Peer to Peer Magazine

September 2011

The quarterly publication of the International Legal Technology Association

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BOOK review ARE YOU A I n the inaugural edition of Law 2020® WHITE-COLLAR HUSTLER? (Peer to Peer, June 2010), I wrote an article commenting on the potential role of private-equity investment in law firms: "A Reality Abroad, but Merely a Pipedream Stateside?" Providing perspectives on making the legal industry attractive to third-party investors and the potential benefits to law firm IT staff, my focus was mostly on how the delivery of legal services could be improved, how better value could be created for clients and how lawyers could be more productive. While this is all well and good, you need to have clients that want your services before they can benefit from improved service delivery. Enter Ari Kaplan and his new book: "Reinventing Professional Services: Building your Business in the Digital Marketplace" (Wiley, 2011). DON'T BE AFRAID TO SELL "Selling" is not a word generally associated with lawyers (or at least most lawyers don't like to be regarded as sales people). However, this is a concept that gets introduced very early on in the book, albeit under the guise of "The White Collar Hustler." Kaplan cites "the recession and the impact of technology on information-orientated advisory careers" as the very reason why those in professional service industries need to start hustling. In fact, the essence of the whole book is how to hustle in a way that's acceptable to those who don't want to be associated with second-hand car salesmen. SMALL ADJUSTMENTS FOR BIG CHANGE The book starts with Kaplan helping the reader wrap his head around the urgent need for change in the current economic climate (on the basis that this is no longer a choice). Instead of setting out to scare the reader, he instantly reassures them that this is possible through making small adjustments — 88 www.iltanet.org Peer to Peer evolution rather than revolution. In a very approachable way, the book takes the reader on a journey from theory to reality, touching on topics such as innovation, differentiation, setting goals and, ultimately, how to realize the full potential of goals. His suggestions are sensible without being daunting, creative without being inaccessible. After partly pointing the finger at technology as the reason why those in professional services need to change (because technology has helped make information so readily available, further educating clients and increasing expectations), he then turns to technology as being critical to future success. Social media, in particular, is integral to Kaplan's view of networking, client relationship management and business development. LinkedIn peer groups, practice area-specific blogs, law firm Twitter feeds and even Facebook are now vital for a lawyer setting out to differentiate himself in the modern era, and yet these tools are still used by so few. The balanced blend of sales tips, marketing strategies and technology trends is sure to appeal to the full spectrum of lawyers. From those who are very willing to go out and promote their services but want to get better at it, to those that quake in their boots at the mere mention of the word "sell." In addition to drawing on his own experience as a lawyer, the author interviews numerous professionals across a multitude of different industries from around the world, offering up their opinions and views on the changing landscape of professional services, and what changes need to be made. A PLAYBOOK FOR SUCCESS What is clear from the book is that technology is not just an integral way of delivering professional services these days, but that it is at the very heart of winning business in the first place. Therefore, law firm IT professionals have yet another role to play: guides to help lawyers leverage these tools to the benefit

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