Running a law firm today requires more than just legal expertise; it also demands strong business acumen and strategic foresight. This is why many law firm leaders are increasingly seeing the value of hiring consultants to address management and financial challenges.

But how can law firms ensure they get the most from their investment in a consultant?

Every consultant’s goal is a happy client, and every client wants to feel like the consulting engagement was worth the money spent. Not only is this level of satisfaction possible, but there are many ways that consulting clients can get extra value at no extra cost.

1. Communicate early and often.

   Maintain regular communication with your consultant. Whether you’re going on vacation, have questions from a previous meeting, need additional information, or have experienced a significant development in your firm, stay in touch with your consultant. Keep the engagement flowing and alive by sending updates or questions, even if you are simply checking in.

   If you are still unclear about any aspect of the project, give your consultant a chance to clarify so that you’re both on the same page. If you come across information that could provide additional context for your engagement, don’t hesitate to share it. Sharing such details gives your consultant more opportunities to be helpful to you.

2. Be clear about your goals.

   Working with a consultant is similar to going to a doctor. If you go to a doctor for a broken ankle, it wouldn’t be fair to expect them to address your digestive issues if you didn’t mention them, because they wouldn’t know it needs attention. Similarly, consultants cannot address concerns they are not aware of, so making open communication is crucial. Furthermore, much like a doctor prioritizes a heart attack before a headache, a consultant will focus on the most pressing issues first.

   Finally, you wouldn’t ask a heart surgeon to perform LASIK eye surgery during the heart procedure. Resolving complex challenges often necessitates multiple or more specialized engagement scopes for a consultant. Clearly communicate your goals and concerns to your consultant, and be prepared to open a new engagement scope if new issues emerge.

3. Take some time to consider your needs.

   Some clients have a specific goal in mind, while others seek general support and advice. All of the following engagement types are valid and normal. 

   • Specific Goal (Limited): Are you looking for a resolution to a relatively specific issue, such as determining appropriate employee raises or creating a firmwide system for salary adjustments?
   • Specific Goal (Ongoing): Some consultancies also offer repeating services, such as PerformLaw’s recurring financial deliverables and metrics dashboards.
   • Advice (Ongoing): Alternatively, are you looking to discuss various managerial topics on a regular basis, maybe as they arise? In this case, an ongoing support agreement with periodical check-in calls might be a better fit.
      

4. Supply all relevant data.

   Share all relevant data, documents, and insights with the consultant to provide a comprehensive understanding of the situation and enable them to provide tailored solutions.

   If you’re unsure what your consultant needs, don’t be afraid to ask for guidance. However, more is always better when it comes to sharing information during an engagement, as those seemingly minor details might provide crucial details that affect the consultant’s analysis and recommendations. The more information you can provide, the more accurate and valuable your results will be. 

5. Expect change that requires effort.

   One of the biggest mistakes clients make is expecting to solve a problem without being willing to make the necessary changes to solve that problem. This is a perfect recipe for wasting money.

   When you approach a consultant, be aware that it is possible the consultant will recommend significant adjustments to your firm’s core processes. The consultant’s role is to provide fresh perspectives and innovative solutions. Before hiring a consultant, take some time to consider whether you are truly open to a new perspective or solution. It is better to ask yourself the hard questions beforehand rather than spend the money and regret it later.

   A good consultant only makes recommendations that are feasible, beneficial, and worth the effort required by your firm. A good consultant will not recommend changes that your firm cannot afford, either in time or money. A good consultant will also offer assistance with the implementation of their recommendations. (This is why PerformLaw offers implementation service: we stand by our recommendations enough to see them through, and we know that firms are more likely to apply a recommendation if they have assistance with the implementation stage.)

   The worst thing you can do is seek a consultant without having any intention of generating change. If you aren’t really open to significant change, you might find more value in other investments such as hiring an additional employee to spread out the firm’s existing workload and increase capacity.

   One simple way to test your willingness to change is to start with something free. For instance, PerformLaw has a variety of free blog articles that are likely to address issues relevant to your firm. Try reading an article and see if some of the ideas prompt change within your firm. 

6. Measure and track results

   Establish clear metrics to measure the impact of the consultant's work. Regularly track progress against these metrics to ensure the engagement is delivering the desired results. For example, if your goal is to improve an associate attorney’s performance, monitor their billed hours before, during, and after the implementation of the recommendations. This tracking helps you gauge the effectiveness of the consultant's work and the value of the engagement.

7.  Share recommendations and changes with others.

   Once you’ve gained new insights, share your newfound knowledge and expertise with your team. This can create a lasting impact even after the consulting engagement ends, helping to sustain the improvements and fostering a culture of continuous learning and growth. 

   Change is more challenging to implement if only one person is driving it. However, if your whole team understands the change, how to make it, and why it is necessary, the process becomes much easier.

   A wonderful bonus to this approach is that it helps firm leaders build employees' confidence and trust in the firm. When leaders show they are working to keep the firm growing and healthy, employees are more likely to respect their leaders and stay with the firm, so apprise them of your efforts.

8. Provide open feedback.

   Actively engage in the consulting process by discussing ideas, brainstorming, and offering feedback. If you have questions or doubts about a particular recommendation, don’t hesitate to communicate them with your consultant.

   Your involvement can provide valuable insights and ensure the consultant's recommendations align with the company's culture and values. The more you contribute your perspective to the engagement, the more comfortable you will be with the results.

   As a bonus, your feedback can also help the consultant refine their approach and improve future engagements.

As the saying goes, it takes two to tango. A successful consulting engagement isn't just about the consultant's expertise – it's a partnership and a shared vision for success. By taking a proactive role, being open to change, and communicating your needs, you can transform your consulting experience from a simple transaction into a catalyst for real, lasting improvement for your firm.