Each year I carefully review Interbrand’s excellent report on the top 100 global brands. No professional service firm brands feature there so you may well ask, what relevance do these largely commercial or corporate brands have for law firms? The reason I do is that Interbrand provides useful summary reports as to why these brands
A fundamental of a successful brand is building trust. You build trust when other individuals who experience your service, product and brand offering trust that you will deliver on what you offer to do thereby achieving what I term ‘Brand Fusion™’. In turn this builds loyalty, that much sought-after, but rarely achieved status. But, it can be won. It just takes effort and making sure you do in fact deliver on what you offer.
It seems so obvious doesn’t it? Why would firms not do this? However, it is surprising how few organisations and professional service firms deliver; those that do, you will notice, achieve lasting success based on sound fundamentals with a trusted brand at the top of the list.
Let’s consider one very simple and obvious example where countless organisations slip up. Ever had an issue with a product or service and tried to communicate this with the company or organisation concerned? Ever tried to get hold of a real human via their ‘contact us’ link? I bet you have! I have, often, and sadly I must say most companies come up wanting, particularly the bigger, most ‘successful’ ones. The reason is simple: ‘contact us’ in plain English means you can get in touch with a person in our organisation in this way. The reality of experience proves all too often this is not the case.
While I have the feeling that most law firms don’t perform badly on this example (mainly because you can in fact get hold of a human being when you have an issue and more often than not even the head of the firm). For the sake of the profession, long may this continue. But you need to remain keenly aware of getting even these simple things right and all the other stuff that you ‘promise’ to potential clients and recruits. You then need to test everything else that you ‘offer’ and make sure this is experienced at every touch-point by everyone who comes into contact with your organisation. The truly great organisations do this, even the big ones. That is why their brands engender trust and loyalty. Remember, people who trust a brand ‘buy now and ask questions later’.
I have recently experienced two encouraging exceptions to this:…
Law firms don’t recognise that the balance of power in relation to their employment brand lies not in their hands, but in the hands of their employees. To make matters worse, some of this power also lies in the hands of former employees, potential employees and other “employment stakeholders” such as recruitment agencies and digital media channels dedicated to commenting on the foibles of law firms.
This is because a firm’s employment brand is based on how the firm is perceived and experienced as an employer by existing employees, past employees and potential employees, as well as by other parties such as recruitment agencies and the media. Its employment brand is not what the firm thinks it is, but what these ‘others’ think it is.
This is a harsh lesson for most firms to stomach. It can be mystifying. Firms assume their employment brand is based on what they say in their recruitment materials, on their website, what they do, what they decide to offer employees as part of their employment package, and so on.
Instead, the power lies in the hands of others, the firm’s employees, past employees, potential employees, and others in the recruitment and media industries. What employers offer to their employees is merely part of what we call their employment brand offering. Firms still have a great deal of work to do to build their employment brand. For a start:
- you must clarify your employment brand offering – identify, clarify and agree all the things you do offer to existing and potential employees and what makes working for the firm special and sets it apart. Bear in mind that standard features and benefits don’t make much of a difference; they don’t differentiate a firm as all firms offer them anyway – if they don’t now they can easily and quickly replicate them;
- you must achieve Brand Fusion™ which is essentially ensuring that what you offer is actually experienced or has been experienced in the case of past employees. This is no mean feat given that you are largely dependent on the exigencies of individualistic, independent-minded partners to act as your front-line troops in making this happen;…
Like finding the toilet roll empty, or getting a puncture, some things never come at a good time. But, of course, these things do happen so most of us have learned to respond with equanimity and of course maybe even do a little forward planning!
The same applies to losing a really top calibre lawyer or support staff member (especially to the dreaded opposition); just when you thought he or she was well settled and was going to be part of your landscape forever (‘even though I hadn’t told her, I thought she had ‘future partner’ written all over her’). It is always unwelcome, sometimes seems a bit unfair (‘we always treated her so well and she seemed so happy’) and the timing is always bad (‘I have just introduced him to the the new oil and gas matter and client loved him‘).
Especially for firms that put a lot of time and effort into their people, events like this can cut to the bone. It can be very demoralising and quickly impact confidence. Sometimes it seems incomprehensible as you feel you are doing things right.
Real concerns should arise when it starts happening with some regularity and becomes a pattern. It is not just an isolated incident based on exceptional circumstances. Word about things like this – key staff losses – can spread like wild-fire, and this can have a severe impact on a firm’s employment brand and on engagement levels. Social media, Linked In facilities for recruiters, plus recruitment agency networks ensure the market knows about these patterns long before most firms even realise its happening. This is when leaders and managers need to take remedial action and get to the bottom of it.
As much as these events require a decisive response from leadership, the danger is that it can often cause knee-jerk reactions and the implementation of solutions which may seem okay on the surface, and may even appease (including one’s conscience), but in reality don’t do much to change anything substantive for the long term.
In the work I have done with firms around people strategy and we consider these strategic issues, two things come up as common threads:
- when times are good – staff recruitment is going well, staff calibre is good and turnover is down – firms assume it is because they are doing a heckuva lot of things right (and have earned this status because of all the good things they are doing around people). Interestingly, dig deeper and you may find this is not in fact the case. They may have hit a lucky streak (it happens) or be regarded as the ‘flavour of the quarter‘ in the recruitment channels (it happens). Further investigation can reveal that many of the people fundamentals have not in fact been properly addressed;
- when times turn bad (sometimes, unaccountably, not long after they were good), firms are invariably surprised and anxiously cast around for causes. They tend to hone in on what appear to be the obvious reasons (e.g. a few partners with poor records of managing staff, benefits needing tweaking etc), try to address these and too quickly conclude ‘job done‘. Unfortunately, superficial, knee-jerk responses usually achieve very little, even though they may keep a board and some partners happy for awhile. Chances are that down the line the same problems will still exist, the reason being that they are founded in culture and well established cultural norms which and run deep to the heart and soul of what the firm is or isn’t about. They therefore need much more thorough, thoughtful treatment.
When this sort of pattern arises around losing key staff it is a sure signal that firms need to take very careful and serious stock of what they are or are not doing in relation to their people. It’s a big job, it is complex and touches on so much of what a firm is or is not; it should quickly becomes priority numero uno.
I would start by asking some or all of the following questions:
- are our partners and managers more focused on meeting their own targets and performance criteria than they are on delegating good quality work and providing good access to clients, good feedback and other support staff crave and need to grow;
- what is the state of our employment brand? Do we have a brand strategy? Do we understand brand and what constitutes our employment brand? Do we achieve Brand Fusion™ i.e. ensuring what we promise and say we do in regard to people, we actually do and deliver?…