Most employees of law firms are in a
great position to help in the firm's business development efforts - or help damage
them. A lot of that depends on how they are treated, how much that love or hate
their job, and are otherwise engaged in the business of the law firm.
This is particularly true if a staff
member has ANY contact with clients or prospective clients. And how many don't?
It's pretty simple: if they are unhappy, they will NOT be nice to clients in
the long haul. Linda Klein, a shareholder at Baker, Donelson, Bearman, Caldwell &
Berkowitz writes in the current issue of Law
takes only one bad experience to jeopardize a client relationship or to ruin a
firm's reputation. And it doesn't matter if that bad experience comes from an
interaction with a lawyer or a staff member-your business is bound to feel the
She goes on to talk about the
difference between a "satisfied employee and an engaged
employee." The latter are far more productive, loyal, and happy - oh, did I
mention nicer to clients as well. The thrust of her article is about ways a
firm can improve morale and how her firm's efforts have resulted in it making Fortune
magazine's "Top 100 Companies to Work For" list the past two years. Her
suggestions include communicating more effectively with staff, listening to
them, and providing meaningful feedback. Read her article for other ideas that
can help foster more engaged employees.
Bottom line: "Engaged employees are
happier, more loyal, and care more about the firm and its clients." And it is
smart marketing to work at engaging your staff.
Read more from the Legal
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