June 2005

I’m not going to repeat all of the commentary about the “elevator speech” you need to have ready to give to anyone who asks what you do.  We all have experienced the need to have the “speech” ready and many of us have one at the ready.  But are we really ready?

I recently wrote

I was talking to a client one day and he mentioned that he would be unavailable for several days because he was working on an acquisition.  I was happy to hear our client was growing and asked if he could tell me about the company being acquired.  He mentioned the name and when he heard

Many years ago, I did almost all of my work for two partners in a large firm.  They were good friends, but they could not have been more different to work for.  But what I am today, I am in large measure because of them.  Once, I was traveling with one of the partners and

Anne Gallagher of Extreme Marketing comments that one of her favorite authors on professional services (probably herself or her equally insightful partner, Merry Neitlich) “says that when marketing is done right, ‘sales’ becomes superfluous.  Think this means that relationship selling is about developing and deepening relationships rather than using traditional ‘closing’ techniques to get commitment.” 

I ran across the Revenue Roundtable blog the other day.  The Roundtable is made up a panel of experts, who describe their mission this way: 

“The Revenue Roundtable team’s saying is “Be practical, or be quiet.” So, head off to academia if you want to read jargon-laden management theory. Stick with us if you want

Much has been written here and elsewhere about the utter significant problems inherent in the billable hour system.  Indeed, there seems to be something meaningful happening, if only rhetorically.  The question remains, when will conduct match rhetoric?  When will inside counsel begin to insist on budgets with meaning, on alternative fees, on their counsel having