6 Key Takeaways for Lawyers to Build Successful Relationships with In-House Legal Teams

The LMA Northeast Region recently hosted its annual New York General Counsel Forum, including an informative panel with Lauren Gee, SVP, General Counsel & Corporate Secretary for FULLBEAUTY Brands, Inc., Heidi Gootnick, General Counsel at Resilience and Jonathan Perkel, Chief Legal Officer at Esusu, moderated by Samara Abrams, Director of Business Development at Willkie Farr & Gallagher, LLP.?

FLFCMO’s Amanda George , Director of Business Development, had the opportunity to attend. The core message throughout the panel was the desire for clear and open communication between lawyers and in-house legal teams. Here are a few key takeaways regarding the nitty-gritty of managing client relationships and budgets that can set the relationship up for success.?

1. Budgets: The Essential Foundation?

Lawyers, Listen Up: Keep Invoices Transparent and On Time?

One of the most critical factors that can make or break a law firm is the management of billing and budgeting. It is essential to keep your invoices timely and clear. Late bills or surprise fees can severely damage the trust your clients place in you, and in turn, harm your firm’s reputation.?

In-house General Counsels (GCs) expect reasonable billing practices. If there’s any risk of exceeding the agreed-upon budget, communicate this as early as possible. By informing them in advance, you allow them to adjust their budget or expectations, helping them avoid the stress of explaining an unplanned expense to their higher-ups.?

Big Firms Aren’t Necessarily the Best Option?

When it comes to high-stakes cases, such as "bet-the-company" litigation, GCs may lean toward larger firms. This isn't necessarily because the bigger firm is a better fit, but because if the case goes south, a large firm provides an added layer of security in terms of the decision-making process. This is important because, in the eyes of the board, a larger firm can justify the decision with less questioning. Don’t take this personally—it's simply the nature of risk management.?

Reputation Lies in the Details?

As Samara Abrams wisely pointed out, your reputation is built through your invoices. It's not just about the final cost—it's about how well you estimate and how detailed your entries are. Providing thorough and transparent billing helps build trust and demonstrates professionalism, ensuring that clients feel confident in your ability to manage their matters.?

2. Relationships Matter?

Choose Your Clients and Practice Areas Wisely?

While larger firms may dominate in high-profile cases, smaller, boutique firms often have the edge when it comes to specialized or niche areas of law. GCs typically seek out firms that demonstrate deep expertise in specific areas, and they are more likely to turn to smaller firms that can provide tailored advice and service.?

Moreover, referrals and recommendations are often the primary source of new business. GCs rarely go looking for new firms unless absolutely necessary. Once they have established a relationship with a firm, they are reluctant to switch, especially given the time and investment required to find and onboard a new firm. This highlights the importance of building and maintaining long-term relationships with your clients.?

If a GC inherits a firm relationship, they will give the firm a fair chance. However, if it’s not the right fit, they’ll turn to their trusted referral sources.?

3. Rankings Aren’t the Holy Grail?

What GCs Really Look For?

While legal rankings and awards may be useful for some firms, they aren’t what GCs rely on when choosing outside counsel. Many GCs turn to their personal networks for recommendations rather than the latest rankings, which can often seem like a "pay-to-play" system. As one GC put it, they don’t even know where to find the rankings they hear so much about, much less trust them when choosing a firm.?

Instead, GCs are more interested in firms that sponsor events or actively participate in the industry. Networking and building a reputation in the right circles matters far more than a ranking in a magazine or publication.?

4. Partnership is a Two-Way Street?

Effective Communication is Key?

Lawyers need to be responsive, efficient, and reasonable when partnering with a GC. Always ensure your bills are paid on time, meet agreed-upon deadlines, and communicate promptly when issues arise. If you don't meet these expectations, it can sour the relationship and lead to losing the client.?

It is vital to truly listen to your clients’ needs. Sending them white papers without context or pitching services they don’t need is a waste of both parties’ time. Focus on offering practical, relevant solutions that align with their specific needs, and be concise in your communications.?

5. Good Management Goes a Long Way?

How You Handle Discrepancies Matters?

Discrepancies and issues are bound to arise during any professional relationship, and law firms are no exception. While a GC may not fire you immediately over a problem, how your firm handles issues can make a huge difference. A firm that addresses concerns professionally and efficiently will often retain the client, even if things don’t go perfectly at first.?

Good management means owning mistakes, taking responsibility, and quickly working to find a solution that satisfies the client. This level of transparency and accountability goes a long way in maintaining strong, long-term client relationships.?

6. Check-In with Your Clients?

Stay Engaged and Offer Value?

Clients don’t want to be bombarded with long surveys, but they do want to know you care about their experience. A simple 10-minute call can go a long way toward building rapport and keeping the relationship strong. During these check-ins, ask meaningful questions: How are your services going? What are their current concerns or new challenges? Is there anything new on their docket that you could assist with? What is keeping them up at night??

Taking the time to personally reach out shows your commitment to the relationship. It’s not just about being the relationship partner; it’s about owning that relationship and investing the time to understand your client’s evolving needs. The GC will appreciate your willingness to listen and provide valuable insights, and you’ll gain critical feedback that could help you deliver even better service in the future.?

Conclusion?

For lawyers aiming to build successful, long-lasting relationships with in-house legal teams, understanding the importance of budget transparency, maintaining strong partnerships, and actively engaging with clients is essential. By focusing on these core principles, firms can ensure they stay in the game—building trust, managing expectations, and fostering loyalty. In today’s competitive legal market, the personal touch, clear communication, and a solid reputation can make all the difference.?