Traditional sales approaches operate mainly out of self-interest: the seller wants to get the buyer to behave in a manner that is good for the seller’s revenue generation, even when that is not in the buyer’s best interest. A traditional seller focuses narrowly on making the sale that is right in front of him or her.
Traditional Strategic Planning is an important aspect of an organization’s preparation for the future. But at GrowthPlay we aim to help clients not just prepare but evolve in ways that will allow them to thrive in the future. To do that they must optimize their growth engine by asking a different set of questions than they might in traditional strategic planning. We call this process Growth Mapping because the objective is to map where you are today to where you want to be in the future, and identify the requirements, priorities, roles, and activities that will get you there—based on what matters most to you.
Judging by most of the lawyer jokes we’ve heard, the answer would seem to be “yes.” In fact, there’s a long-standing notion in popular culture that the very best lawyers are often the very worst sort of people.
For all the talk of how the traditional law firm model is being disrupted by this trend or that, the key challenge for leaders remains, as ever, how to build something that lasts, something that is bigger than the sum of its parts.
What is the biggest pain point you are currently facing in your role? Our webinar, From Good Law to Great Law™, polls showed that half of attendees are experiencing a pain point in regards to influencing lawyers to follow through on commitments. We also saw a large group (50%) that said an apathy or lack of lawyer engagement was the most challenging part of their role.
We're learning, with the voice of client research and aggregating insights from many reputable research organizations, what buyers of legal services are experiencing from high performing firms.