What makes a law firm different?

Considering law firms from the perspective of different stakeholders

It's essential that you always answer the specific questions you are set. Candidates often answer the questions that they had prepared for or expected, rather than focusing on the questions actually asked, and this can result in rejections.?

To give an example, a question to the effect of “what makes this firm different?” might, on the face of it, be taken to mean “what makes this firm different?from an applicant’s perspective?” (i.e. “why do you want to train at this firm?”). However, you shouldn’t immediately make this assumption.?

You would want to check for any nuances or guidance before launching into your answer, as doing so might help you to ascertain whether the question really means: how is the firm different?from a client’s perspective?(e.g. “why would a client choose this firm?”), or how is the firm different?to its competitors?(e.g. “how does the firm maintain a competitive advantage?”).

In other words, your answer should depend on the perspective from which you are answering.

Now, there will of course be some overlap between the answers to these three questions. However, each would require you to take a different approach, as we’ll now explain in more detail.

Firm USPs: an applicant’s perspective

If you are asked why you want to work for a particular firm, you should identify selling points that will, together, provide a better training experience – and a more enjoyable career – than the firm’s competitors are able to offer.

When thinking about which selling points might be relevant, picture yourself at the firm, immersed in its culture, working in its practice areas for some of its clients, and taking advantage of its resources and training processes. Then explain why this will all have a positive impact on?your?day-to-day experience from the outset.?

In this context you might consider, for example, opportunities to work with a variety of interesting and high-profile clients, on intellectually challenging legal matters, whilst being effectively trained by highly regarded lawyers who share your values, within an environment that is friendly, inclusive and supportive. These are all potentially USPs that can impact your experience as a lawyer.

We cover this question in detail in our?Law firm profiles and research?course.

Firm USPs: a client’s perspective

If, instead, you’re asked a question such as “why would a client choose this firm?” or you’re asked to pitch a law firm to a prospective client, your answer would need to have a different focus. Note that this type of question does come up during assessment centres and internships, and can involve a partner posing as a key contact from one of the firm’s current or target clients.

Why must the focus be different if looking at things from a client’s perspective? Well, clients won’t necessarily care about all the things that matter to employees. For example, a client probably won’t choose a firm because of its approach to training junior lawyers, as long as the firm’s output is up to scratch.

A client may care little about the firm’s internal culture, provided that the firm’s lawyers treat that client’s representatives with courtesy and respect. Some clients might also not really care about the firm’s specific corporate social responsibility initiatives, as long as the firm doesn’t have a poor reputation.?

Instead, think about the attributes that will convince?clients?to engage the firm to carry out their legal work. This might include, for example, a firm’s capabilities, reputation, relevant prior experience, ability to offer value for money, approach to building and maintaining client relationships, and values.?

For more information on this topic, check out our?Interview case studies course?to access a comprehensive video series on?what clients look for from law firms, including a?case study?centring on a law firm pitch to a prospective high profile client.?

Firm USPs: maintaining a competitive advantage

If discussing a firm’s competitive advantage, you have to look at the firm holistically, including from the perspective of its management team. There will be ample overlap with the points relevant to why a client would choose the firm, as attracting and retaining clients is key to maintaining a competitive advantage.

There may also be some overlap with the points relevant to why a lawyer would choose to work at the firm, as a firm’s competitive advantage also depends on its ability to recruit and retain the talent needed to carry out the work effectively. However, you would once again need to tweak your approach, by highlighting what the?firm?does (or should do), rather than focusing on a lawyer’s or client’s perspective.?

For example, consider how the firm can continue to secure mandates on pioneering, highly profitable work. Is it able to provide the full range of legal services that its clients currently need and might need in the future? Linked to this, does the firm adapt in light of industry trends and new developments, for example has it developed expertise in the fields of cryptocurrency or artificial intelligence? In other words, does the firm effectively evolve with the times??

Does the firm successfully nurture its own reputation, for example through actively promoting its experience working on cutting-edge or particularly complex matters? How does it manage to recruit and retain the best lawyers? Has the firm effectively adapted to the ever-evolving legal landscape, for example through actively implementing legal tech to enable it to offer more cost-effective legal services? Does the firm have a particularly unique approach to building client relationships, and therefore, client loyalty? And is the firm able to effectively adapt and respond to developments, threats and challenges?

For more information on this topic, check out our?The business of law firms?course?to access a comprehensive?video series?covering how law firms can maintain a competitive advantage.?

When working on the two video series insights mentioned above, I drew on my extensive experience advising law firms on a range of strategic matters, whilst also seeking guidance and feedback from a number of partners (and ex-partners) from leading law firms who have often contributed to law firm strategies in practice.?

On that note, I would like to sincerely thank the following legends?for their incredibly helpful advice and reflections:

• Ben Staveley?(ex-partner at Freshfields):?check out his?brilliant book?designed to help lawyers improve their professional writing and drafting.
• Laura Brunnen?(ex-partner at Fried Frank, Reed Smith and KWM):?check out Laura's fantastic?community for women in M&A.
• Alex McPherson?(Ignition Law founder and partner):?check out?Ignition Law?for more information on the great work carried out by the firm for the start-up and scale-up community.
• Christopher Stoakes (ex-Head of Knowledge and Learning at Hogan Lovells):?check out his?fantastic books?focused on commercial awareness and legal careers.

As a reminder,?Commercial Law Academy?offers 20 in-depth courses, covering: insights into legal careers, firm profiles and interview insights, expert advice on writing applications and tackling psychometric tests, dozens of example (verified) successful cover letters and applications, resources to help you prepare for interviews and internships, example interview case studies, practical content to help you understand and confidently discuss commercial concepts and current affairs, plus tips on how to network, negotiate, deliver presentations and write professionally. Check out this?animated explainer video?for more information.