Understanding our clients is about so much more than understanding the legal challenge of the moment. What are their commercial objectives, for example? What is their attitude to risk? What are the drivers of the sector in which they operate? What is their business model?
Knowing these things helps us tailor our advice. So from the moment we take on a new client, we need to spend a good deal of time enhancing our understanding of their business and commercial context.
In practice
Sector groups
Within the firm, we have 21 sector groups. These are teams of experts on specific industry sectors. They work with clients in these sectors, and are available to share their knowledge of industry issues with the whole firm.
Business development workshops
Our business development workshops help partners and managing associates to develop the knowledge and skills to deliver excellent service to our clients. This encourages them to gain commercial knowledge that is relevant to our clients’ needs. In turn, they can then lead discussions with clients about strategy, opportunities and threats in the marketplace, as well as specific transactions.
These workshops have been running in our continental European offices for a while. We have also recently begun to run pilot programmes in New York.
Managing Associate Development Centre
Our Managing Associate Development Centre looks at client relationships, how to handle business conversations and how to run business development meetings with clients. In particular, managing associates are encouraged to identify and explore clients’ needs through effective questioning and listening.
The key to good relationships
When asked about his approach to client relations, partner Robert Elliott said: “It’s not about relations – it’s about relationships. You can have good relations with a client by being courteous, affable and available. But having a good grounded relationship is when our clients regard us as core trusted advisers to their business.
“There’s no substitute for open and frank discussion – whether at a formal review or over a coffee to talk about topical market issues.
“Of course, there’s a whole clutch of personal relationships that go into the overall relationship between Linklaters and a client. In each one of these, the people on our side should consistently have a common approach and attitude.
“Are we doing this well? I think we are. But we’re a global firm, and achieving this in different countries at the same time is a fascinating and absorbing challenge. There will always be unfinished business. And we take nothing and no one for granted in pursuing this.”
