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When you want to return a product, do you want to talk to the marketing department or customer service? You want a direct line to the person most trained to answer your exact questions; the person who will listen and even commiserate with your frustrations about the product; the person who can facilitate returning your misfit item and reimbursing your money in the most efficient way possible.
Well, the same principle applies to taking in new cases at a law firm. Prospective clients don’t want to talk to a busy, preoccupied lawyer who’s deep in the research required to prepare a case. People with problems that feel very real to them—whether the predicaments turn into viable cases or not—want to talk to a qualified legal intake specialist who knows how to empathize. They want a lifeline—a person who quickly acknowledges stress and identifies with overwhelming emotions.
Often attorneys believe that they can handle it all—from intake to marketing to lawyer-ing. But like any other business, in order to effectively service customers and build a successful organization, the experts in each line of work must handle these specialized functions. That means lawyers interpret the law. Intake specialists negotiate the calls. Marketing firms create brand strategy.
Your firm will find the quickest path to success if leadership delegates functions to the right people. Your brand counts on it. If you market your law practice as a dedicated advocate for accident victims, for example, your attorneys better be spending a large majority of their time preparing cases, negotiating settlements and trying cases in court. Not answering the phones. Not trying to qualify a case. Not designing the website. Not writing marketing copy.
After more than three decades of providing advertising expertise to law firms across the country, we know that lawyers who try to do it all or micro-manage other executive functions ultimately fail. Heed our advice. Use it as a catalyst to get the right people in place before it’s too late.