Murray started Positively Legal® nearly 7 years ago and using the Spectacular Growth™ case study tool, provides pitching training to law firms throughout the UK.

MM: Taking it too casually, particularly if the client has said that they just want to have an ‘informal chat’. You need to prepare for that as carefully and with as much diligence as you would if you were preparing to do a formal 45 minute presentation.

Business Development professionals I speak to in law firms, who have come from other sectors, are frequently amazed at how little time lawyers spend preparing for pitches.
 
SM: And, if the informal route is the road which the client has chosen, what, as a presenter, should you be looking out for?

MM: Although the actual meeting is being termed an ‘informal get-together’ the panel will still have evaluation criteria which you need to satisfy. The two fundamental questions the clients will be asking themselves are (a) are they interested in us? (b) can we work with these people?

SM: In a more traditional pitching scenario where you have been asked to make a presentation, how should you approach it?

The main decision you need to make is whether to go in with a pre-arranged script, presentation and agenda and talk your way through it - or do you have a looser structure, ask questions and engage the client team in conversation. The latter technique has the most impact (if you can carry it off successfully) as you are developing relationships, showing  interest in the client’s business and giving them the opportunity to influence the shape and content of the meeting. Critically, there is much less chance of the clients getting bored!

SM: Is it then a bit more like a sales approach where it is only through asking questions that you end up in a situation where you are better informed as to what the panel is actually looking for?

MM: Very much so – ask, don’t tell.

SM: In terms of preparation for a formal presentation, perhaps involving powerpoint, what are the main do’s and don’t’s?

MM: First, you need to be asking yourself questions such as 
‘who is on the client panel?’
‘who has the influence?’
‘where do they sit within the organisation?’
‘what kind of legal experience do they have?’
‘have they dealt with us before?’
‘what are the evaluation criteria?’
‘how do we build on what we said in the written tender response?

Then ask yourself ‘who is going to be on the presentation team?’

Increasingly clients don’t want teams composed entirely of senior partners. They want to see and meet the people they will be working with. My recommendation in most cases is that you include an associate and / or assistant in the team. Think about whether the people you are choosing are likely to develop a rapport with the client panel, do they work well as a team and will the experience be good for their personal development.

In terms of content, the key is to show that you have applied your mind to what the client needs. Ideally, provide solutions to situations the client organisation or industry is facing.

The team should be prepared to talk about all aspects of your business not just the technical legal offering, particularly those that have been mentioned in the written tender.

And ensure that you have rehearsals, ideally with someone who is not involved in the pitch.

SM: What are the key elements involved in actually standing up and launching into your presentation?

MM: Ensure that team feels positive and enthusiastic.  That is much more likely with good preparation and arrival in plenty of time. Let the clients introduce the meeting – a basic point but often overlooked when nerves take hold! Make sure everyone gets the chance to speak early by introducing themselves. From a practical perspective your team leader / chairperson should sit in the middle. Appoint a note taker who also has responsibility to summarise actions at the end of the meeting.

SM: In your past life as an in-house lawyer are there any presentations that stood out for you?

MM: Enthusiasm, specific client knowledge, evidence of good preparation, teamwork, some humour and no arrogance are essential for me. Equally as important, however, were the feelings of the rest of the team - who were often not lawyers.

Positively Legal® provides specialist coaching, consultancy and training services to law firms and in house legal departments. Murray can be contacted via www.positivelylegal.co.uk, murray@positivelylegal.co.uk, or on 01292 318256.