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The conventional wisdom goes something like this: other lawyers in your practice area are competition. They're fighting for the same clients, the same matters, the same slice of the pie. Keep them at arm's length. Guard your relationships and knowledge closely.
But what if this thinking is holding you back? What if your biggest "competitors" could actually become valuable allies in growing your practice?
Let's dig in.
The Reality of Legal Practice
Here's something we all know but rarely discuss: no lawyer can take every case that comes their way. Conflicts arise. Capacity gets stretched thin. Geographic limitations create barriers. And sometimes, a matter just isn't the right fit for your expertise or practice style.
This reality creates natural opportunities for referrals. But too often, we let good work walk out the door because we haven't built relationships with the right lawyers to refer it to. Or worse, we take on matters we shouldn't because we're afraid to let them go to another lawyer in our space.
Building Collaborative Relationships
The key to transforming competitors into collaborators starts with finding your niche within your niche. Yes, you might both be employment lawyers, but perhaps you focus specifically on executive compensation while your "competitor" specializes in workplace investigations. Or maybe you both handle M&A, but you focus on early-stage tech companies while they work primarily with private equity.
These distinctions matter. They make it easier for others to refer work that fits your sweet spot, and for you to do the same for them.
The next step? Be a giver first. Don't wait for others to send work your way. Start referring matters that aren't right for you. Build a reputation as someone who shares opportunities. The law of reciprocity is powerful, but it works best when you give without immediate expectation of return.
But referrals aren't the only way to create value. Share insights and resources with other lawyers in your field. Collaborate on thought leadership pieces. These types of actions build trust and deepen relationships.
Making It Work
Transparency is crucial. Be clear about your practice focus and how you handle referrals. When you receive a referral, keep the referring lawyer informed (within ethical bounds and client consent, of course). Respect boundaries and existing relationships.
Start small. Identify two or three lawyers in your practice area who might be good relationship targets. Schedule regular coffee meetings or lunches. Join and actively participate in practice area bar sections. Consider creating an informal networking group where you can share challenges and opportunities.
And don’t limit yourself to building relationships with lawyers in your own jurisdiction. When I had a small law firm in Detroit, our best referrals came from lawyers at large, out-of-state firms.
The goal isn't to become best friends with everyone in your practice area. It's to build a network of trusted colleagues who understand and respect each other's practices. This network becomes a safety net for overflow work and a source of collaboration opportunities.
The Bottom Line
Viewing other lawyers in your practice area solely as competitors is short-sighted. There's enough work to go around, and having strong relationships with other practitioners can help you build a more sustainable and profitable practice.
So the next time you're tempted to view another lawyer in your practice area as competition, ask yourself: could this be an opportunity for collaboration instead?
Jay Harrington is president of our agency, a published author, and nationally-recognized expert in thought-leadership marketing.
From strategic planning to writing, podcasting, video marketing, and design, Jay and his team help lawyers and law firms turn expertise into thought leadership, and thought leadership into new business. Get in touch to learn more about the consulting and coaching services we provide. You can reach Jay at jay@hcommunications.biz.