as a ‘fee earner, manager and owner’, the group partner sees himself as a lawyer who generates profits for the firm by satisfying his clients and adding value to the basic legal product by the efficient and effective management of the production and delivery of legal services by the group of people with whom he works.

To be able to give such advice and to exercise such judgment, the lawyer needs to develop his knowledge of his client’s business or of his private affairs. This is where client management comes into play, by enabling the lawyer to get the information he needs, to analyse it into what is useful and relevant to the client and to give himself the tools that he has not had before which will enable him to develop and maintain that relationship. The business of a law firm starts and ends with the client.

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