Business Development
 

No More Lone Wolves: How Teamwork Can Lead to a Client-Focused Approach

Client expectations have shifted, and law firms must now adjust based on client needs rather than internal structures.
By Mike Mellor
June 2025
 

Today’s clients — whether they’re restaurateurs, SaaS founders or growth-minded entrepreneurs — aren’t interested in deciphering a law firm’s org chart or navigating a maze of internal silos. They want a single, trusted point of contact who can coordinate the right expertise behind the scenes, assemble a tailored team and let them get back to running their business. 

This shift in client expectations is forcing law firms to rethink how they organize, market and deliver their services. The days of the lone-wolf attorney are numbered; the future belongs to firms that hunt in packs. Those who incentivize and reward true teaming will win.

The Problem: Internal Alignment versus Client Reality

Law firms have historically organized themselves around practice areas like corporate, labor, IP and litigation because it makes sense for billing, tracking and internal management. But clients rarely think in those terms. A restaurant owner doesn’t care that Jenny in Boston handles entity formation and that Joe in Dallas manages labor disputes. They want solutions, not introductions to a half-dozen specialists. When firms force clients to coordinate between multiple attorneys, they create friction, confusion and inefficiency, risking losing clients to firms who think like they do.

The Solution: Single Point of Contact and Collaborative Teams

Clients crave simplicity and accountability, which are best served by a single point of contact — a “client concierge” — who serves as their advocate within the firm. This person isn’t necessarily doing all the legal work, but instead ensures the client’s needs are understood, coordinated and met by the right specialists. This approach streamlines communication, reduces missteps and lets clients focus on what matters most: their business.

The results speak for themselves. Research shows that when lawyers collaborate across practices and industries, firms see higher margins, deeper client loyalty and the ability to command premium fees. According to Thomson Reuters, clients who recognize collaborative teams within a law firm allocate an average of 56% of their legal spend to that firm — more than double the average share. Heidi K. Gardner’s research at Harvard University echoes this: the more practices involved, the less likely clients are to shop on price alone. Even better, clients served by cross-practice teams are far more likely to stick with the firm, even if their primary contact moves on. So, what’s holding firms back? Too often, it’s a compensation system that rewards individual origination over collective success — a misalignment ripe for change.

Aligning Around Client Benefits, Not Features

Law firms love to market their services by listing practice areas: “We do corporate, labor, IP.” But clients don’t buy features, they buy outcomes. They want to know what your expertise means for them: Will you help them open a new location faster? Avoid costly disputes? Protect their brand and reputation?

The next step is translating your internal capabilities into client-centric value propositions. Step into your clients’ shoes and frame your services in terms of results:

  • Instead of “We handle business formation,” say, “We’ll get your new restaurant up and running quickly, with all the legal boxes checked, so you can focus on serving customers.”

  • Instead of “We provide labor law advice,” say, “We’ll help you avoid employee disputes and stay compliant so you can spend less time worrying about regulations and more time growing your business.”

This shift to benefit-driven messaging resonates deeper, increases conversion rates and boosts client satisfaction. But it only works if it’s consistent across every touchpoint and embedded in the firm’s DNA.

The Business Case for Collaboration

Firms that embrace collaborative, client-aligned teams see measurable business gains:

  • Higher Margins and Revenue: Cross-practice collaboration leads to more valuable, sticky client relationships and the ability to command higher fees.

  • Improved Client Retention: Clients served by teams are less likely to leave, even if their main contact departs, because their loyalty is to the firm, not just an individual.

  • Greater Workplace Satisfaction: Lawyers in collaborative, client-focused environments report higher job satisfaction and are more likely to invest in firm-building activities.

  • More Efficient Marketing: Client personas and benefit-driven messaging improve targeting, engagement and referrals, making every marketing dollar work harder.

This shift to benefit-driven messaging resonates deeper, increases conversion rates and boosts client satisfaction. 

Making It Happen: Structural and Cultural Change

Transitioning to this model requires both structural and cultural shifts. Firms must invest in technology and processes that support collaboration — think client relationship management systems and internal knowledge-sharing platforms. They need formal mechanisms for building cross-disciplinary teams. Culturally, firms must value and reward teamwork, not just individual achievement, and ensure every client-facing professional is trained to communicate with empathy and consistency.

Align with Clients, Not Just Colleagues

The legal profession stands at a crossroads. Firms that cling to what makes sense internally will be outpaced by those that align around client needs and benefits. By hunting in packs, offering a single point of contact and organizing around client industries and issues, law firms can leap ahead of competitors still stuck in the 20th century. The payoff? Stronger relationships, higher revenues, stickier clients and happier attorneys across the board.

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